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Killexams : IBM Solutions: test - BingNews Search results Killexams : IBM Solutions: test - BingNews Killexams : Microsoft issues $25 price hike for certification exams

If you're planning to take any Microsoft certification exams, now is the time to act because Microsoft will raise the price for each test by $25 beginning July 1.

Prices vary by country, but Microsoft's price lookup tool reveals a current test price in the United States of $125, and a price after July 1 of $150. There are lower prices for current students at high schools and colleges: $60 now and $83 after July 1.

WORTH IT? Microsoft certifications won't boost your pay much

The new price affects exams for nine types of certifications: Microsoft Certified Technology Specialist; Certified IT Professional: Certified Professional Developer; Certified Desktop Support Technician; Certified Systems Administrator; Certified Systems Engineer; Certified Application Developer; Certified Solution Developer; and Certified Database Administrator.

If you're planning to get certified in multiple Microsoft technologies, the price could add up quickly. For example, there are dozens of certifications that fall under the category of Microsoft Certified Technology Specialists (MCTS), and in some cases multiple certifications for the same piece of software. There are three MCTS certs for Windows Server 2008, and another for Windows Server virtualization.

But not all certification exams will get more expensive. Microsoft said it "does not anticipate" raising the price for the Microsoft Certified Master, Certified Architect, Technology Associate, or Office Specialist exams.

Copyright © 2011 IDG Communications, Inc.

Thu, 30 Jun 2022 11:59:00 -0500 Jon Brodkin en text/html
Killexams : How 12 digital execs streamline tech for clinicians

The healthcare industry is increasingly going digital, with artificial intelligence helping diagnose conditions and patients with wearable smart devices being cared for at home.

But are these digital health initiatives actually improving patient care? And are they contributing to an already stressful environment?

Becker's reached out to healthcare leaders on the IT and clinical sides to get their perspectives on how the industry's digital shift is affecting patients and providers. In part one of this two-part series, we asked executives how technology had improved the patient experience.

In this second installment, Becker's asked digital executives: 

How do you believe the clinical side perceives your organization's digital health initiatives, and what are you doing to ensure the initiatives are improving patient care?

Tony Ambrozie. Senior Vice President and Chief Digital and Information Officer for Baptist Health South Florida (Coral Gables): Physicians look after the well-being of patients — including easy access to care and medical information and overall good experiences. For example, getting into and out of an encounter. Digital experiences for consumers help with exactly that if A) they work well for patients and B) they preferably help clinicians in some way or another, but definitely do not create unnecessary challenges and overhead for them.

For digital experiences for physicians, there is a huge legitimate appetite for adoption to simplify their work, especially with EHR burnout and lack of specific collaboration tools. But again, the expectation is that any technology must solve real needs and must work well, which many solutions in the past have not done; as such, there is a healthy "trust but verify" skepticism until proven.

Sure, in the current challenging economic situation, with inflation and labor shortage challenges for all healthcare providers in the U.S., some digital investments have to be prioritized ahead of others, but involving everybody in that balanced prioritization is the way to gain support. 

Tom Andriola. Chief Digital Officer at University of California Irvine Health: The pandemic exposed medical professionals to many types of technology-enabled interactions, many out of necessity. Reactions have varied. Some want to continue those practices, and some want to put them in a drawer and return to the practices of 2019.

For leaders who are attuned to the changes going on in the U.S. healthcare market, they clearly see the opportunity to have a robust strategic discussion around how these new models for virtual care, remote patient-monitoring, "'hospital at home," etc., will impact both the patient experience as well as the healthcare delivery model as we move toward more value-based care contracting.

We're using the opportunity to take a step back, evaluating our digital health initiatives that were implemented during the pandemic and engaging in a process of strategic planning — thinking about the future of our health system strategically and operationally. The conversation has brought together clinical, business and administrative leaders discussing how digitally enabled care fits into our strategic plan for current delivery capabilities and the future services that we see being expanded or coming online. The conversation has always included balancing quality, cost and access.

But post-pandemic healthcare is now also working with new definitions — expectations — around patient preference and experience. We also are evaluating the impact artificial intelligence technologies will have. It has been a good exercise for the organization in that it has forced the discussion and allowed us to reexamine our assumptions.

Zafar Chaudry, MD. Senior Vice President, Chief Digital Officer and CIO at Seattle Children's: At Seattle Children's we follow two paths to ensure clinical, patient, parent and caregiver stakeholders are actively and consistently engaged, and we also measure the satisfaction of our IT services using the Net Promoter Score. Our current NPS is +38.

For clinicians, we have our digital patient access, care and engagement team that works directly with them to provide digital solutions to help with their workflows. We ensure patient care is improving by measuring clinical outcomes using real-time dashboards — built on Microsoft Power BI and underpinned with IBM Netezza data warehousing technology — while multiple improvement projects are driven by our data lakes.

For our patients, parents and caregivers, we have formed an advisory group known as Parent Partners IT Children's Hospital, or PPITCH, to help us define and drive our patient-facing digital strategy. This group, combined with IT staff members, meets regularly to collaborate on how we can Strengthen the digital and technology experience for our patients and families.

Michael Hasselberg, PhD, RN. Chief Digital Health Officer at University of Rochester (N.Y.) Medical Center: One of the benefits of working at an academic medical center is the culture of inquisitiveness and creativity. We encourage our clinicians to bring forward the problems they are encountering, innovate and be part of the solution to advance care.

From the very beginning of our health system's digital transformation strategy, we made it a priority to include clinicians across many different disciplines in the governance process. It is our clinicians who prioritize our digital health initiatives and identify where early wins can be gained. In partnership with our informaticists, the front-line clinicians guide the integration of new digital tools into their current workflows and the electronic health record that they use daily.

Being data-driven and evidence-based are also pillars in academic medicine. To ensure that our digital health initiatives are actually improving patient care, we have invested significant data analytic resources around our strategy, while many of the researchers across our institution are studying the impact of these initiatives on health disparities and clinical outcomes. We have built data dashboards that provide feedback to our clinical, operational and technical teams that generate the insights needed to quickly iterate when we are not meeting our initiative goals. There is no question that healthcare is quickly moving into the digital age, and our clinicians at the University of Rochester Medical Center are engaged and excited for the future of patient care.

William Holland, MD. Senior Vice President of Care Management and Chief Medical Informatics Officer at Banner Health (Phoenix): Over the course of the first two years of the COVID-19 pandemic, we focused heavily on initiatives that helped support our goals of keeping our healthcare workers and patients safe. This included a significant increase in both inpatient and outpatient telehealth deployments, services and usage which allowed patients and clinicians to provide and receive care in the ways that worked best for them.

We are now in a different phase of the pandemic, one where we remain mindful of COVID-19 and also are intensely focused on driving organizational recovery from the impact of the pandemic. Our digital initiatives are transitioning from a COVID-19 focus to one of improving the overall experience of our clinicians through device integration, efficiency through documentation redesign, clinical improvements through advanced analytics and connectedness of care for our patients. Throughout all of this, we have been intentional about involving our front-line clinicians in identifying opportunities, leading and participating in design teams and creating an environment that welcomes open and transparent feedback.

We also leverage a combination of process, balance and outcome measures in each area to ensure that we are making progress in our work and that it has a meaningful and measurable impact on the quality and safety of care we provide.

Claus Jensen. Chief Innovation Officer of Teladoc Health: Traditional healthcare and digital health solutions are increasingly intertwined, and this is a trend that will be accelerating. Instead of asking which type of solution to use when, would it not be a better question to instead ask how we create a hybrid care model that brings the best of both and gives patients choice in a fully integrated and natively whole-person care model?

Our clinical leadership sees our digital health initiatives as the way to reach more people in more meaningful ways. And the way to make sure these initiatives Strengthen patient care is quite simply to work closely together and ensure that we fuse clinical and digital science effectively. We jointly believe that health equity, clinical efficacy and cost-effectiveness can all be addressed by the right blend of care components and resources.

Aaron Miri. Senior Vice President and Chief Digital and Information Officer at Baptist Health (Jacksonville, Fla.): We just went live on a brand new Epic electronic health record which is the direct result of listening to our caregivers on what they need to keep elevating the level of healthcare delivery. That's on top of investments in modernizing the technology stacks across the health system and ensuring that we block and tackle as much as we pursue items like healthcare artificial intelligence, ambient voice technology and other whiz-bang new stuff that are all the rage.

What I appreciate about Baptist Health is the laser focus on delivering the very best patient care possible versus an alternative approach of trying to act like a healthcare product vendor that dabbles in patient care. When you operate with that type of focus where you listen, respect, and engage in providing the highest quality patient care, it's only then that you can strive toward very advanced digital medicine therapies.

Aaron Neinstein, MD. Vice President of Digital Health at University of California San Francisco Health and Senior Director of the UCSF Center for Digital Health Innovation: We view digital health as a set of tools in our care delivery tool kit at UCSF that can help us advance quality care, Strengthen experience, Strengthen access to care and be more efficient in operations, allowing us to serve patients better.

Our digital health team works as part of cross-functional teams that include roles like operations, marketing, design, data science, engineering and product management, giving each team the full complement of expertise and perspectives to design, develop and deploy solutions that will positively impact these outcomes.

For example, for specialty referrals and patient scheduling, by deploying an improved patient web and mobile experience and more efficient back-end operations for handling referrals, we simplified and removed barriers to patients accessing care. Or, in deploying virtual care programs in lung transplant, inflammatory bowel disease and cancer patients receiving chemotherapy, leveraging wearable devices and mobile symptom assessment, our teams aimed to Strengthen patient experience, reduce their need to travel for in-person care and increase the frequency of touchpoints and engagement with care teams, which we hope will have measurable positive impacts on care quality outcomes.

One major advantage of thinking digitally is the goal of thoughtful and deliberate measurement built into every workflow and solution. So, a critical foundation for any of our programs is that each cross-functional team identifies the patient journey, builds in an ability to measure what is happening and continually analyzes those data so that we can see the outcomes and also see which points of friction the patient is experiencing that we can further optimize for. By baking detailed measurements into each program, we can also monitor the data on whether digital health tools are working as we hope, to reduce disparities in care, whether different populations are accessing or using the tools in different ways, or whether measurable gaps in use across populations appear.

Danny Sama. Vice President and Chief Digital Executive at Northwestern Medicine (Chicago): Our clinicians see the great opportunity for digital health to positively impact patients and themselves. However, they are wary about a potential added burden to their clinical workflows. We are constantly thinking about where and how to integrate digital tech into clinician workflows as seamlessly as possible. And every digital solution we consider is grounded in a value proposition to both patients and clinicians in the form of improved experience, increased efficiency or reduced risk.

Eric Smith. Senior Vice President and Chief Digital Officer at Memorial Hermann Health System (Houston): Our clinical providers are eager to adopt our digital initiatives, from online scheduling to virtual appointments — as long as the technology truly makes the experience better, easier and more efficient for our patients. With that in mind, we're working on initiatives designed to help patients have seamless, frustration-free experiences.

One of these is a platform that will allow patients to interact with us more digitally — by text, for instance — to remove the friction they might feel when trying to get information. We'll be able to remind them about preventive screenings, wellness exams and other regular appointments, encouraging them to schedule this routine care and follow up when necessary.

Finally, we're continuing to expand the options for patients to use our enhanced virtual health services when it makes sense for them to do so — helping them get the care they need in the way that is most convenient and readily available to them.

Jason Szczuka. Chief Digital Officer for Bon Secours Mercy Health (Cincinnati): BSMH's digital business (Accrete Health Partners) is unique in that we closely partner with our clinical teams to prioritize, validate and scale our digital initiatives so that we can ensure we solve existing problems, complement our clinicians' workflows and facilitate better experiences for our patients. We are proud of how our clinicians positively perceive and lean into our initiatives.

Prat Vemana. Senior Vice President and Chief Digital Officer at Kaiser Permanente (Oakland, Calif.): At Kaiser Permanente, we are building on our strong foundation as an innovator and continuously expanding our digital platform to deliver more personalized, seamless experiences for our 12.6 million members. Our clinical teams at Kaiser Permanente view our digital health initiatives as an integrated effort. Digital is applied in every area of our organization — from consumer engagement, physician workflows and optimization, to the clinical care setting. Our physicians and clinical teams are involved in designing our digital patient experiences and applying digital to their work in order to provide exceptional, integrated patient care.

To ensure our digital health tools are improving patient care, stakeholders from both the digital and clinical sides are involved in the entire process when developing digital experiences for our members. Kaiser Permanente's unique integrated model facilitates this collaboration and ensures that the right experts are at the table to think about the patient digital experience holistically. Program management, product managers, experience designers, clinical experts and health plan experts are involved from strategy to execution, empowering them to design and deliver successful digital solutions for both the patient and physician. The partnership and collaboration between these groups is essential to ensuring our members' needs and preferences are addressed by digital tools.

Kaiser Permanente is using artificial intelligence and machine learning technology to Strengthen the health outcomes for our members and patients. We are ahead of the curve on delivering machine learning-enabled solutions at the point of care. We gain rapid adoption of these solutions because we have cultivated strong relationships between our physicians, members and patients.

For example, our Advance Alert Monitor tool analyzes electronic health record data for medical-surgical inpatients, proactively identifies those with a high likelihood of clinical deterioration and activates a rapid response care team to develop a care plan. This is completed through a predictive model that uses algorithms created from machine learning and data from more than 1.5 million patients. A 2020 Kaiser Permanente study showed that our Advanced Alert Monitor tool is associated with statistically significant decreases in mortality [with between 550 to 3,020 lives saved over four years], hospital length of stay and intensive care unit length of stay, which shows us the positive impact our digital tools have in patient care and outcomes.

Tue, 09 Aug 2022 03:22:00 -0500 en-gb text/html
Killexams : A Step-by-Step Guide to the Rational Unified Process
Three office workers discuss a digital graph.

Image source: Getty Images

The Rational Unified Process (RUP) was developed in the early 2000s to Strengthen software development. This guide will help you understand what it is and how to implement it.

There's nothing worse than putting out a buggy software platform. End users are complaining, people are demanding refunds, and management is not happy. Oh, and you've got a lot of extra work to do to fix it.

Just look at the blowback video games like No Man's Sky and Cyberpunk 2077 have gotten in accurate years for releases that critics considered buggy or incomplete. It's taken years of further development after its initial release for No Man's Sky to recover some of its reputation -- time will tell if Cyberpunk 2077 can do the same. Either way, it's not a great position to be in.

When developing new software, getting it right the first time is critical. That's why Rational Software Corp., a division of IBM, developed the Rational Unified Process (RUP) in the early 2000s, which remains popular today. RUP provides a simplified way for software development teams to create new products while reducing risk.

So, what exactly is RUP? This guide will break down how it can help with project execution and how to implement it.

Overview: What is the Rational Unified Process (RUP)?

The Rational Unified Process model is an iterative software development procedure that works by dividing the product development process into four distinct phases:

  • Inception
  • Elaboration
  • Construction
  • Transition

The purpose of breaking it down this way is to help companies better organize development by identifying each phase to increase the efficiency of executing tasks. Other businesses sometimes implement the RUP project management process as a development best practice.

Phases of the Rational Unified Process (RUP)

As noted, there are four project phases of RUP, each identifying a specific step in the development of a product.


The development process begins with the idea for the project, which is known as the inception. The team determines the cost-benefit of this idea and maps out necessary resources, such as technology, assets, funding, manpower, and more.

The primary purpose of this phase is to make the business case for creating the software. The team will look at financial forecasts, as well as create a basic project plan to map out what it would look like to execute the project and generally what it would take to do so. A risk assessment would also factor into the discussion.

During this phase, the project manager may opt to kill the project if it doesn't look worth the company's time before any resources are expended on product development.

What’s happening: The team is creating a justification for the existence of this software project. It’s trying to tell management, “This new software will bring value to the company and the risks appear relatively small in comparison at first glance -- as a result, please let us start planning this out in more detail.”


If the software project passes the “smell” test -- i.e., the company thinks that on first pass the project benefits appear to outweigh the risks -- the elaboration phase is next. In this phase, the team dives deeper into the details of software development and leaves no stone unturned to ensure there are no showstoppers.

The team should map out resources in more detail and create a software development architecture. It considers all potential applications and affiliated costs associated with the project.

What’s happening: During this phase, the project is starting to take shape. The team hasn’t started development yet, but it is laying the final groundwork to get going. The project may still be derailed in this phase, but only if the team uncovers problems not revealed during the inception phase.


With the project mapped out and resources identified, the team moves on to the construction phase and actually starts building the project. It executes tasks and accomplishes project milestones along the way, reporting back to stakeholders on the project’s process.

Thanks to specific resources and a detailed project architecture built in the previous phase, the team is prepared to execute the software and is better positioned to complete it on time and on budget.

What's happening: The team is creating a prototype of the software that can be reviewed and tested. This is the first phase that involves actually creating the product instead of just planning it.


The final phase is transition, which is when the software product is transitioned from development to production. At this point, all kinks are ironed out and the product is now ready for the end user instead of just developers.

This phase involves training end users, beta testing the system, evaluating product performance, and doing anything else required by the company before a software product is released.

During this phase, the management team may compare the end result to the original concept in the inception phase to see if the team met expectations or if the project went off track.

What's happening: The team is polishing the project and making sure it's ready for customers to use. Also, the software is now ready for a final evaluation.

4 best practices of the Rational Unified Process (RUP)

RUP is similar to other project planning techniques, like alliance management, logical framework approach, project crashing, and agile unified process (a subset of RUP), but it is unique in how it specifically breaks down a project. Here are a few best practices to ensure your team implements RUP properly.

1. Keep the process iterative

By keeping the RUP method iterative -- that is, you break down the project into those four specific and separate chunks -- you reduce the risk of creating bad software. You Strengthen testing and cut down on risk by allowing a project manager to have more control over the software development as a whole.

2. Use component architectures

Rather than create one big, complicated architecture for the project, supply each component an architecture, which reduces the complexity of the project and leaves you less open to variability. This also gives you more flexibility and control during development.

3. Be vigilant with quality control

Developing software using the RUP process is all about testing, testing, and more testing. RUP allows you to implement quality control at each stage of the project, and you must take advantage of that to ensure development is completed properly. This will help you detect defects, track them in a database, and assure the product works properly in subsequent testing before releasing to the end user.

4. Be flexible

Rigidity doesn’t work with product development, so use RUP’s structure to be flexible. Anticipate challenges and be open to change. Create space within each stage for developers to improvise and make adjustments on the fly. This gives them the opportunity to spot innovative ways of doing things and unleash their creative instincts, which results in a better software product.

Software can help implement RUP in your business

If you’re overwhelmed with planning software development projects, you’re not alone. That’s why project management software is such big business these days. Software can help you implement the RUP process by breaking down your next development project.

Try a few software solutions out with your team and experiment with the RUP process with each of them. See if you can complete an entire project with one software solution and then supply another one a try. Once you settle on a solution that fits your team, it will make you much more effective at executing projects.

Thu, 04 Aug 2022 12:00:00 -0500 en text/html
Killexams : IBM Report: Data Breach Costs Reach All-Time High

For the twelfth year in a row, healthcare saw the costliest breaches among all industries with the average cost reaching $10.1 million per breach.

CAMBRIDGE, Mass. — IBM (NYSE: IBM) Security released the annual Cost of a Data Breach Report, revealing costlier and higher-impact data breaches than ever before, with the global average cost of a data breach reaching an all-time high of $4.35 million for studied organizations. With breach costs increasing nearly 13% over the last two years of the report, the findings suggest these incidents may also be contributing to rising costs of goods and services. In fact, 60% of studied organizations raised their product or services prices due to the breach, when the cost of goods is already soaring worldwide amid inflation and supply chain issues.

The perpetuality of cyberattacks is also shedding light on the “haunting effect” data breaches are having on businesses, with the IBM report finding 83% of studied organizations have experienced more than one data breach in their lifetime. Another factor rising over time is the after-effects of breaches on these organizations, which linger long after they occur, as nearly 50% of breach costs are incurred more than a year after the breach.

The 2022 Cost of a Data Breach Report is based on in-depth analysis of real-world data breaches experienced by 550 organizations globally between March 2021 and March 2022. The research, which was sponsored and analyzed by IBM Security, was conducted by the Ponemon Institute.

Some of the key findings in the 2022 IBM report include:

  • Critical Infrastructure Lags in Zero Trust – Almost 80% of critical infrastructure organizations studied don’t adopt zero trust strategies, seeing average breach costs rise to $5.4 million – a $1.17 million increase compared to those that do. All while 28% of breaches amongst these organizations were ransomware or destructive attacks.
  • It Doesn’t Pay to Pay – Ransomware victims in the study that opted to pay threat actors’ ransom demands saw only $610,000 less in average breach costs compared to those that chose not to pay – not including the cost of the ransom. Factoring in the high cost of ransom payments, the financial toll may rise even higher, suggesting that simply paying the ransom may not be an effective strategy.
  • Security Immaturity in Clouds – Forty-three percent of studied organizations are in the early stages or have not started applying security practices across their cloud environments, observing over $660,000 on average in higher breach costs than studied organizations with mature security across their cloud environments.
  • Security AI and Automation Leads as Multi-Million Dollar Cost Saver – Participating organizations fully deploying security AI and automation incurred $3.05 million less on average in breach costs compared to studied organizations that have not deployed the technology – the biggest cost saver observed in the study.

“Businesses need to put their security defenses on the offense and beat attackers to the punch. It’s time to stop the adversary from achieving their objectives and start to minimize the impact of attacks. The more businesses try to perfect their perimeter instead of investing in detection and response, the more breaches can fuel cost of living increases.” said Charles Henderson, Global Head of IBM Security X-Force. “This report shows that the right strategies coupled with the right technologies can help make all the difference when businesses are attacked.”

Over-trusting Critical Infrastructure Organizations

Concerns over critical infrastructure targeting appear to be increasing globally over the past year, with many governments’ cybersecurity agencies urging vigilance against disruptive attacks. In fact, IBM’s report reveals that ransomware and destructive attacks represented 28% of breaches amongst critical infrastructure organizations studied, highlighting how threat actors are seeking to fracture the global supply chains that rely on these organizations. This includes financial services, industrial, transportation and healthcare companies amongst others.

Despite the call for caution, and a year after the Biden Administration issued a cybersecurity executive order that centers around the importance of adopting a zero trust approach to strengthen the nation’s cybersecurity, only 21% of critical infrastructure organizations studied adopt a zero trust security model, according to the report. Add to that, 17% of breaches at critical infrastructure organizations were caused due to a business partner being initially compromised, highlighting the security risks that over-trusting environments pose.

Businesses that Pay the Ransom Aren’t Getting a “Bargain”

According to the 2022 IBM report, businesses that paid threat actors’ ransom demands saw $610,000 less in average breach costs compared to those that chose not to pay – not including the ransom amount paid. However, when accounting for the average ransom payment, which according to Sophos reached $812,000 in 2021, businesses that opt to pay the ransom could net higher total costs – all while inadvertently funding future ransomware attacks with capital that could be allocated to remediation and recovery efforts and looking at potential federal offenses.

The persistence of ransomware, despite significant global efforts to impede it, is fueled by the industrialization of cybercrime. IBM Security X-Force discovered the duration of studied enterprise ransomware attacks shows a drop of 94% over the past three years – from over two months to just under four days. These exponentially shorter attack lifecycles can prompt higher impact attacks, as cybersecurity incident responders are left with very short windows of opportunity to detect and contain attacks. With “time to ransom” dropping to a matter of hours, it’s essential that businesses prioritize rigorous testing of incident response (IR) playbooks ahead of time. But the report states that as many as 37% of organizations studied that have incident response plans don’t test them regularly.

Hybrid Cloud Advantage

The report also showcased hybrid cloud environments as the most prevalent (45%) infrastructure amongst organizations studied. Averaging $3.8 million in breach costs, businesses that adopted a hybrid cloud model observed lower breach costs compared to businesses with a solely public or private cloud model, which experienced $5.02 million and $4.24 million on average respectively. In fact, hybrid cloud adopters studied were able to identify and contain data breaches 15 days faster on average than the global average of 277 days for participants.

The report highlights that 45% of studied breaches occurred in the cloud, emphasizing the importance of cloud security. However, a significant 43% of reporting organizations stated they are just in the early stages or have not started implementing security practices to protect their cloud environments, observing higher breach costs2. Businesses studied that did not implement security practices across their cloud environments required an average 108 more days to identify and contain a data breach than those consistently applying security practices across all their domains.

Additional findings in the 2022 IBM report include:

  • Phishing Becomes Costliest Breach Cause – While compromised credentials continued to reign as the most common cause of a breach (19%), phishing was the second (16%) and the costliest cause, leading to $4.91 million in average breach costs for responding organizations.
  • Healthcare Breach Costs Hit Double Digits for First Time Ever– For the 12th year in a row, healthcare participants saw the costliest breaches amongst industries with average breach costs in healthcare increasing by nearly $1 million to reach a record high of $10.1 million.
  • Insufficient Security Staffing – Sixty-two percent of studied organizations stated they are not sufficiently staffed to meet their security needs, averaging $550,000 more in breach costs than those that state they are sufficiently staffed.

To obtain a copy of the 2022 Cost of a Data Breach Report, visit

Fri, 29 Jul 2022 02:16:00 -0500 CS Staff en text/html
Killexams : 6 Quantum Computing Stocks to Invest in This Decade

Classical computers have served us well and they will continue to do so… but breakthroughs in quantum physics are opening new doors. That’s why I’m sharing my favorite quantum computing stocks today.

It’s still in the early stages and could take a while to pay off. But the list of companies below gives you some great investing opportunities. You’ll find big companies shaking up the technology world. They’re not resting on their laurels.

I’ll highlight some research from each company and what excites me most. But first, it’d be good to get a better understanding of this up-and-coming technology. The potential is huge…

Looking for the best quantum computing stocks on a classical computer

Quantum Computing and Moore’s Law

Moore’s Law states that the number of transistors in an integrated circuit doubles about every two years. This exponential trend has led to massive advancements in our world. In fact, it’s impacted every industry and all our lives.

To help put Moore’s Law in perspective, a new iPhone is millions of times faster than the Apollo spacecraft when it comes to computing. Computers have become exponentially faster. This trend might be coming to an end, though…

Gordon Moore and other forecasters expect that Moore’s law will end around 2025. It’s the result of an intricate set of physics problems. And quantum computing might be the next big step forward.

Many technology companies see the potential and are investing lots of money. If their research pays off, the top quantum computing stocks could hand shareholders huge returns.

These new computers can store more information thanks to what’s called “superposition.” Unlike traditional computers that use bits with only ones and zeros, quantum computers take it to the next level. They have the advantage of using ones, zeros and superpositions of ones and zeros. This opens the door for solving tasks that we thought impossible for classical computers.

Best Quantum Computing Stocks

  • Alphabet (Nasdaq: GOOG, Nasdaq: GOOGL)
  • Intel (Nasdaq: INTC)
  • Microsoft (Nasdaq: MSFT)
  • Amazon (Nasdaq: AMZN)
  • Quantum Computing (OTC: QUBT)

This list of quantum computing companies includes some of the largest companies in the world. They have proven business models and the resources to push quantum computing forward.

As a result, this list provides some cashflow safety for investors, while also providing exposure to new technologies. So, let’s take a look at some of their top quantum research and projects…

Why IBM Is a Top Quantum Computing Stock

IBM was one of the first big movers in quantum research. And already, it’s deployed just under 30 quantum computers. That’s the largest fleet of commercial devices, and IBM has a road map to scale systems to 1,000 qubits and beyond.

The IBM Quantum Network is currently working with more than 100 partners. These partners are in many different industries and are developing real-world commercial applications. IBM also offers free access to quantum computing.

IBM is scaling these technologies and making them more accessible. This is vital for further adoption and innovation. The strategy is working, and IBM will continue to be one of the top quantum computing stocks over the coming decades.

Alphabet Declared Quantum Supremacy

Alphabet is one of the top quantum computing stocks to buy. Back in 2019, the company claimed quantum supremacy for the first time when its advanced computer surpassed the performance of conventional devices.

Alphabet’s Sycamore quantum processor performed a task in 200 seconds that would take the world’s best supercomputer 10,000 years. That’s a huge milestone, and the company is continuing to advance with quantum physics.

Google AI Quantum is making big strides as well. It’s developing new quantum processors and algorithms to help solve a wide range of problems. It’s also open sourcing some of its framework to spur innovation.

Intel Still Powers the Future

Intel is a semiconductor giant that’s developing many cutting-edge technologies. And it’s been making quantum processors in Oregon. Furthermore, the company hopes to reach production-level quantum computing within 10 years.

Intel is on its third generation of quantum processors with 49 qubits. The company has a unique approach, advancing a technology known as “spin qubits” in silicon. Intel believes it has a scaling advantage over superconducting qubits.

This easily makes Intel one of the top quantum computing stocks. Buying into this company gives investors exposure to many new cutting-edge technologies.

Microsoft Is Another Top Quantum Computing Company

Like IBM, Microsoft takes a comprehensive approach to quantum computing. It’s working on all the technologies required to scale commercial application.

Microsoft is advancing all layers of its computing stack. This includes the controls, software and development tools. Microsoft also created the Azure Quantum open cloud ecosystem. This helps speed up innovation.

In addition, the tech giant is making great advancements with Topological qubits. These provide performance gains over conventional qubits. They increase stability and reduce the overall number of qubits needed. It’s promising technology that should reward shareholders down the road.

Amazon Delivers More Than Just Packages

Amazon Quantum Solutions Lab is helping businesses identify opportunities. Amazon’s experts are working with clients to better understand quantum computing. This helps them build new algorithms and solutions.

Amazon now offers quantum computing on Amazon Web Services through Amazon Bracket. This service provides access to D-Wave hardware. D-Wave is a leading quantum computing company based in Canada. It’s not publicly traded, though

Overall, Amazon is continuing to disrupt many industries. And advancing quantum computing should help drive its innovation and expansion even further.

Quantum Computing Is a Pure-Play Opportunity

This quantum stock is the smallest on the list. But it gives direct exposure to quantum computing. This makes it a higher-risk opportunity. Although, with the higher risk, comes higher reward potential.

Quantum Computing offers cloud-based, ready-to-run software. It’s focused on creating services that don’t require quantum expertise or training to use. This approach is opening the doors for more businesses to leverage the new technologies.

This company is also focusing on real-world problems such as logistics optimization, cybersecurity and drug discovery. To accomplish this, it’s partnering with hardware companies such as D-Wave.

Quantum Computing Stocks and Tech Investing Opportunities

The quantum computing companies above are mostly indirect plays. Their other established businesses provide the capital required to innovate. This is vital, as quantum computing is still an up-and-coming industry.

It might take a decade or more to really play out. And investing early in these technologies can lead to large returns for patient investors. Quantum breakthroughs are compounding and creating new opportunities.

Whether you buy into these top quantum computing stocks or not, we’ll all benefit from the innovation. If you want to stay on the cutting edge of tech investing, consider exploring more of our free investment research…

Thu, 14 Jul 2022 04:12:00 -0500 en-US text/html
Killexams : Digital transformation – need or luxury?

By Sreeram Kolisetty

What is common between JP Morgan Chase, Jim Beam, Cigna, State Street companies which are more than 200-year-old in existence and companies such as PayPal, Tesla, Zoom which are in business for about 2.5 decades? How companies such as IBM, Microsoft, Apple went through big changes and turned around their fates with great market capitalization?  What is the pattern that one can observe in these companies?

If we carefully examine what went inside these companies and what their fundamental DNA is – all these companies re-invented themselves to suit the times of the age, introduced new processes, new methods, and new ways of doing things, and continued to be profitable and continued to build that customer loyalty and stayed afloat in the business.  In simple words, they transformed their businesses to suit changing times.  

Jim Collins in his book Built to Last describes “Visionary companies are so clear about what they stand for and what they’re trying to achieve that they simply don’t have room for those unwilling or unable to fit their exacting standards”.   This is so valid for all the companies whether they are new age or old age.  Old Age companies have now stepped into a new age, and companies of the late 20th century and early 21st century are quick to understand and quick to change their operating models and always focus on the customer and building value for the company.

Given the current circumstances of the new age companies, they not only need to work on the transformation but embrace digital transformation as the world is mostly digital these days. You cannot imagine a company that does not embrace some technology in today’s world.  As times start changing more rapidly, companies need to be quick as well in transforming themselves.  Customer loyalty is a thing of the past, and now it is essential for companies to keep customers engaged constantly to ensure a constant flow of revenue to the company.  If customers are not engaged, competitors will just take away your customers.  It is inevitable to constantly wonder the customers about products/ solutions.  Innovation, faster delivery and technical excellence with breakproof implementation are the solutions to go.

Digital transformation is not just a fancy word, it is essential, and companies must master in transforming themselves to stay in the business and thrive.  Lean-Agile is here to stay and this mindset needs to be applied across organization from leadership to the interns in the company.  Building that culture and processes around Lean-Agile mindset are the ultimate responsibility of the visionary leaders.  Many entrepreneurs start with a good vision and obtain initial success, but a lack of innovation and the ability to constantly engage their customers will make them shut down their ideas faster.  There are very few successful entrepreneurs who made it into the unicorn club.  A unicorn club is certainly a privilege, having a vision, roadmap, and consistently pivoting from the product failures and maximizing the success will make a start-up into a unicorn.  Digital transformation is certainly a winning proposition for all startups.  It is necessary for a start-up to get mentors in this space for better success in their endeavors.  

The author is global chief information officer at KnowledgeHut upGrad.

Fri, 05 Aug 2022 16:32:00 -0500 en text/html
Killexams : Best COBOL online courses of 2022

The best COBOL online courses make it simple and easy to learn the COBOL programming language through distance learning at home.

Although old, it still remains essential for many systems used by governments and corporations, and the accurate pandemic has highlighted the need and demand for more programmers who can code in COBOL.