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C2010-571 - IBM Tivoli Process Automation Engine V7.5 Implementation - Dump Information

Vendor Name : IBM
Exam Code : C2010-571
Exam Name : IBM Tivoli Process Automation Engine V7.5 Implementation
Questions and Answers : 286 Q & A
Updated On : January 18, 2019
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IBM C2010-571 Exam (IBM Tivoli Process Automation Engine V7.5 Implementation) Detailed Information

C2010-571 Test Information / Examination Information


Number of questions : 62
Time allowed in minutes: 90
Required passing score : 71%
Languages : English


C2010-571 Objectives


C2010-571 Questions and Answers

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C2010-571 IBM Tivoli Process Automation Engine V7.5 Implementation

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C2010-571 exam Dumps Source : IBM Tivoli Process Automation Engine V7.5 Implementation

Test Code : C2010-571
Test Name : IBM Tivoli Process Automation Engine V7.5 Implementation
Vendor Name : IBM
Q&A : 286 Real Questions

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IBM IBM Tivoli Process Automation

Did IBM simply trade the online game in private cloud? | killexams.com Real Questions and Pass4sure dumps

Does IBM have the wherewithal to compete within the commodity hardware cloud?

Say "IBM" and "cloud computing" in the equal breath and a lot of IT managers will roll their eyes. The IT leader's cloud approach has been viewed by means of many as a large number.

but that could be about to trade. IBM recently revealed a beta software of updates to its Tivoli software that may also breathe new lifestyles into the enterprise's deepest cloud ambitions.

[These updates] are reasonably big.

Judith Hurwitz, enterprise IT strategy advisor

the brand new capabilities encompass assist for VMware's VIM APIs in quite a lot of Tivoli equipment, including photograph repositories, automatic provisioning, software deployment and Tivoli Storage manager (integrating TSM and VMware heretofore has no longer been relatively). Enhancements to Tivoli Provisioning manager may additionally include booting VMware photos without delay from block storage as a substitute of having them preloaded into memory. IBM claims that photos can also be booted in seconds.

"I consider that this is definitely an abstraction layer over VMware," pointed out Mladen Vouk, vice provost of IT at North Carolina State school.

NCSU operates an IBM POWER7-powered private cloud that serves more than 80,000 instances over the route of a school 12 months. Vouk stated that IBM’s "advanced virtual deployment application" amounted to a major step forward for managing infrastructure and working a virtualized ambiance.

The upshot, Vouk said, is that once these enhancements are commonly available -- which could be quite a while -- operators would not have to juggle vCenter and Tivoli in a mixed ambiance. they can do all of it from Tivoli, including x86 servers, quite a few hypervisors, mainframe resources and storage under one umbrella. That may additionally show compelling for IT environments that aren’t 100% commodity hardware. It might additionally gently decouple some longstanding assumptions about business virtualization.

"What [users] can do in the event that they’ve completed Tivoli right, is that they can exchange VMware with KVM, or Xen for that be counted. they can choose Microsoft Hyper-V, use something they like," Vouk stated.

He brought that Tivoli is a mature, OS-agnostic automation and provisioning platform, and IBM’s massive utility portfolio can match anything VMware or Microsoft can carry forward in techniques management.

other updates within the beta program include a federated graphic library (images may also be in loads of diverse locations for your network), photograph mobility (like VMotion) and "application deployment utilizing composite photographs" (application templates like 3Tera). If IBM can pull together its wealth of infrastructure automation utility and make it work across essentially the most usual commodity hardware and virtualization systems out there, it might probably dominate over other claimants to the deepest cloud.

IBM searches for its cloud method mojoCloud computing took off when Amazon net functions tested that low-priced, commodity hardware and homebrew techniques management could generate large economies of scale to carry IT. To many individuals, IBM is proprietary hardware, advanced administration and boatloads of vague utility. Most organizations planning a transition to cloud-like environments examine commodity x86 servers and VMware, for essentially the most half.

And when IBM promises, the results can also be a teach spoil. facts core consolidation initiatives in Indiana, which have been sold with claims many would associate with cloud -- computerized provisioning, metering and scale out to IBM’s infrastructure and service -- turned into billion-dollar boondoggles that left admins disgruntled.

then again, what’s in reality been underreported is the depth and breadth of what IBM's carried out in terms of the cloud, observed Judith Hurwitz, CEO of Hurwitz & associates Inc., and an business IT approach advisor. She known as IBM a sound asleep big in terms of how many different aspects of cloud computing in which it has a base.

She talked about that, for an business to in reality operate a cloud computing ambiance, simple constructing blocks in manner have been critical, like service oriented architecture(SOA) ideas, infrastructure automation and business technique automation -- all of which IBM has primary stakes in throughout its business units. It additionally has many years of IT functions delivery in infrastructure and application.

Hurwitz thinks this launch is the starting of IBM tying them together right into a seamless, commercial enterprise-in a position cloud platform. "It’s rather significant," she mentioned.

Hurwitz observed that below POWER7 and, loosely talking, in mainframe deployments, IBM had put in an incredible number of practicable cloud infrastructures. many of these are in academic institutions and different bastions of high tech, but Hurwitz observed IBM understood the model just quality. It was the act of pulling collectively the a number of pieces from across the company that had been hard for massive Blue.

IBM additionally referred to that Swiss state-operated railway service provider Schweizerische Bundesbahnen (SBB) is the usage of the brand new capabilities as part of its IT infrastructure.

could IBM render VMware a non starter?If IBM can hold its act collectively on this cloud platform software and bring an end product that lives up to the promise, it is going to turn into the simple competitors not handiest for VMware and its management equipment however Microsoft, HP, BMC, CA and the entire leisure.

while its cloud computing efforts so far are both semi-public cloud capabilities just like the Small enterprise look at various and building Cloud or lukewarm converged hardware offerings like CloudBurst, Tivoli is a typical programs management platform in the enterprise and IBM is in loads of heterogeneous IT shops. VMware, also extensively installed within the enterprise, continues to push its virtualization management equipment for cloud computing.

IBM has promised its Tivoli platform can do every little thing VMware's platform can do and extra. So if CIOs could pick one, ignore the other and get a private cloud, would they say no?

Carl Brooks is the Senior know-how author for SearchCloudComputing.com. Contact him at cbrooks@techtarget.com.


IBM India's Raghavan on why the actual abilities of chatbots remains untapped | killexams.com Real Questions and Pass4sure dumps

Conversational synthetic intelligence (AI) is beneath-liked, due to the fact that chatbots will also be deployed for applications other than just answering commonly requested questions (FAQs), IBM's chief expertise officer for India and South Asia, Sriram Raghavan, instructed TechCircle.

He introduced that, for chatbots to be significant in their evolutionary cycle, they should be integrated and automated with company system implementation.

Raghavan referred to that chatbots, of their first part, had been a success in automating and addressing consumers' queries, thereby eliminating significant consumer response methods for FAQs.

however, the corporations need to movement beyond that by enabling chatbots to take action after consumer requests devoid of human intervention. this may probably support in company transformation, he said, adding that until organizations, which presently use chatbots for their client carrier, are able to try this, they're going to lose activity in chatbots over the future.

"The second piece is connecting these conversations to company systems, making them in a position to aid in reworking agencies. what is the capacity in a conversational system? We wish to do implementations of conversational techniques," spoke of Raghavan, who also runs the IBM research Lab in India and IBM analysis middle in Singapore. he is also the world chief for blockchain research at IBM.

With conversations with bots -- voice and text -- being understood and appreciated via end-consumers on account of the advent of Alexa, Siri and Google Assistant, organisations should still be taking a lead in imposing such options that ease customer pain aspects, Raghavan spoke of.

"It is about the usage of it as a tool for business transformation from an effectivity and client provider perspective, even though there's a tendency to see it just as a captivating interface for purchasers," he said, adding that IBM's Watson Assistant platform helps corporations to add further capabilities, bridging the gap between client requirement and enterprise capabilities.

based on Raghavan, the firms within the subsequent section should be asking no matter if they can do conversations with employees and suppliers or even if they could benefit customer insights from these conversations.

"it's like i'm already investing in automation in my company. So, can i join it to the dialog to supply quicker response and run approvals through the conversations? A customer need may be fulfilled via an automation, however it needs intelligence to do this," he talked about.

but for this to be a success, Raghavan mentioned that groups need a large-scale alternate in the manner the companies and their numerous divisions function. "finally, the enterprise methods additionally should be effective and agile sufficient to make all this happen. Conversations deserve to be enabling technology. this is the company procedure automation and has much less to do with chatbots' capabilities," he brought.

Raghavan said that as soon as firms get relaxed and start seeing price in it, things will gain pace. "for those who do a primary-cut implementation, it is the beginning element and each piece will no longer fall in region on day one. conclusion-to-conclusion scale needs many pieces and with the intention to assist in return on funding (ROI)," he referred to.

The engineering crew at IBM Labs is already doing experiments via automating the business technique for its personal interior necessities. in keeping with the company, the technologies being developed on a cloud platform enables it to refresh and enhance the capabilities on a monthly foundation to go well with client requirements.

whereas all this may take place an awful lot quicker within the developed world, with even the voice-based mostly chatbots in vogue, it is going to take a long time earlier than a huge component of Indians end-shoppers can advantage as there isn't sufficient records and research going on in Indian languages yet. The different accents add to the complexity.

"The voice bots will take a very long time as there will also be transcription mistakes. finally, the equipment uses text within the history. So we don’t want to introduce a level of inaccuracy there. it'll happen. feelings and accent also deserve to be taken care of in voice. Grammar or damaged sentences are a huge problem even in native English-speakme international locations. In India, the challenge is always to get the bots to work in Indian languages," pointed out Raghavan.


IBM Sells personal loan Servicing Division to Mr. Cooper neighborhood | killexams.com Real Questions and Pass4sure dumps

IBM sells its Seterus personal loan servicing platform to Mr. Cooper neighborhood. IBM CEO Ginni Rometty desires to shed non-core belongings whereas pushing deeper into cloud & cognitive computing.

IBM has bought its Seterus personal loan servicing platform to Mr. Cooper community Inc. The flow comes as IBM CEO Ginni Rometty strives to shed non-core property, while in the hunt for methods to accelerate the company’s safety, cloud, cognitive computing and cellular businesses, among other strategic focal point areas.

IBM formed Lender enterprise technique capabilities (LBPS) in 2007 and rebranded its as Seterus in 2011 after making certain acquisitions. The LBPS mission, IBM mentioned at the time, become to “permit mortgage lenders to change the fastened expenses linked to normal loan success operations with a variable can charge framework, releasing up lenders to focal point more on featuring more desirable very own service and assist to patrons.”

nonetheless, the Seterus company has faced controversy and layoffs in fresh years. Rumors about a possible asset sale have surfaced assorted instances.

In a organized statement in regards to the deal these days, Mr. Cooper community CEO Jay Bray said:

“we're excited to welcome more than 300,000 purchasers and the Seterus team to the Mr. Cooper community family unit. we are assured our new group can be energized by way of our people-first subculture, and our new purchasers will improvement from our user-friendly cell and on-line equipment designed to help them manipulate their domestic finances. This transaction is in step with our outlook for profitability objectives and portfolio growth.”

The deal comes only just a few days after IBM sold definite Lotus Notes, Domino and Tivoli software property for $1.8 billion.

IBM continues to promote its multi-cloud and hybrid-cloud offerings as wiser options to Amazon web features (AWS) and Microsoft Azure. furthermore, IBM is paying $34 billion to acquire purple Hat for quite a lot of Linux, storage, virtualization and cloud software equipment. however red Hat’s most contemporary financial results had been a little bit weaker than Wall highway anticipated, and IBM’s personal business is still beneath pressure.

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C2010-571 IBM Tivoli Process Automation Engine V7.5 Implementation

Study Guide Prepared by Killexams.com IBM Dumps Experts


Killexams.com C2010-571 Dumps and Real Questions

100% Real Questions - Exam Pass Guarantee with High Marks - Just Memorize the Answers



C2010-571 exam Dumps Source : IBM Tivoli Process Automation Engine V7.5 Implementation

Test Code : C2010-571
Test Name : IBM Tivoli Process Automation Engine V7.5 Implementation
Vendor Name : IBM
Q&A : 286 Real Questions

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IBM Tivoli Process Automation Engine V7.5 Implementation

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Approva Achieves IBM Certification for Integration With Tivoli Identity Manager (TIM) | killexams.com real questions and Pass4sure dumps

SOURCE: Approva

August 21, 2007 12:27 ET

Integrated Offering Accelerates User Provisioning and Automates Preventive Controls

RESTON, VA--(Marketwire - August 21, 2007) - Approva® Corporation, the leader in continuous controls monitoring and audit automation software, announced today that it has achieved Ready for Tivoli Certification with its integration of Approva BizRights® and IBM® Tivoli® Identity Manager.

The new integrated solution enables Approva's rich rule content to be utilized within the IBM Tivoli Identity Manager environment, so IBM TIM users can conduct detailed segregation of duties (SoD) analysis within the familiar TIM interface as they review and approve user access requests from ERP systems such as Oracle, SAP and PeopleSoft.

"Automating preventive controls is essential for companies that want to sustain the benefits they have realized as a result of their governance, risk and compliance (GRC) programs," said Approva Chief Technology Officer, Steve Elliott. "Our certified integration to IBM TIM creates additional value for our joint customers and accelerates implementation time for deploying compliant provisioning solutions."

Approva's certified integration with IBM TIM significantly accelerates provisioning time, reduces risk and lowers ongoing compliance costs. Approva serves as a compliance engine within the provisioning process by enabling approvers to perform "what-if" analyses that prevent users from gaining access rights which violate corporate policies or create regulatory and compliance risk. The integrated solution also streamlines audits and reduces the maintenance costs since companies can use the same set of rules to both analyze user access requests and continuously audit their ERP systems.

"Customers require the ability to proactively prevent or fix separation of duties problems as part of the user provisioning process, rather than reactively addressing it after a compliance issue has been identified by an auditor," said Joe Anthony, IBM Tivoli program director for identity management. "The combination of IBM Tivoli Identity Manager and Approva BizRights provides an automated solution to streamline this process and establish good governance practices."

For more information on identity management, be sure to visit Audit Trail, the official blog of Approva, where you can view a video introduction to compliant provisioning by Ian Glazer, Approva's Technical Alliance Director.

About Approva

Approva® Corporation is the industry-leading provider of continuous controls monitoring and audit software. We enable business, finance, IT and audit professionals to automate the on-demand testing, closed-loop remediation and continuous, exception-based monitoring of controls within and across their business systems. Using our solutions, customers are able to significantly increase visibility into their controls, streamline the audit process, cost-effectively sustain their compliance initiatives and reduce exposure to mistakes, fraud and inefficiencies for business processes such as procurement, sales and delivery, payroll and financial close. In addition, our automated solutions act as key preventative and detective controls, further strengthening our customers' financial and operational control environments. Global companies such as Campbell Soup Company, Colgate-Palmolive, the Commonwealth of Pennsylvania, DirecTV, Discovery Communications, McCormick & Company, P&G, Pratt & Whitney, Siemens and Wyndham Hotels & Resorts rely on Approva BizRights® Platform and Enterprise Controls Suite to reduce compliance risk, increase operational efficiency and flag exceptions to their business controls. For more information, visit www.approva.net.

Editors Note: For additional and more specific background on each of Approva's initiatives, please go to Approva's press room at www.approva.net/news.


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No result found, try new keyword!The Company calls this an "incident, problem, and change" process (NOW Q2 Call ... of adjacent products (Discovery and Runbook Automation) are inferior compared to offerings from the large incumbents ...

Flexible process automation increases effectiveness, prevents IT headaches | killexams.com real questions and Pass4sure dumps

Many IT organizations are now process-aware for the first time. They use service modes such as IT Infrastructure Library to map out how their islands of operational expertise should work together to deliver high-quality services. Various maturity models exist to measure progress toward implementing their newly minted processes. Run Book Automation techniques are automating repetitive tasks in ways that are more readily coordinated across different groups and IT skill-levels. This is great! Study after study shows that service-aligned processes improve productivity and service quality.

Lackluster history of IT process automationYet no process stays the same forever. The most successful implementers of ITIL typically embrace a continuous-improvement approach to processes. IT's service management processes must be able to adapt to changes in expectations, architecture, technology and tools. ITIL processes that have been implemented and automated without anticipating change spell trouble with a capital T.

You need only look at the history of business process re-engineering for the cautionary tale. Most businesses have historically automated their processes statically. That is, they would code it once and assume it would simply repeat forever. When markets shifted -- economic cycles moved up and down and innovation happened --many businesses found themselves stuck with highly efficient ways of doing outdated work. Breaking apart processes that were automated in a static way to create new processes is a nightmare that no sane IT organization should want to go through.

I believe IT has the unprecedented opportunity to do process automation right the first time. Instead of being the barefoot shoemaker's children, IT organizations can become the showcase example of how their business units should implement flexible process automation.

Implementing flexible process automationFlexible process automation occurs when automated functions or tasks are used and reused in different ways. The ultimate goal is to have processes that can change without losing the cost efficiencies gained with automation. This is true for both business and IT processes.

The catch (isn't there always a catch?) is that there is currently no room in most IT budgets for a full-blown Business Process Management (BPM) suite that automatically models, monitors, simulates and redesigns processes. The question becomes, "How can IT fit innovative process flexibility into its existing projects and budgets?" Let's look at some of the currently budgeted projects to see how IT can acquire capabilities for flexible process management.

Tools for successful flexible process automationMost enterprises have CMDB projects under way to create a registry of IT assets and service relationships. The old adage "you can't manage what you can't see" remains true even in today's n-tiered, virtualized, rapid development world. If IT's processes are truly flexible then they should be designed with the assumption that the IT infrastructure today will be different from the different from the IT infrastructure tomorrow.

Therefore, workflow engines should have access to this "source of truth" about the current and past state of IT infrastructures. They should also have access to information about the infrastructures' relationship to business services it is supporting, which could be leveraged by the process logic. It is no surprise that CMDB vendors (such as BMC in large enterprises or Symantec/Altiris in mid-sized enterprises) are tackling workflow automation as the next logical extension.

Many enterprises are already investigating solutions with workflow capabilities in them, either as a scripting replacement for low-level repetitive tasks or so ITIL implementation teams can capture the interactions and approval steps needed to manage processes across IT silos. By ensuring that these solutions simplify the effort of designing processes, when it is time for the redesign, the task is not as onerous. Beyond looking for a nice interface, the key here is looking for solutions that implement a model-based approach to capturing the workflow details.

This makes it easy to create modular workflows that can be combined in different ways to create more complex processes. Model-based workflows should also be easier to understand than arcane scripts that simply capture changes to the workflow or insert metrics to determine if it's being consistently followed as insurance against future audits.

These tools should also loosely couple process/workflow design and process/workflow integration. In my opinion, this is the biggest lesson to learn from the history of business process automation efforts. If process design is disconnected from the technology integrating the various application functions, then the design diagrams are simply pretty pictures – useless for controlling how work is actually done. Yet having process design and integration as a tightly coupled entity doesn't work either. This is because any change in the applications, the integration technology or the workflow requires an entire rewrite of the automation – not good.

Service-oriented architecture glueSo how does one loosely couple design and integration? By taking a service-oriented architecture (SOA) approach to implementing the integration aspect of the workflow solution.

Taking an SOA approach to integration means that application functionality is exposed in a self-describing manner and process designers don't need to know details about an application's internal data structure to use it in a process. To implement this on today's budgets and time frames, IT needs to look for solution providers with both strong Web services strategies and adapters for existing management applications.

For example, most enterprises have invested heavily in forms-based technology for problem and change management (basically any helpdesk installed today) and must leverage those investments. Creating flexible processes that leverage forms-based technology requires the workflow's process design features to be loosely coupled with the solution's ability to integrate with those forms.

The integration capability must discover a form's data structure (field names, attributes, etc.), build a custom adapter for the process logic to use, and update the adapter as that form changes over time. Opalis and IBM Tivoli (via MRO acquisition) provide these capabilities in their workflow solutions, whereas BMC and CA package these capabilities into solutions focused at specific processes. The design part of the solution must also be able to update and change the process logic using the adaptor without changing the adapter. Are the adapters just hiding point-to-point integration or are they truly interfaces that expose legacy capability in a standardized way? This is where Web services standards become the preferred way to implement standardized integration.

Going one step further, the solution should also be able to directly leverage Web services interfaces available from management application vendors. This means checking on the progress vendors have made on their product's Web services strategies – and not just the big guys like BMC or CA who've be working on this since 2001 -- but for any product selected, be it service-level monitoring, PC provisioning or database patch management. These products all represent automated functionality that must be used in flexible IT processes at some point in the future. Therefore, selecting vendors with serious efforts to provide standard-based interfaces can only help.

By requiring these foundations within today's budget and projects, it will be easier to leverage them in the future. Doing this makes it possible for IT to avoid the re-engineering trap and to show the rest of the business how to get flexible processes done.

ABOUT THE AUTHOR: Jasmine Noel is Founder and Partner of Ptak, Noel & Associates. She has served as director of systems and applications management at Hurwitz Group and was a senior analyst at D.H. Brown Associates.



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