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Vendor Name : IBM
Exam Code : 000-649
Exam Name : Rational Software Architect
Questions and Answers : 51 Q & A
Updated On : October 12, 2018
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IBM 000-649 Exam (Rational Software Architect) Detailed Information

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000-649 exam Dumps Source : Rational Software Architect

Test Code : 000-649
Test Name : Rational Software Architect
Vendor Name : IBM
Q&A : 51 Real Questions

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up to date lessons From A sparkling IBM i Developer | killexams.com Real Questions and Pass4sure dumps

October 8, 2018 Alex Woodie

utility modernization is a large nut to crack on IBM i. it is to say, there are lots of the right way to address the problem, from the code and enterprise common sense to the databases and consumer interfaces. but when it involves the class of developers be sure to search for and how they may still spend their time, Kody Robinson has a few pointers that may well be price preserving in mind.

Robinson became a member of the primary batch of “fresh Faces” that IBM put ahead in 2017 to showcase the proven fact that younger americans are constructing careers on the platform, and that it’s no longer composed completely of folks in their 50s. That equal 12 months, Robinson became named an IBM Champion, rounding out an extraordinary year for Robinson.

At simply 25 years of age, Robinson doesn’t have the in-depth potential of the platform that a career IBM i knowledgeable can convey to his job. but that relative newness also works the other way and offers Robinson a freshness of point of view on what really matters to businesses that depend on the IBM i server and the people who make it run. And it’s enjoyable to observe a brand new generation re-discover the time-demonstrated merits the IBM i platform brings.

For starters, it’s clean to listen to that nowadays’s formative years can respect respectable platform architecture. “i like it. It’s cozy. It’s as modern as you desire it to be,” Robinson stated all through an interview with IT Jungle at the POWERUp convention in Texas this past may. “anybody who says it’s old or old-fashioned is lazy and uninformed. I bet that’s the quality way to position it.”

Robinson turned into hired correct out of faculty three years in the past with the aid of Arkansas electric Cooperative Corp, a wholesale issuer of electricity to 17 members that cowl greater than 60 percent of the state. The co-op immediately set him out to gain knowledge of RPG, which the university of Arkansas at Monticello didn’t train him.

Kody Robinson is an IBM i developer at Arkansas electric Cooperative Corp.

Now, no longer everyone is reduce out to be an IBM i developer, not to mention work in RPG, which continues to drop in popularity, in keeping with the TIOBE Index. together with COBOL – one more mainframe enterprise language that many youth spell B-O-R-I-N-G – RPG is without doubt one of the last languages that a youthful developer would choose to be trained, if given their druthers.

however Robinson had a head delivery on the enterprise technique, thanks in part to his computer science program at college. instead of giving him high-level concept for four years, like many desktop science majors do, the UofA required him to take accounting, enterprise, and records courses. In different words, Robinson changed into uncovered to the functional awareness that characterizes many RPG analyst/programmers in the real world, so he became already forward of the video game.

Robinson has a distinct position at AECC, which has been using the IBM midrange server for nearly four a long time and is within the method of modernizing its homegrown RPG purposes. peculiarly, he became brought in to function bridge between the older code and coders and the new crop of code and coders with a purpose to define the IBM i platform’s subsequent forty years at AECE.

“i used to be hired in to study RPG, to gain knowledge of the ancient green-monitor stuff, to help these extra experienced builders which are going to retire in the subsequent 5 to 10 years, and modernize as i go, sort of shift the present thinking to more contemporary and RPG free, web, and so forth.” Robinson says.

AECE has lots of RPG applications, written in a mix of RPG III and RPG IV. As Robinson comes across an older app all the way through the daily path of company, he’ll open it up in his Rational Developer for IBM i (RDi) code editor, run it through an ARCAD utility code converter to transition it to free kind RPG IV, and probably generate a Hypertext Preprocessor-primarily based interface for it using Fresche options‘ WebSmart. Robinson has transformed upwards of 400 programs within the final few years using this approach.

The aim is to delivery AECC on the route to modernization, if no longer finished it. “The purpose isn’t to handiest aid me bridge this researching curve, but to support anyone we rent coming in after me, no longer to have them take years to learn this historical RPG code that they’re not going to use,” Robinson says. “They’re going to learn the free-kind RPG. It’s a combination of modernization, and assisting any new grownup who comes in behind me kick-beginning their gaining knowledge of system and be as beneficial to the enterprise as feasible, in the shortest amount of time.”

Robinson learned immediately that now not every application needs to recreation a modern-searching GUI. “Our accounting and warehousing people, they love the eco-friendly reveal,” he says. “they have that 10-key memorized, one-4-six, out the door, on the truck, and get it short.”

however on the equal time, some AECC people have taken to up to date personal home page apps a whole lot greater willingly than Robinson would have concept. “Most individuals don’t like change, so when we provide them this first-class new fairly net front-end, I figured they’d say no, I desire the eco-friendly reveal, it’s what I’m used to,” he says. “but I haven’t had any of that up to now. in order that they’ve been relatively adept to trade and just like the method it appears.”

The modernization technique isn’t finished at AECC. Having lots of purposes will do this to you. but the co-op has nevertheless discovered success in its method, in Robinson methodical strategy to iterative growth. actually, AECC gained an IBM Innovation Award on the common convention in New Orleans two years ago for the work it’s accomplished with its applications.

along the style, Robinson has realized a few lessons. One is that gaining knowledge of fixed-format RPG is a waste of time, especially when respectable code converters may also be had for simply a couple thousand dollars. whereas the syntaxes are identical between free-format and stuck-layout RPG, the presentation makes all the difference on the planet.

but knowing free-format RPG – now, that can also be a great for job protection, even for more youthful individuals. “RPG pays relatively respectable, since it’s a exchange that no longer lots of people comprehend,” he says. “in case you recognize Java, you’re going to compete, in particular in a much bigger metropolis, with 200 or 300 americans for that job. You’ll doubtless be competing with five to 10 people for an RPG position, and probably seven times out of ten these older americans are extra skilled, up in their 40s and 50s.”

more youthful developers who comprehend RPG may still accept as true with their relative adolescence to be an advantage, he says. “My very own opinion is that they wish to employ someone younger so that it will mould them to application the manner they are looking to, and get 30 to 40 yr out of them,” he says, “versus hiring somebody who’s more experienced and can has a little bit more potential of RPG but goes to depart the company in 5 to 10 years and retire.”

Robinson says the readability of free-kind RPG and the energy of the IBM i present a amazing combination for productivity.

“It’s pretty easy and you're feeling achieved rolling out an software that you just know your shoppers will love, and it’s pretty easy to exchange the code if they say, ‘hi there I want to add on these new elements,'” he says. “On another sort of platform, home windows or Linux or any other enterprise – good judgment code, there’s a lot more nitpicky stuff that’s greater time-ingesting. in case you get into time-consuming stuff, you don’t have as a lot time to software and serve your clients the way they need to be served.”

Simplicity – in building and administration – has all the time been a trademark of the IBM i platform, however it’s a function that looks to get overshadowed through one of the vital challenges of running this gadget, just like the historical code, retiring coders, and the dreaded “legacy” label.

So it’s refreshing to listen to someone like Robinson, who has his entire profession in front of him, to appreciate these advantages, to place himself to leverage them, to internalize them the manner that tens of heaps of AS/400, iSeries, device i, and IBM i builders have achieved before, and to share these strategies with the world.

“The previous three years I’ve grown to love the IBM i platform,” Robinson says. “It’s what I need my profession to be based on. I’m green with envy of the older builders who've had their 30 years on the platform. I haven’t had one adult who mentioned they weren’t simply fully in love and proud they had their 30 or 40 years on this platform. That’s what I need to make my influence on the area on the IBM i.”

connected reports

IBM vigor Champions: displaying passion For The Platform

A adolescence move For IBM i Champions

adolescence, ability, Creativity Ported To IBM i

Free kind RPG ratings IBM i Innovation Award


Managing to the subsequent Century - The 5 huge things For Agile Transitions | killexams.com Real Questions and Pass4sure dumps

Key Takeaways
  • successful transformation wants amazing management to aid and give protection to agile subculture
  • help teams and stakeholders to self-organize
  • control your portfolio with effects (no longer Output)
  • Systematically get rid of sources of waste and prolong confronted by way of Agile teams
  • Measure and improve cost delivered with time-honored feedback (check out and Adapt)
  • moving to Agile is difficult, but indispensable

    As we flow into the digital age, groups more and more need to be more agile. might be it's prompted by means of loss; lack of purchasers, employees, market share or brand cost. It also may well be pushed by means of a necessity to “keep up with the Joneses” and the desire to be as cool as Amazon or Netflix. Motivation now not withstanding agile transitions are ordinary vicinity with many businesses seeking to turn into “greater agile”.

    despite the fact, for a lot of businesses, the experience to fitting “more agile” is littered with false begins, unhappy stakeholders and aggravated and perplexed leaders. becoming agile is intricate, now not simply as a result of agility, however actually because any alternate is complicated for groups to embark upon. to quote Niccolo Machiavelli:

    there's nothing more difficult to soak up hand, extra perilous to habits, or more unclear in its success, than to take the lead within the introduction of a new order of things. - The Prince (1532)

    And the move to agile is a new order of issues, a an awful lot greater primary exchange than the adoption of a brand new methodology or system framework. Carlota Perez world noted economist describes the change as standard-feel response to the digital age.

    no person nowadays would suggest a centralized, inflexible, good-down organizational constitution, the place you can't communicate across services apart from through your bosses. however, that became exactly what Alfred Sloan deploy at generic Motors, to a pretty good competencies at his time. With nowadays’s communications and flexible applied sciences, agile inventive networks make extra feel and cause tons more productiveness.

    Perez goes on to argue that the previous age focused on mass construction. Which by means of its very nature is diverse from digital creation. Mass product focuses on decreasing the unit cost, and extending satisfactory via process optimization, conformity and standardization. Digital in spite of this, focuses on the unit size of 1, where every thing is unique in terms of the issue, answer and ultimate value flow. however how many corporations nevertheless manipulate their digital items with the equal mass production paradigm with aid optimizations, standardized manner and specialism of labor? The agile age requires a special strategy to outcomes, work, groups and administration.

    a focus on results – taking possession of the company value

    as a substitute of a spotlight on getting work performed in the most reasonably-priced, constant, risk adverse manner, agile groups be aware of delivering value within the most beneficial means. They center of attention no longer on the work, however in its place the consequences they are attempting to deliver. Scrum, the realm’s most commonplace agile framework, is empirical in approach. accordingly, complications are damaged down into small experiments with typical observation which can result in alterations. Smaller batches of labor coupled with the deserve to pay attention to value means:

  • ownership turns into a correct precedence - In most usual companies, decisions are made in a gradual, consensus pushed manner. documents are used to save the details and are signed off to ensure that everybody is aware of who become involved. exchange is treated as an issue with high priced administration approaches, review committees and escalation procedures. Agility requires selections to be made, and work to be delivered allowing feedback and growth. That requires possession.
  • value has to be clearly understood and measured, which seems like an easy requirement - The fact is that plenty work does not have a clear connection to value. size is additionally very difficult as groups battle with visibility, transparency and ownership.
  • groups have to be aligned to clients – regularly teams have a poor realizing of their relationship with a client and although they have the advantage of figuring out the client they neither are aligned to them or can get access to them. clients are managed by the entrance end of the enterprise, sales, advertising and assist. Product building has to work with these agencies to get access and comments.
  • normal understanding requires frequent commentary – For digital products, that ability offering them to valued clientele for use. delivering commonly has large implications on each part of the construction manner from how necessities are managed, to how the product is confirmed. How the underlying software is architected additionally changes to assist smaller more widespread changes. For non-digital or hybrid products the should accumulate accepted remarks also changes the way work is executed with greater of a focus on commonplace evaluate, simulation and trying out.  
  • Work isn't owned via a supervisor

    in the new agile world, it is neither possible to inform americans to do a particular assignment or plan at the same stage of breadth or depth. Work is described, managed and performed by using empowered groups who aren't concentrated on the project, however as a substitute the outcome they try to achieve. great together with technical debt is handled within the same manner that cost is treated allowing the group and the enterprise to make explicit, transparent selections on exchange-offs. however moving faraway from average managed work to a more agile method requires more than managers stepping away however requires groups to have:

  • readability of accountability and ownership – In most up to date agencies each person is dependable, however no person is in charge. In an agile firm, it is clear that the group is liable for the results, the business for identifying where to focus the group when it comes to value and the company accountable for constructing the environment for the crew to be successful. via having clear obligations and enabling teams to make decisions agile agencies can without delay reduce away a lot of the waste associated with common excellent down administration approaches.
  • management focused on constructing the appropriate environment – Many managers get their position because they're first rate at doing the work. That ends up in a way of life of “parental-ism” with managers telling people what to do. For elementary work this may also be useful, however when work becomes complicated and method variable it is terribly problematic requiring the manager to be always there. The administration function for this reason has to trade to coaching, and servant management assisting the crew take care of the work and center of attention on the results.
  • projects changed by way of items – for a lot of corporations, work is performed through tasks, and at anyone time there are thousands of tasks being run. every venture has funding, supplies and loads of documentation. americans work on multiple tasks and teams are created and destroyed commonly. Agility doesn't drive a firm now not to do tasks, but does motivate a more concentrated, crew centric method to work. via decreasing projects and relocating to a product or client alignment, teams can better center of attention on effects. further merits are more convenient planning cycles, reduced complexity of communique and cutting back of the dreaded context switching issue. initiatives will still exist for initiatives that go assorted client / product / result boundaries, however they aren't the norm. 
  • teams are real

    at the very coronary heart of the agile firm is a collection of teams, self-geared up and empowered to make selections. they have got all of the appropriate expertise to carry price and are supported with the aid of an organization that fills in any gaps and helps them to get more suitable.  At scale that potential groups of teams and the adoption of practices to be sure that dependencies are with no trouble managed. but not like on the earth of mass construction, agile groups don't advantage from “throwing a lot of our bodies at an issue”, and as a substitute inspire leaner, “smarter” organizational models. businesses may wish to change their approach to teams by:

  • focusing on building long lived teams – groups aren't a new conception for businesses, definitely for a lot of they like the thought so tons they put individuals on dissimilar teams. Agile agencies inspire a more focused, individuals centric model with groups having an id and consistent membership. That potential that work is delivered to the crew instead of the team varieties around the work. this could require a metamorphosis in pondering and method for a lot of assignment administration corporations.  
  • separating of labor management from individuals management – It is awfully hard to be transparent when the grownup who experiences you, determines your bonus and decides on promotions is working with you on an everyday basis. via having a transparent separation of labor management and people administration on agile groups encourages transparency and openness. Work is managed by using the team, people development and management is both managed by way of some type of group or guild, or via extra ordinary administration.
  • Incrementally evolving the structure towards consumers – for a lot of corporations, individuals are aligned to applications and those applications are reused in numerous consumer or value contexts. That ends up in complexity with every thing affecting every thing. contemporary, agile enterprise architectures focal point on optimizing for agility. That may additionally imply that some things are duplicated and that the overall cost of possession for an individual software might possibly be higher, but in the end the value of responding to the market outweighs that can charge. Optimization moves when it comes to location in the stack because it has performed old with adjustments to the cost of disk house or processing.
  • range matters – To respond to complicated complications requires experienced teams with plenty of diverse views and competencies. diversity of opinion, idea and solution are critical for supplying cost. however for a lot of businesses team boundaries re-enforce departmental, system and journey boundaries. For agile to work, and for agencies to deliver first-rate consumer options it is vital to build diverse groups that problem the fame quo, seem to be and suppose diverse.
  • Introducing the 5 challenges of Agile Transition

    moving to the “new order” is not easy, and a lot of organizations have begun the experience with the adoption of Scrum, and are scaling frameworks comparable to less, safe and Nexus, and organizational fashions like the Spotify. unfortunately, there is no single silver bullet for “transforming” your corporation into an agile, digital native enterprise. taking a look at organizational frameworks and scaling fashions are super tools and only 1 piece of the puzzle, because the flow requires a greater holistic strategy to agility. It additionally cannot be notion of as replacing one methodology with a further, but as a substitute something extra primary to the style the firm responds to the market and offers cost. agencies should concentrate on 5 huge challenges.

  • aid and give protection to agile tradition with amazing leadership
  • help groups and stakeholders to self-arrange
  • manipulate your portfolio with effects (no longer output)
  • Systematically eliminate sources of waste and lengthen faced with the aid of Agile groups
  • Measure and improve value delivered with universal feedback (check up on and adapt)
  • help and protect agile subculture with powerful management

    The way of life of the firm is described by way of the norms enacted by way of the corporation in how they do every thing. management defines and re-enforces these norms in the moves and phrases. Having leaders that embody the values of agility and toughen its principles is crucial for any transition. as an example, agility requires a continuous strategy to learning and realizing, but if leaders center of attention on blunders and apportioning blame, then it is likely that any empirical technique will not work.

    help groups and stakeholders to self-prepare

    growing an ambiance where groups self-arrange and are empowered to make choices that convey value is the foundation for agility.  lamentably, simply telling groups to be empowered and self-organize is not a good way to introduce these ideas. as a substitute exchange has to be brought incrementally and practices similar to Delegation Board from management three.0 can help slowly flow teams to taking the lead.  

    manipulate your portfolio with results (no longer output)

    Agility like the rest is simply nearly as good because the outcome you are concentrated on. via building an agile business it truly is focused on customer outcomes as opposed to work you no longer simplest permit better alignment, but you also power a transparent vision and goal. average businesses have at all times concentrated on the gadget, with simplest small constituents of the firm being linked to the consumer and the effects they are searching for. contemporary, agile enterprises make effects in the context of valued clientele’ needs entrance and middle and make all and sundry chargeable for them.

    Systematically get rid of sources of waste and delay faced by Agile groups

    Waste is the enemy no longer of efficiency but of value. Waste to agile groups is anything that stops them from supplying price and improving. Waste equivalent to hand-offs to external departments to waste in time spent in evaluation conferences. To turn into more agile every little thing is on the “waste removing” agenda and nothing is “set in stone”. That means that companies equivalent to finance, audit and compliance deserve to be a part of the trade allowing them to be assessment existing techniques in an effort to exchange. Planning is frequently a neighborhood where waste is latest with future planning cycles and alter administration procedures taking beneficial time away from key stakeholders and birth groups. In Scrum, waste is managed during through making it transparent within the day by day Scrum and alternatives for development being mentioned in sprint evaluation and Retrospective. but outside of any selected framework agile groups analyze every thing with an eye fixed to gain knowledge of and enhance. They also have the braveness to challenge the popularity quo.

    Measure and improve value delivered with usual remarks (check out and Adapt)

    if you had been going to measure one thing to investigate if an enterprise is agile it might be how frequently they get their shoppers, stakeholders and teams to assessment the delivered gadgets. Getting actual data on the use on what you have delivered, coupled with a want to create the easiest issue to get feedback are cornerstones to agility. famous agile corporation consumer centric company Amazon famously provides application each eleven.6 seconds. no longer because it wishes to add more points, however because it desires to try new ideas with its consumers and get comments.

    summary

    It seems ironic, but many corporations think of a circulation to agile as a hill to be climbed the use of traditional methods. build a plan, discover the resources and then execute. but fitting an agile business is a good deal more than adopting a specific process framework or changing job titles. it is a primary exchange to the way through which you reply to the market. Organizational models, tactics, equipment and even the underlying items will exchange often in response the wants of the customer, market and stakeholders. An agile commercial enterprise is at its coronary heart a consumer-centric studying firm. Peter Senge in his publication the 5 discipline, The art and apply of a learning corporation describes the want for an organization to fitting focused on studying.

    “The simplest sustainable competitive talents is a company's capacity to gain knowledge of sooner than the competitors”.

    finally, by way of targeting the 5 challenges of agile management, self-organization, becoming consumer influence centric, waste adverse and often supplying researching the way of life of the firm, companies will turn into more focused on getting to know and will turn into extra agile.  

    about the author

    Dave West is the Product proprietor and CEO at Scrum.org. he's a generic keynote at predominant industry conferences and is a extensively posted author of articles and analysis reviews. He is also the co-writer of two books, The Nexus Framework For Scaling Scrum and Head First Object-Oriented evaluation and Design. He led the development of the Rational Unified technique (RUP) for IBM/Rational. After IBM/Rational, West again to consulting and managed Ivar Jacobson Consulting for North the usa. Then as VP, research director Forrester research, he ran the software development and birth observe. just before joining Scrum.org he turned into Chief Product Officer at Tasktop the place he was accountable for product administration, engineering and architecture. As a member of the enterprise’s executive administration group became also instrumental in growing to be Tasktop from a capabilities company right into a VC backed product enterprise with a group of nearly 100.


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    Rational Software Architect

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    South Africa: IBM Announces New Development Platform | killexams.com real questions and Pass4sure dumps

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  • By Warwick Ashford

    Johannesburg — Many emerging market businesses will soon have access to the IBM Rational software development platform for the first time, through the open source Eclipse development framework. This will help give them a competitive advantage through streamlined software development.

    This is the view of Nadeem Malik, IBM SA Rational product specialist, who says the new platform due for release next month has particular relevance for approximately 2 000 South African companies that build, extend, modernise, integrate and deploy software in some way.

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    Digital States Survey 2018: Raising the Bar | killexams.com real questions and Pass4sure dumps

    Click through for our detailed write-ups on each state.

    State technology leaders are looking to knock down some walls.

    In the 2018 Digital States Survey from the Center for Digital Government,* states have implemented IT strategies to enable inter-agency cooperation. They’ve bolstered data-sharing across government, built cross-functional platforms and taken a range of steps to dramatically enhance the citizen experience.

    “As a citizen, if you need three services from government, you don’t always know what agencies those services are supposed to come from,” said Teri Takai, executive director of the Center for Digital Government. “Wouldn’t it be nice if you could put your information in once and you could use that for your income taxes, for your driver’s license, for the camping website? We see a move toward using technology to ease that interaction. That is proving a primary driver.”

    This happens in part by taking data out of siloes. It also happens by migrating off of legacy systems and onto more readily sharable cloud services.

    There have been challenges along the way, as agencies strike out on their own to embrace off-the-shelf cloud solutions, sometimes going outside the usual IT pipeline to acquire these services. “The CIOs don’t want to be saying no, because many of these tools are very useful, but they also know that having too much software can sometimes make a problem worse,” Takai said. “They’re clearly thinking about how they can bring security to this very different environment.” 

    In the big picture, this year’s A-grade states — Utah, Michigan, Missouri, Ohio and Georgia — show a readiness to embrace the ever-expanding role of the government technology leader. No longer content to merely provide tech support, IT chiefs increasingly are collaborating with agencies over fundamental questions that impact government operations and citizen services. 

    “The CIOs are working very, very hard to engage directly with the business side, with the agencies and the folks who are in both policy roles and delivery roles,” Takai said. “They are putting in place governance models that have them working more closely with the cabinets: governance around cybersecurity, governance around project management. They continue to move away from being just the technical guys and into this much broader role.”

    Utah

    For Utah CTO Dave Fletcher, a platform approach offers the surest way to bridge the gap between disparate systems, diverse agencies and dissimilar user groups. 

    “If we have 100 different solutions for something, they all become siloed. We don’t have the ability to manage such a complex environment,” he said. “A platform approach reduces our cost and it enables us to focus more.” 

    Those platforms include a single sign-on system that stretches across all state agencies, and a statewide payment gateway that integrates with a vast array of individual agency solutions. Software-as-a-service likewise serves as a key facilitator, enabling easy interoperability among multiple services.

    Fletcher said the platform approach has helped the state to rapidly adopt emerging technologies, including Alexa-type virtual assistants, which Utah uses to deliver information on fishing hot spots, as well as to help citizens prep for driver’s license tests and notary exams. “Because we already have APIs developed that connect to back-end data, we can roll out solutions on top of that and take on these new platforms. It simplifies that whole process,” he said. 

    The platform approach likewise enables citizens to interact more effectively with government. Take for instance the single sign-on system, which encompasses some 900 digital services. “When we roll out solutions, people automatically have access. You don’t have to recreate the whole identity and access structure for every new solution that we bring online,” Fletcher said.

    Individual agencies benefit too. Take for instance the statewide payment gateway, a shared architecture with common APIs that works in tandem with a shared financial system. Freed from the burden of creating and maintaining their own accounting infrastructures, “agencies can focus more of their efforts on the individual business missions,” Fletcher said.

    State IT leaders also have invested in an emerging “ecosystem platform” approach, in which whole business functions can access a shared and common infrastructure. “In health care, for instance, we can integrate with hospitals and clinics and doctors’ offices using common APIs and services, with a shared data and analytics platform to analyze those transactions,” he said.

    Looking ahead, Fletcher said the state will apply this same approach in the emerging Internet of Things arena. “We have a lot of IoT activity, we have sensor networks to monitor air and water quality, we have a connected vehicles initiative,” he said. An IoT platform could help to bring all these efforts to fruition efficiently and cost-effectively.

    Michigan

    David DeVries has been busy building connections on the back end.

    As director of the Michigan Department of Technology, Management and Budget and state CIO, he helped implement a new Enterprise Resource Planning system that spans multiple state agencies. “We replaced the entire back office of how you pay people — both employees and vendors — with a single ERP system that is hosted in the cloud,” he said.

    Another major migration unified all state systems — some 50,000 user endpoints — on Windows 10. “We took an effort that was slated to run through 2021 and we are now completing that this year,” he said. “We accelerated it by making it a business proposition: This is how you can standardize the workforce so they all have the same screen, and I as the CIO have a common security platform that I can manage across the board.”

    The state has undertaken a parallel effort on the citizen-facing side, putting in place a common look and feel across all its public apps. “We are going to have a single sign on for the system, so if I give you my credentials once, when I sign back on to get my hunting license or my fishing license I can use that same credential. We’re not totally there yet but we have made a lot of strides,” he said.

    In order to implement these large-scale efforts to harmonize systems, DeVries has had to win stakeholder buy-in from across government. He’s done this by attacking IT problems from the perspective of risk management, an analytic approach that he said has helped bring clarity to the process.

    “Risk management is a fundamental way for leaders to talk about sensitive topics without it becoming personal. You talk about the overall risk to the organization. If you can articulate that, you can discuss tradeoffs in a rational way,” he said. “If you can do that, then they can begin to move toward an enterprise capability, a corporate capability."

    Missouri

    Acting Missouri CIO Richard Kliethermes sees IT modernization unfolding across a range of Missouri agencies.

    Take for instance the Medicaid eligibility process, previously characterized by “a tremendous amount of paperwork,” Kliethermes said. A new online portal dramatically streamlines that process both for citizens applying for benefits, and for the departments that handle those requests.

    The Department of Economic Development has seen similar upgrades in its job bank resources. Here, the IT department was able to integrate information from multiple government sources in order to forge a more seamless process. “We created more tightly coupled interactions with businesses seeking employees, while also making it easier to connect citizens with businesses that want and need an increased talent pool,” he said.

    Another effort helped the Department of Labor and Industrial Relations to overhaul its unemployment insurance systems. “We took a 40-year-old, COBOL-based system and put them on a Web-based platform, allowing citizens enhanced ability to apply for unemployment benefits,” Kliethermes said.

    The key ingredient driving these sweeping infrastructure improvements: governance.

    In early 2018 a state IT governance council convened for the first time, bringing together not just technology leaders, but also business leaders from across all the executive departments. That committee’s work has been key in supporting the IT department’s modernization efforts.

    “Governance and prioritization is key to operations,” Kliethermes said. “Having this committee highlights the importance of IT ownership being not just for the IT department, but also for the agencies themselves. Who are the decision-makers on the business side? Are we prepared to staff these things correctly? If this is going to impact how people do their work, will there be an organizational change component in place? All of this has to be a joint effort.”

    At the same time, IT leadership has helped to keep all the partners oriented toward the common goal of enhanced citizen service.

    “From a strategic perspective, in working with our partner agencies, our focus is always directly related to the citizens,” Kliethermes said. “It’s about how internal operations impact the end result of services that constituents receive, how technology initiatives improve their interaction with the state of Missouri.” 

    Ohio

    In Ohio, one big change made a whole lot of other things possible.

    When the state consolidated over 30 data centers into the cloud, it did more than just save some money and improve efficiencies. It opened minds.

    “That changed agency culture,” said Interim CIO and Interim Director of the Department of Administrative Services Spencer Wood. “Before, everyone had to physically hug their equipment. People did not feel comfortable giving anyone else access to their data. This data center consolidation helped people to work through that feeling. They saw a secure system managed by professionals.”

    With the new mindset in place, IT leadership moved to enhance the digital experience with a consistent look and feel, first for state employees and then for citizens.

    “As an employee it was very difficult to find benefits information, for example. You had to go everywhere for that,” he said. With business owners more open to sharing their data and processes, “we wanted to pull all that information together.”

    With an employee portal in place, the IT team now is working to roll out improved digital services to citizens. They have upgraded the state platform Ohio.gov to make it more responsive, and have enhanced functionality on the state’s business gateway.

    At the same time, Wood and his team have turned their attention to data analytics. Here again, the new willingness to share has ushered in improved functionality and enhanced citizen service.

    “We stood up a data lake where we can pull together data sets, some of which have never been accessible across platforms,” he said. “We are using that to help solve some public policy challenges, starting with infant mortality, where the data is giving us some insights into policy changes we can make that would improve outcomes.”

    That’s a direct result of knocking down the walls and pulling data out of its previously siloed state. “It can be as simple as seeing death certificates alongside patient care information, or taking the data on people who are on food stamps and other assistance and putting that against health-care data or against mobility and transportation options,” he said.

    Such novel intersections open up whole new avenues of exploration on the policy side.

    Georgia

    In Georgia, IT officials lean heavily on the private sector: An internal service management organization oversees the efforts of between 800 and 1,000 external technology professionals. Last year, the state substantially renegotiated those contracts.

    “The first time around, we wanted to modernize and consolidate processes, to standardize the infrastructure and the services,” said CIO Calvin Rhodes. “Now that all those processes are mature and in place, that allowed us to take these very large contracts and break them down into smaller, more manageable pieces. Now it’s a more plug-and-play model, so that as technology changes, we can turn services on or off as we need them.”

    That model came into play in a big way when the governor pledged to build a $100 million cybercenter in support of the U.S. Army Cyber Command’s move to Georgia.

    Rhodes’ office became quarterback for that effort. “We worked with construction companies, architects, general contractors,” he said. “We met with the state university system and the technical college, the National Guard and the state police force to look at their facilities needs and also to develop the needed skills.”

    The need for a cyber talent pool to support the new facility in turn brought Rhodes back to the private sector. “We are trying to create an ecosystem that benefits all parties,” he said. “We have students who need internships, and the private sector has an interest in reaching that talent, connecting with individuals who can work for them after they graduate.”

    Development of the cybercenter, whose first building opened in July, was a complex undertaking with lots of moving parts. The secret to success, Rhodes said, was the willingness to sometimes get it wrong.

    “It’s about understanding that we will never be ‘100 percent’ on the thousands of decisions that we needed to make,” he said. “Our goal was to be 80 percent correct and then to adjust as we went along. You have to be able to take some risks.” 

    Click through for our detailed write-ups on each state.

    *The Center for Digital Government is part of e.Republic, Government Technology's parent company.


    How Bad Design Perpetuates Harmful Stereotypes | killexams.com real questions and Pass4sure dumps

    There’s a rise in interest in designs that have a positive social impact. A number of projects are focused on “designing for” a community of people that’s presumed to be disadvantaged. New technologies for students in developing countries. Design contests to create solutions for elderly people or people with disabilities.

    While these are often well-intentioned, there are some potential pitfalls to designing for people with this superhero-victim or benefactor-beneficiary mindset. It can lead to specialized solutions that cater to stereotypes about people.

    To illustrate the problem, let’s consider the Dodge La Femme — a car designed specifically for women, brought to market in 1955, and canceled in 1956. The car was pink, inside and out, and decorated with small roses. It featured a fully equipped matching purse that fit into the back of the passenger side headrest. It was marketed with the headline “By Special Appointment to Her Majesty… the American Woman.”

    While it’s somewhat easy to dismiss this as an artifact of a bygone era of male chauvinism, let’s also consider the failed launch of Bic for Her in 2012. This was a line of pens designed specifically for women that were thinner than standard pens and available in pastel shades of pink, purple, and turquoise. It was marketed on Amazon as having an “elegant design — just for her!” and a “thin barrel to fit a woman’s hand.”

    Thin barrel or not, the pens are now a hallmark example of how not to design and market your product to women, thanks to writer Margaret Hartman, who sparked thousands of people to write entertainingly sarcastic reviews on Amazon. The product was quickly removed from the market.

    In the pursuit of innovation, it’s common for teams to focus solely on the functional elements of design. It’s equally important to understand the emotional considerations.

    In a more serious example, the automotive industry conducts safety testing with models of humans, also known as crash-test dummies. For decades, these models were made to match the average male body type, though it was widely known that women were significantly more likely to be injured in a car crash.

    In 2011, the federal government started an initiative to reduce demographic disparities in public health. Car accidents ranked high on the list of public health risks. Passenger-side safety ratings plummeted as cars were tested with a petite female crash-test model that was 4 feet 11 inches tall and 108 pounds. That year, studies revealed that a female driver wearing a seatbelt faced a 47 percent higher risk of death or serious injury than a male driver.

    Decades of design choices where made based on average male-sized testing standards. Engineers and designers were trained to optimize to these standards. It wasn’t that the cars were suddenly less safe. They had always been less safe. It just hadn’t been recognized as a problem.

    This wasn’t a sex-specific disparity. The average male crash-test model is 5 feet 9 inches tall and 172 pounds. Once the industry started using a range of body types in its safety testing, there was an improvement for any person whose body didn’t match the design of the male crash-test model, across all genders, sizes, and ages.

    We can see from these examples how the perceptions people have about one another can be manifested in the design of products and environments.

    An unspoken hierarchy also appears when attempting to design solutions for groups that are perceived as needing help. Without an authentic and meaningful understanding of a person’s life experiences, stereotypes can prevail. All too often, designers and architects perceive the recipients of their solutions as “other people.” This mindset distances the designers from people they perceive as disadvantaged beneficiaries of their design.

    The problem is separation. It’s rooted in the ways we categorize human diversity. The most common ways that we group people by diversity are single dimensions like ability, gender, race, ethnicity, income, sexual orientation, and age. Even if we know people are more complex than a single dimension, businesses regularly try to solve problems based on these monolithic groupings.

    How we categorize people shapes how we make. With a growing interest in participatory design methods across many professional fields, how is that participation to be facilitated? What kinds of questions do you lead with? Do you meet people in their homes or require them to visit your office? What tools do you ask them to use when providing input to the design, and are they comfortable using them? Meaningful inclusion is much more than hosting listening tours, focus groups, or interviewing people on the street.

    One way to start is by building an extended community of “exclusion experts” who contribute to your design process. These are people who experience the greatest mismatch when using your solution or who might be the most negatively affected. Develop meaningful relationships with communities that contribute to a design. Designing with, not for, excluded communities is how we put the inclusive in inclusive design.



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