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C5050-284 Foundations of IBM Cloud Computing Architecture V4

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C5050-284 exam Dumps Source : Foundations of IBM Cloud Computing Architecture V4

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: 112 actual Questions

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IBM Foundations of IBM Cloud

IBM Expands Strategic Partnership with Samsung | killexams.com actual Questions and Pass4sure dumps

Jan 7, 2019

IBM has fashioned an agreement with Samsung to manufacture 7-nanometer (nm) microprocessors for IBM power programs, IBM Z, and LinuxONE, high-performance computing (HPC) techniques, and cloud choices.

Samsung is a member of the OpenPOWER foundation, a seller ecosystem facilitating the progress of IBM power architecture-based custom-made servers, networking and storage for future records centers and cloud computing, in addition to a member of the Q community to support boost the realizing of purposes software in quantum computing for the business.

The settlement combines Samsung's semiconductor manufacturing with IBM's CPU designs to power techniques performance, including acceleration, remembrance and i/O bandwidth, encryption and compression pace, as well as device scaling to allow high-performance computing specifically designed for AI.

The agreement likewise expands and extends the 15-12 months strategic manner technology R&D partnership between both businesses which, as portion of IBM's research Alliance, comprises industry firsts such because the first NanoSheet device innovation for sub 5nm, the creation of the business's first 7nm peruse at various chip and the first high-ok metal Gate foundry manufacturing. IBM's research Alliance ecosystem continues to outline the leadership roadmap for the semiconductor trade.For greater suggestions about IBM, talk over with www.ibm.com.


IBM begun buying red Hat twenty years in the past | killexams.com actual Questions and Pass4sure dumps

How huge Blue grew to exist an open-source company.

news that IBM is purchasing crimson Hat is, of course, a significant second for the world of free application. or not it's further proof, as if any devour been essential, that open supply has received, and that even the mighty massive Blue devour to shape its obeisance. Admittedly, the enterprise isn't reasonably the behemoth it changed into again within the twentieth century, when "nobody ever got fired for purchasing IBM". but it is still a benchmark for severe, mainstream—and yes, slightly boring—computing. Its acquisition of crimson Hat for the now not inconsiderable sum of $34 billion, for this reason, proves that selling free stuff is now viewed as a very ordinary company mannequin, mentioned by using even the most conservative organizations.

Many unique analyses were and should exist written about why IBM bought red Hat, and what it capacity for open source, red Hat, Ubuntu, cloud computing, IBM, Microsoft and Amazon, amongst different issues. but one aspect of the deal people can likewise devour missed is that in a crucial experience, IBM in fact begun purchasing red Hat 20 years ago. after all, $34 billion acquisitions don't spring thoroughly fashioned out of nowhere. accomplishing the factor the plot IBM's administration agreed it changed into the confiscate component to consequence required a event. And, it become a particularly drawn-out and difficult experience, given IBM's genesis aspect now not just as the embodiment of typical proprietary computing, but its very inventor.

Even the longest event begins with a single step, and for IBM, it become taken on June 22, 1998. On that day, IBM announced it might ship the Apache internet server with the IBM WebSphere utility Server, a key component of its WebSphere product family. in addition, in an exceptional circulate for the company, it would present "business, commercial enterprise-degree guide" for that free software.

When i used to exist writing my booklet rebellion Code: inside Linux and the open supply revolution in 2000, I had the decent fortune to interview the principal thing IBM personnel who made that happen. The activities of two years before nonetheless were fresh in their minds, and they defined to me why they determined to thrust IBM towards the daring approach of adopting free utility, which eventually resulted in the commerce buying purple Hat twenty years later.

a kindly of americans become James Barry, who turned into brought in to dissect IBM's lineup in the net server sector. He discovered a legion there; IBM had round 50 items on the time. during his assessment of IBM's method, he realized the significant nature of the net server to the entire other items. at the moment, IBM's offering become internet Connection Server, later re-branded to Domino Go. The issue changed into that IBM's web server held just 0.2% of the market; ninety% of web servers got here from Netscape (the primary information superhighway company, top-rated established for its browser), Microsoft and Apache. Negligible market share meant it changed into difficult and expensive to discover cadaver of workers who had been expert to shape Use of IBM's answer. That, in its flip, meant it changed into complicated to sell IBM's WebSphere product line.

Barry, for this reason, realized that IBM crucial to adopt some of the mainstream web servers. IBM referred to buying Netscape. Had that came about, the history of open source would had been very different. As portion of IBM, Netscape likely will not devour launched its browser code because the free utility that grew to become Mozilla. No Mozilla would devour intended no Firefox, with outright of the knock-on results that implies. however for a number of reasons, the concept of purchasing Netscape failed to work out. because Microsoft turned into too costly to purchase, that left only 1 possibility: Apache.

For Barry, coming to that awareness became handy. The challenging half was convincing the relaxation of IBM that it changed into the confiscate issue to do. He tried twice, unsuccessfully, to accept his proposal adopted. Barry succeeded on the third occasion, in portion because he teamed up with a person else at IBM who had independently forward to the conclusion that Apache was the style ahead for the business.

Shan Yen-Ping changed into engaged on IBM's e-business approach in 1998 and, relish Barry, realized that the net server was key in this area. Ditching IBM's personal application in favor of open supply turned into more likely to exist a traumatic event for the enterprise's engineers, who had invested so lots of their own code. Shan's conception to request his senior builders to dissect Apache in factor proved key to successful their guide. Shan says that once they outright started to dig profound into the code, they had been surprised by the class of the structure. As engineers, they had to admit that the open-source mission become producing exquisite utility. To cement that view, Shan asked Brian Behlendof, one of the crucial creators and leaders of the Apache mission, to are available and speak with IBM's proper net server architects. They too were impressed via him and his team's work. With the exceptional of Apache centered, it changed into less difficult to win over IBM's builders for the flow.

shortly after the announcement that IBM would exist adopting Apache as its internet server, the commerce took an extra small but key step towards embracing open source more greatly. It worried the Jikes Java compiler that had been written by means of two of IBM's researchers: Philippe Charles and Dave Shields. After a binary edition of the program for GNU/Linux changed into released in July 1998, Shields began receiving requests for the supply code. For IBM to deliver entry to the underlying code become unheard of, however Shields pointed out he would are attempting to prevail his bosses that it would exist a very ample movement for the company.

A Jikes user cautioned he should still discuss with Brian Behlendorf, who reserve him in contact with James Barry. IBM's contemporaneous adoption of Apache paved the way for guard's own efforts to liberate the business's code as open source. Shields wrote his thought in August 1998, and it was accepted in September. the toughest portion changed into no longer convincing management, but drawing up an open-source license. Shields illustrious this worried "research attorneys, the attorneys on the application division who dealt with Java, the trademark attorneys, patents attorneys, constrict attorneys". outright and sundry concerned was watchful that they had been writing IBM's first open-supply license, so getting it perquisite become a must have. truly, the simple Jikes license of December 1998 changed into later generalized into the IBM Public License in June 1990. It become a key second, because it made releasing extra IBM code as open supply tons less complicated, smoothing the style for the business's carrying on with march into the district of free utility.

Barry described IBM as being relish "a vast elephant: very, very tricky to inch an inch, but if you point the elephant toward the confiscate course and accept it relocating, it's likewise very tricky to stop it." The remaining nudge that set IBM relocating inexorably towards the embrace of open supply occurred on January, 10, 2000, when the commerce announced that it will shape outright of its server systems "Linux-friendly", including the S/390 mainframe, the AS/four hundred minicomputer and the RS/6000 pc. IBM became assisting GNU/Linux across its whole hardware range—a massive vote of self assurance in freely accessible software written through a distributed neighborhood of coders.

the man who become appointed at the time as what amounted to a Linux Tsar for the company, Irving Wladawsky-Berger, spoke of that there devour been three main strands to that historic determination. One was comfortably that GNU/Linux changed into a platform with a significant market share within the UNIX sector. an additional was the early Use of GNU/Linux by means of the supercomputing group—some thing that at last ended in each one of the vital world's suitable 500 supercomputers running some sort of Linux nowadays.

The third strand of thinking within IBM is perhaps the most unique. Wladawsky-Berger mentioned how the upward thrust of TCP/IP as the de facto commonplace for networking had made interconnection handy, and powered the upward thrust of the cyber web and its surprising growth. individuals within IBM realized that GNU/Linux may consequence the very for application construction. As he instructed me again in 2000:

The entire inspiration keeping apart utility construction from the underlying deployment platform has been a Holy Grail of the commerce since it would outright the surprising unshackle the software developers from worrying about outright that plumbing. I Think with Linux they devour the premier desultory to consequence that. The incontrovertible fact that or not it's no longer owned by means of anybody business, and that it exist open source, is an incredible a portion of what permits us to consequence that. If the retort had been, well, IBM has invented a current working gadget, let's accept each person on this planet to undertake it, you could Think about how a ways that would depart along with their competitors.

removed from inventing a "new working gadget", with its purchase of pink Hat, IBM has now absolutely embraced the only 1 concerns any longer—GNU/Linux. In doing so, it confirms Wladawsky-Berger's prescient analysis and completes that captivating experience the commerce began outright these years ago.


IBM continues to thin its application portfolio with the sale of its declining loan services product | killexams.com actual Questions and Pass4sure dumps

IBM persevered its effort to prune its utility portfolio of low-margin products with the sale of its loan-servicing company to Mr. Cooper group.

The phrases of the deal, announced Friday, devour been no longer disclosed. IBM stated in an announcement that this company generated $200 million in income in 2018; besides the fact that children, the revenue turned into declining, and the grievous margin changed into under IBM's usual grievous margin for international commerce capabilities, which became 29.eight% within the first three quarters of 2018.

"because the salary has been declining, this transaction modestly improves international enterprise capabilities profits trajectory and margin profile," IBM observed.

IBM received its Seterus personal loan-servicing company during the 2008 pecuniary juncture "to cheer a consumer manage a extensive loan portfolio, including towering risk loans," in line with a statement.

"IBM became a success within the loan servicing work, and the portfolio is now a whole lot more stable," in keeping with the commentary. "The time is now perquisite to divest this commerce to a mortgage servicing specialist, whose area-certain potential and scale can further develop this business."

The buyer, Mr. Cooper neighborhood, formerly known as Nationstar loan Holdings, is a personal loan-origination and features business.

IBM is on a mission to rid its portfolio of low-growth or declining groups as a portion of its thrust toward a "high-cost model." This just about potential the commerce would by a long shot invest in higher-yield emerging areas, similar to synthetic intelligence, cloud, and blockchain, than work out a means to cheer its declining businesses grow.

IBM's medium income declined for almost six years, earlier than returning to extend in 2018.

ultimate month, the enterprise bought $1.eight billion in application belongings from its Cognitive solutions section to the Indian enterprise HCL technologies.

It has in a similar way offered off low-performing application gadgets throughout each of the previous 14 years.

IBM traded up pretty much 4% Friday amid a great market rebound.

read greater: here's why IBM simply sold a $1.8 billion chunk of its utility company to the Indian IT company HCL


C5050-284 Foundations of IBM Cloud Computing Architecture V4

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C5050-284 exam Dumps Source : Foundations of IBM Cloud Computing Architecture V4

Test Code : C5050-284
Test cognomen : Foundations of IBM Cloud Computing Architecture V4
Vendor cognomen : IBM
: 112 actual Questions

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Foundations of IBM Cloud Computing Architecture V4

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IBM Expands Strategic Partnership with Samsung | killexams.com actual questions and Pass4sure dumps

Jan 7, 2019

IBM has formed an agreement with Samsung to manufacture 7-nanometer (nm) microprocessors for IBM Power Systems, IBM Z, and LinuxONE, high-performance computing (HPC) systems, and cloud offerings.

Samsung is a member of the OpenPOWER Foundation, a vendor ecosystem facilitating the progress of IBM Power architecture-based customized servers, networking and storage for future data centers and cloud computing, as well as a member of the Q Network to cheer forward the understanding of applications software in quantum computing for the industry.

The agreement combines Samsung's semiconductor manufacturing with IBM's CPU designs to drive systems performance, including acceleration, remembrance and I/O bandwidth, encryption and compression speed, as well as system scaling to enable high-performance computing specifically designed for AI.

The agreement likewise expands and extends the 15-year strategic process technology R&D partnership between the two companies which, as portion of IBM's Research Alliance, includes industry firsts such as the first NanoSheet Device innovation for sub 5nm, the production of the industry's first 7nm test chip and the first High-K Metal Gate foundry manufacturing. IBM's Research Alliance ecosystem continues to define the leadership roadmap for the semiconductor industry.For more information about IBM, visit www.ibm.com.


Lenovo’s chairman says worst is over for PC giant and ‘intelligent transformation’ set to gather rewards | killexams.com actual questions and Pass4sure dumps

It has taken almost four years but China’s Lenovo Group has begun to remark some rewards from the multibillion dollar acquisitions of IBM’s commodity server commerce and Google’s Motorola Mobility smartphone unit, with the company recently regaining the crown from HP as the world’s biggest personal computer (PC) maker.

The company in November posted a third, straight quarter of profit growth as its Motorola commerce broke even operationally and as its data centre unit posted much-reduced losses of US$3 million, allowing it to content it was on track to exist a “sustainable, profitable growth engine”.

Chairman and chief executive Yang Yuanqing believes the worst is over for Lenovo, which has spent the past few years refocusing on mobile and smart devices, as well as its data centre services, in what the company has called an “intelligent transformation” to capitalise on the rapid growth of the internet of things (IoT) market globally, as well as the wider adoption of artificial intelligence (AI) and automation.

“Because of the past few years of laying the groundwork … they devour outright the assets needed to now thrust ahead in the sphere of automation [where processes can exist conducted with minimal human inputs],” he said in a recent interview.

‘Chip hack’ report: Lenovo and ZTE decline sharply in Hong Kong

These assets, according to Yang, include the capacity to ply vast data and powerful algorithms that can parse the information – generating applications for the medical, manufacturing and retail industries among others. These assets devour been developed during the company’s long-haul transformation from a simple vanilla distributor of foreign PC brands in China, to a manufacturer, to expanding overseas via the acquisition of IBM’s PC commerce in 2005.

Along the way Lenovo has likewise had to weather several volatile PC market cycles, and has more recently struggled to integrate its two 2014 acquisitions – Google’s Motorola for US$2.9 billion and IBM’s low-end server unit for US$2.3 billion – at a time when the smartphone market became dominated by Apple and Samsung Electronics, and as the server industry was squeezed by a inch towards cloud-based infrastructure.

Initial optimistic forecasts that both acquisitions would drive profitability quickly soured.

The traditional server commerce market took a dive immediately after Lenovo got into it as cloud computing took off. With the capitalize of hindsight, Yang said Lenovo acquired an “infrastructure” commerce that was not “smart”, with cloud computing quickly replacing traditional IT architecture due to its power and efficiency.

With servers, networks and applications now defined by software, the devices and applications layer can exist decoupled from the underlying infrastructure and hardware, allowing for servers, networks and storage space to exist shared, said Yang.

Artificial intelligence powers Lenovo’s commerce transformation

About 20 per cent of companies reported that at least half of their commerce applications are now cloud-based, rising from 9 per cent in 2017, according to the 2018/2019 IT Spending and Staffing Benchmarks report by US-based independent information technology research solid Computer Economics.

Yang said that getting rid of redundant assets and upgrading others has been Lenovo’s major challenge over the past few years. “We devour been pile current foundations over the past two years,” he said.

The company’s data centre group (DCG) registered its fourth straight quarter of strong revenue growth in the three months ended September 30, as pre-tax losses decreased over the previous quarter.

And its mobile commerce has finally escaped from a rut, according to Yang, thanks to cost-cutting efforts and exits from some markets.

In some ways, the Motorola purchase has presented the very challenges as the IBM PC acquisition of 2004, where Lenovo had to grasp the established IBM ThinkPad product and reinvent it while protecting existing brand value.

Chris Yim, an analyst at Bocom International Holdings, said the company has done well in hyperscale computing – an infrastructure market that research solid IDC has forecast to climb at a compound annual growth rate of just over 10 per cent to hit US$41.5 billion in 2022.

Hyperscaling is the talent of computing architecture to scale rapidly – sense computing power, memory, networking capacity, and storage resources to the set of nodes that shape up a larger computing environment – such as those adopted by technology giants relish Google and Facebook.

Yim said that overall, the company’s “profit margins were kept at an exemplar level”.

For the six months ended September 30, the bulk of the company’s revenue – US$22.12 billion or 87 per cent – came from the intelligent devices group (IDG) including PCs and mobile phones, with 12.5 per cent from the DCG segment. Although the DCG’s balance of revenue has grown from the previous year’s 9 per cent, the segment remains in the red.

Lenovo said it returned to top spot in the PC market with a 23.7 per cent share, according to industry tracker IDC. Global PC shipments edged up 0.1 per cent in the third quarter of the year to 67.2 million units, according to data from Gartner, with Lenovo cornering the biggest share due to commercial PC growth and its joint venture with Fujitsu.

Lenovo says higher prices in store with prolonged trade war

Investors devour taken note of Lenovo’s progress and its Hong Kong-traded shares gained about 19 per cent in 2018, going against the grain of falling stock markets around the world. 

However, with the finish of the computer hardware replacement cycle looming in 2019, traditional PC and hardware makers relish Lenovo that devour shifted their focus to services and software will need to ensure that these current businesses offset the tumble in hardware replacement orders.

In addition, the US-China trade war has made it harder for Lenovo’s DCG to sell its wares to great US companies, said Fubon Securities’ Arthur Liao.

“Although data centres devour had four consecutive quarters of yearly PTI (pre-tax income) margin improvement, there is no room to the upside,” Liao said. “Overall, the worst appears to exist over … but the tariff war between China and the US could repercussion its FY20 (financial year 2020) performance, as Lenovo is still viewed as a Chinese enterprise.”

Yang stressed that Lenovo is a global firm, with operations, research and progress spread across 160 countries, although he acknowledged that competition remains as fierce as ever. But he said that Lenovo’s “intelligent transformation” has now reserve it on the front foot compared with some rivals.

“In this current era, [some of our] faded rivals face current challenges. Previously successfully enterprises aren’t necessarily going to exist successful in the future,” Yang said, without elaborating.

Lenovo aims to become a leader in data centre operations, leveraging the global platform and supply chain of its PC business, said Yang.

“The PC commerce has a major advantage; it is a business-to-business (B2B) and business-to-consumer (B2C) operation, which means they engage with both types of customers and [distribution] channels,” Yang said.

With an eye on current troubles, Yang said a protracted US-China trade war would result in economic losses for outright and reiterated Lenovo’s support for globalisation.

“Innovation is not exclusive to any one company or country. Every country has the perquisite to upgrade itself and I believe this technological height benefits the entire human race. It is the very with globalisation.”


Lenovo’s chairman says worst is over | killexams.com actual questions and Pass4sure dumps

We are about to gather rewards of ‘intelligent transformation’China’s Lenovo Group has begun to remark some rewards from the multibillion-dollar acquisitions of IBM’s commodity server commerce and Google’s Motorola Mobility smartphone unit

Chairman and chief executive Yang Yuanqing talking to the China Post said that the worst is over for Lenovo, which has spent the past few years refocusing on mobile and smart devices, as well as its data centre services.

Dubbed “intelligent transformation” Lenovo wanted to capitalise on the rapid growth of the internet of things (IoT) market globally, as well as the wider adoption of artificial intelligence (AI) and automation.

It seems to devour paid off with the company recently regaining the crown from HP as the world’s biggest personal computer (PC) maker.

The company in November posted a third, straight quarter of profit growth as its Motorola commerce broke even operationally and as its data centre unit posted much-reduced losses of $3 million, allowing it to content it was on track to exist a “sustainable, profitable growth engine”.

“Because of the past few years of laying the groundwork … they devour outright the assets needed to now thrust ahead in the sphere of automation [where processes can exist conducted with minimal human inputs]”, Yang said,

Lenovo now has its paws on gear which can ply vast data and powerful algorithms that can parse the information – generating applications for the medical, manufacturing and retail industries among others.

This was developed during the company’s long-haul transformation from a simple vanilla distributor of foreign PC brands in China, to a manufacturer, to expanding overseas via the acquisition of IBM’s PC commerce in 2005.

Lenovo had problems with a brace of 2014 acquisitions – Google’s Motorola for US$2.9 billion and IBM’s low-end server unit for US$2.3 billion.

The traditional server commerce market crashed immediately after Lenovo got into it as cloud computing took off. With the capitalize of hindsight, Yang said Lenovo acquired an “infrastructure” commerce that was not “smart”, with cloud computing quickly replacing traditional IT architecture due to its power and efficiency.

With servers, networks and applications now defined by software, the devices and applications layer can exist decoupled from the underlying infrastructure and hardware, allowing for servers, networks and storage space to exist shared, said Yang.

Yang said that getting rid of redundant assets and upgrading others has been Lenovo’s major challenge over the past few years. “We devour been pile current foundations over the past two years”, he said.

The company’s data centre group (DCG) registered its fourth straight quarter of strong revenue growth in the three months ended September 30, as pre-tax losses decreased over the previous quarter.

And its mobile commerce has finally escaped from a rut, according to Yang, thanks to cost cutting efforts and exits from some markets.



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