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Wed, 09 Sep 2020 08:45:00 -0500 en-US text/html
Killexams : Best Data Center Certifications

Job board search results (in alphabetical order, by certification)*




LinkedIn Jobs



CCNA Data Center (Cisco)

1,564 2,126 1,649 19 3,876

CCNP Data Center (Cisco)

1,025 1,339 1,508 14 3,145

JNCIP-DC (Juniper Networks)

125 37 14 4 130

VCE-CIAE (Dell)*

81 19 30 14 132

VCP6-DCV (VMware)

32 37 57 38 111

*Search results for the generic phrase “VCE data center engineer”

Regardless of which job board you use, you’ll find many employers looking for qualified people to join their data center teams. SimplyHired lists 114,000-plus data center jobs in the U.S., with more than 172,000 on Indeed, 50,000 on LinkedIn Jobs and 20,000 on LinkUp. With the right credential(s) in hand, one of these jobs is sure to be yours.

Data center job roles start at the network technician level and advance through senior architect. Most of the certifications covered would fit well with an associate- or professional-level network engineer position. According to SimplyHired, the average salary for network engineer jobs is about $79,000, and $111,000 for senior network engineers. Glassdoor reports a U.S. national average salary of about $73,000 for network engineers, and their average for senior network engineers climbs to $94,000.

Cisco Certified Network Associate (CCNA) Data Center

Cisco certifications continue to be some of the most recognizable and respected credentials in the industry. The CCNA Data Center certification is a great introductory certification for networking professionals who want to specialize in data center operations and support and have 1-3 years of experience.

Candidates for the CCNA Data Center certification need to understand basic data center networking concepts. These include addressing schemes, troubleshooting and configuring switches with VLANs and routers using Nexus OS, network and server virtualization, storage, and common network services such as load balancing, device management and network access controls.

The CCNA Data Center is valid for three years, after which credential holders must recertify. Recertification requires passing a current version of one of the following exams:

  • Associate-level test (except for ICND1 exam)
  • 642-XXX professional-level or 300-XXX professional-level exam
  • 642-XXX Cisco Specialist test (does not include Sales Specialist exams or MeetingPlace Specialist exams, Implementing Cisco TelePresence Installations (ITI) exams, Cisco Leading Virtual Classroom Instruction exams, or any 650 online exams)
  • Cisco Certified Internetwork Expert (CCIE) written exam
  • Cisco Certified Design Expert (CCDE) written test or current CCDE practical exam

Candidates can also sit through the Cisco Certified Architect (CCAr) interview and the CCAr board review to achieve recertification for CCNA Data Center.

CCNA Data Center facts and figures

Cisco Certified Network Professional (CCNP) Data Center

Networking professionals looking to validate their data center skills and achieve a competitive edge in the workplace can’t go wrong with the Cisco Certified Network Professional (CCNP) Data Center credential.

Geared toward technology architects, along with design and implementation engineers and solutions experts, the CCNP Data Center identifies individuals who can implement Cisco Unified Computing System (UCS) rack-mount servers; install, configure and manage Cisco Nexus switches; and implement and deploy automation of Cisco Application Centric Infrastructure (ACI). The CCNP Data Center is designed for candidates with 3-5 years of experience working with Cisco technologies.

When pursuing the CCNP Data Center, Cisco lets you choose either a design or troubleshooting track. Related data center certifications include the Cisco Certified Network Associate (CCNA Data Center), for those with 1-3 years of experience, and the Cisco Certified Internetwork Expert (CCIE) Data Center, aimed at professionals with seven or more years of experience.

The CCNP Data Center is valid for three years, after which credential holders must recertify. The recertification process requires candidates to pass a single test to maintain the credential, or to sit for the Cisco Certified Architect (CCAr) interview and the CCAr board review. Credential holders should check the Cisco website for the current list of qualifying exams before attempting to recertify.

CCNP Data Center facts and figures

Certification name

Cisco Certified Network Professional Data Center (CCNP Data Center)

Prerequisites and required courses

Valid Cisco Certified Network Associate Data Center (CCNA Data Center) certification or any Cisco Certified Internetwork Expert (CCIE) certification. Training recommended but not required; classes are usually four or five days and start at $3,950.

Number of exams

Four exams:
  • 300-175 DCUCI – Implementing Cisco Data Center Unified Computing
  • 300-165 DCII – Implementing Cisco Data Center Infrastructure
  • 300-170 DCVAI – Implementing Cisco Data Center Virtualization and Automation
  • 300-160 DCID – Designing Cisco Data Center Infrastructure
  • 300-180 DCIT –  Troubleshooting Cisco Data Center Infrastructure

All exams are 90 minutes, 60-70 questions.

Cost per exam

$300 per exam; $1,200 total (price may vary by region). Exams administered by Pearson VUE.


Self-study materials

The certification page provides links to self-study materials, including the syllabus, study groups, webinars, Cisco Learning Network resources and learning partner content.

JNCIP-DC: Juniper Networks Certified Professional Data Center

Juniper Networks, based in California and incorporated in 1997, develops and sells network infrastructure equipment and software aimed at corporations, network service providers, government agencies and educational institutions. The company has a large certification and training program designed to support its solutions, which includes Data Center, Junos Security, Enterprise Routing and Switching, and Service Provider Routing and Switching tracks.

The Data Center track recognizes networking professionals who deploy, manage and troubleshoot Juniper Networks Junos software and data center equipment. The single test (JN0-680) covers data center deployment and management, including implementation and maintenance of multi-chassis link aggregation group (LAG), virtual chassis and Internet Protocol (IP) fabric, virtual extensible LANs (VXLANs), and data center interconnections.

The JNCIP-DC certification is good for three years. To renew the certification, candidates must pass the current JNCIP-DC exam.

JNCIP-DC facts and figures

VCE-CIAE: VCE Converged Infrastructure Administration Engineer

VCE, short for Virtual Computing Environment, was part of EMC Corporation, which Dell acquired in 2016. The VCE line of converged infrastructure appliances are still being manufactured and widely sold, and the company has a handful of VCE certifications geared toward designing, maintaining and supporting those solutions.

VCE certifications are now part of the larger Dell EMC Proven Professional certification program but have retained some independence. The program currently offers the VCE Certified Converged Infrastructure Associate (VCE-CIA), VCE Converged Infrastructure Administration Engineer (VCE-CIAE) and VCE Converged Infrastructure Master Administration Engineer (VCE-CIMAE) credentials. We focus on the VCE Administration Engineer in this article because it’s available to the public as well as Dell employees and partners, and it ranks well in job board searches.

The VCE-CIAE is a professional-level credential that recognizes professionals who manage and support Vblock Systems. The single test includes Topics such as system concepts, administration, security, resource management, maintenance and troubleshooting.

Candidates must recertify every two years to maintain a VCE certification. To renew, credential holders must pass the current VCE-CIA test (this is the prerequisite for the VCE-CIAE certification), as well as pass the current VCE-CIAE test or earn a higher-level credential.

VCE-CIAE facts and figures

VCP6-DCV: VMware Certified Professional 6 – Data Center Virtualization

The VCP6-DCV is one of those credentials that sits firmly on the line between traditional data center networking and cloud management. As such, it appeals to a wide networking audience. In fact, the VMware website states that more than 100,000 professionals have earned VMware VCP6-DCV certification, making it one of the company’s most popular certifications.

VMware offers an extensive certification program with a rigorous Data Center virtualization track, which includes the VCP6-DCV. Candidates must thoroughly understand Domain Name System (DNS), routing and database connectivity techniques, and how to deploy, configure, manage and scale VMware vSphere environments and storage. VMware recommends that candidates have a minimum of six months of experience with VMware vSphere 6 before attempting the VCP6-DCV certification.

New candidates must take a VMware training course and pass two exams. Training courses start at $4,125; pricing is based on the specific course, delivery format and learning partner.

VMware requires credential holders to recertify every two years. Recertification is achieved by taking whatever test is most current for the certification, earning a new VCP certification in a different solution track or advancing to the next-level VMware certification.

Note: VMware certifications are geared toward the VMware vSphere product, the latest incarnation of which is Version 6.5. As of April 2019, VMware is still rolling out various Version 6.5 exams. Currently, Version 6.5 exams are offered for the Professional and Advanced Professional (Design only) levels. We anticipate that Version 6.5 exams and credentials at the Associate, Advanced Professional Deploy and Expert levels will follow soon.

VCP6-DCV facts and figures

Certification name

VMWare Certified Professional 6 – Data Center Virtualization (VCP6-DCV)

Prerequisites and required courses

Candidates who are new to VMware Data Center Virtualization technology: Six months’ vSphere 6 experience plus one of the following training courses:
  • VMware vSphere: Install, Configure, Manage [V6 or V6.5]
  • VMware vSphere: Optimize and Scale [V6 or V6.5]
  • VMware vSphere: Install, Configure, Manage plus Virtual SAN Fast Track [V6]
  • VMware vSphere: Optimize & Scale [V6 or V6.5]
  • VMware vSphere: Bootcamp [V6]
  • VMware vSphere: Fast Track [V6 or V6.5]
  • VMware vSphere: Design and Deploy Fast Track [V6]
  • VMware vSphere: Troubleshooting [V6]
  • VMware vSphere: Troubleshooting Workshop [V6.5]
  • VMware vSphere: Install, Configure and Manage plus Optimize and Scale Fast Track [V6 or V6.5]
  • VMware vSphere: Optimize and Scale plus Troubleshooting Fast Track [V6]

Note: The cost of VMware training varies; expect to pay from $4,125 for classroom training to more than $6,000 for Bootcamps and Fast Track courses.

Number of exams

Two exams for new candidates, those with vSphere 5 training only, those with an expired VCP in a different solution track or those with an expired VCP5-DCV certification:

One test for candidates with valid VCP5-DCV certification: VMware Certified Professional 6 – Data Center Virtualization Delta exam, 2V0-621D, 105 minutes, 65 questions

One test for candidates with valid VCP certification, any solution track: VMware Certified Professional 6 – Data Center

Exams administered by Pearson VUE.

Cost per exam

  • vSphere Foundations test (V6 or V6.5): $125
  • VMware Certified Professional 6 – Data Center Virtualization exam: $250
  • VMware Certified Professional 6 – Data Center Virtualization Delta exam: $250



Self-study materials

Links to an test guide, training and a practice test (if available) appear on each test page (see the How to Prepare tab). VMware Learning Zone offers test prep subscriptions. Numerous VCP6-DCV study materials are available through Amazon. MeasureUp offers a VCP6-DCV practice test ($129) and a practice lab ($149).

Beyond the top 5: More data center certifications

While not featured in the top five this year, the BICSI Data Center Design Consultant (DCDC) is a terrific certification, designed for IT professionals with at least two years of experience in designing, planning and implementing data centers. This vendor-neutral certification is ideal for data center engineers, architects, designers and consultants. Another good vendor-neutral certification is Schneider Electric’s Data Center Certified Associate (DCCA), an entry-level credential for individuals who design, build and manage data centers as part of a data center-centric IT team.

CNet’s Certified Data Centre Management Professional (CDCMP) and Certified Data Centre Technician Professional (CDCTP) are also worthy of honorable mention. Based in the U.K., these certifications don’t appear in a lot of U.S. job board postings but still deliver solid results from a general Google search.

IT professionals who are serious about advancing their data center careers would do well to check out complementary certifications from our featured vendors. For example, Cisco also offers a number of certifications in data center design and support, including application services, networking infrastructure, storage networking and unified computing. VMware also offers additional data center virtualization certifications worth exploring, including the VMware Certified Advanced Professional 6.5 – Data Center Virtualization Design (VCAP6.5-DCV Design) and the VMware Certified Design Expert (VCDX6-DCV). Also, the Dell EMC Proven Professional certification program offers a bevy of data center-focused certifications, including the Dell EMC Implementation Engineer (EMCIE) and the Dell EMC Certified Cloud Architect (EMCCA).

Because of the proliferation of data center virtualization and cloud computing, you can expect the data center networking job market to continue to remain strong soon. Achieving a certification can be a real feather in your cap, opening the door to new and better work opportunities.

Tue, 28 Jun 2022 12:00:00 -0500 en text/html
Killexams : 5 Best Cloud Certifications 2019

Over the past several years, no other area of IT has generated as much hype, interest and investment as cloud computing. Though the term may have differing meanings for different users, there’s no doubt that the cloud is now a permanent fixture for end users and service providers, as well as global companies and organizations of all sizes. As a result, cloud computing attracts considerable coverage and attention from certification providers and companies that offer cloud-related products, such as Amazon Web Services, Google, Microsoft and VMware.

A Forbes article on cloud computing forecasts summarizes key statistics regarding the current cloud computing landscape and also includes a look to the future. Amazon Web Services (AWS) is the dominant cloud computing player and achieved an incredible 43 percent year-over-year growth. According to Wikibon predictions, AWS revenue should top $43 billion by 2022. AWS is followed closely by Microsoft Azure and the Google Cloud Platform.

According to industry analyst the International Data Corporation (IDC), the cloud has grown much faster than previously predicted. New projections indicate that spending on public cloud services and infrastructure is expected to top $160 billion in 2018, which is an increase of 23.2 percent from 2017. IDC also predicts a five-year compound annual growth rate (CAGR) of 21.9 percent by 2021 with spending for public cloud services to exceed $277 billion. Those are huge numbers, in an era when the U.S. economy is growing at less than 3 percent and global GDP is at 4.2 percent.

A close examination of what’s available to IT professionals by way of cloud-related certifications shows a large and growing number of credentials. For 2019, the best cloud certifications include both vendor-neutral and vendor-specific certification options from some top players in the market. However, certification providers watch technology areas carefully, and seldom jump into any of them until clear and strong interest has been indisputably established.

Cloud professionals should expect to earn a healthy income. SimplyHired reports average salaries for cloud administrators at just under $75,000, while cloud developers average nearly $118,000 annually. Cloud architects are the big winners, with average earnings coming in at $129,469 and some salaries shown as high as $179,115.

Before you peruse our list of the best cloud certifications for 2019, check out our overview of the relative frequency at which the top five picks show up in job postings. Keep in mind that these results are a snapshot in time and real demand for certifications could fluctuate.

Job Board Search Results (in alphabetical order, by certification)




LinkedIn Jobs



AWS Certified Solutions Architect – Professional (Amazon Web Services)






CCNA Cloud (Cisco)






CCNP Cloud (Cisco)






MCSE: Cloud Platform and Infrastructure (Microsoft)






VMware VCP7 – CMA






AWS Certified Solutions Architect – Professional

Amazon Web Services launched its AWS certification program in May 2013. Currently, the program offers role-based credentials at the foundation, associate, and professional levels along with several specialty certifications. AWS certifications focus on preparing candidates for developer, operations and architect roles.   

Our featured cert is the AWS Certified Solutions Architect – Professional certification, which targets networking professionals with two or more years of experience designing and deploying cloud environments on AWS. A person with this credential works with clients to assess needs, plan and design solutions that meet requirements; recommends an architecture for implementing and provisioning AWS applications; and provides guidance throughout the life of the projects.

A candidate for this certification should be highly familiar with Topics such as high availability and business continuity, costing, deployment management, network design, data storage, security, scalability and elasticity, cloud migration, and hybrid architecture.

Other certifications in the AWS certification program include the following:


AWS Certified Solutions Architect – Associate: Identifies and gathers requirements for solution plans and provides guidance on architectural best practices throughout AWS projects. Serves as the prerequisite credential for the professional-level certification.


AWS Certified Developer – Associate: Designs, develops and implements cloud-based solutions using AWS.

AWS Certified DevOps Engineer – Professional: Provisions, operates and manages distributed applications using AWS; implements and manages delivery systems, security controls, governance and compliance validation; defines and deploys monitoring, metrics and logging systems; maintains operational systems. This certification is a professional-level certification for both developer and operation-based roles. When we ran the job board numbers, we found an extremely strong showing among employers seeking AWS certified devops engineers. If your career path is following devops-related roles, this is definitely a certification worth exploring.


AWS Certified SysOps Administrator – Associate: Provisions systems and services on AWS, automates deployments, follows and recommends best practices, and monitors metrics on AWS.


The Certified Cloud AWS Practitioner is the sole foundation-level certification offered by AWS. While not required, it is a recommended prerequisite for associate, professional and specialty certs in the AWS certification family.


AWS offers three specialty certs that focus on security, big data and networking:  the AWS Certified Big Data – Specialty, the AWS Certified Advanced Networking – Specialty, and the AWS Certified Security – Specialty.

With about 40 percent market share, Amazon continues to hold the top spot in the cloud computing services market. That makes the AWS Certified Solutions Architect – Professional credential a feather in the cap of channel partners for whom AWS is a major part of their business. The credential also distinguishes partners from their competitors, perhaps giving them an advantage in the pursuit of new clients.

AWS Certified Solutions Architect – Professional Facts & Figures

Certification Name

AWS Certified Solutions Architect – Professional

Prerequisites & Required Courses


Hands-on experience with cloud architecture design and deployment on AWS (two or more years required)

Ability to evaluate cloud application requirements and make recommendations for provisioning, deployment and implementation on AWS

Skilled in best practices on architectural design at the enterprise, project and application level


AWS Certified Solutions Architect – Associate

Advanced Architecting on AWS training course

Number of Exams

One, AWS Certified Solutions Architect – Professional Level (multiple choice, 170 minutes)

Cost per Exam

$300; test administered by Webassessor
An AWS Certification Account is required to register for the exam.


Self-Study Materials

AWS provides links to an exam blueprint (PDF)sample questions (PDF), practice exams ($40 each), test workshops, self-paced labs, an test preparation resource guide, white papers and more on the certification homepage.

CCNA Cloud: Cisco Certified Network Administrator Cloud

Cisco Systems was founded in 1984 and has become a household name in the realm of IT. Cisco maintains a strong global presence, boasting more than 74,000 employees worldwide and annual revenue of $49.3 billion.

To support its products and customers, Cisco developed and maintains a strong training and certification program, offering credentials at entry, associate, professional, expert and architect levels. Cisco offers two cloud-based credentials: The Cisco Certified Network Associate (CCNA) Cloud and the Cisco Certified Network Professional (CCNP) Cloud. The CCNA and CCNP enjoy a strong presence in the cloud and are featured in this year’s top five list.

An entry-level credential, the CCNA Cloud targets IT professionals working in roles such as network or cloud engineer and cloud administrator. The CCNA Cloud credential validates a candidate’s ability to support cloud-based Cisco solutions. Candidates should possess a basic knowledge of cloud infrastructure and deployment models, cloud networking and storage solutions, provisioning, preparation of reports, ongoing monitoring and other cloud administrative tasks.

Two exams are required to earn the CCNA Cloud. Training is highly recommended, but not required. The credential is valid for three years, after which the credential holder must recertify by passing one of the qualifying recertification exams. Credential holders should check Cisco’s certification webpage for the current list of qualifying exams.

In addition to cloud, the CCNA credential is available for numerous other solution tracks, including Cyber Ops, Routing and Switching, Wireless, Data Center, Security, Collaboration, Industrial, and Service Provider.

CCNA Cloud Facts and Figures

CCNP Cloud: Cisco Certified Network Professional Cloud

Cisco certifications are designed to prepare IT professionals working in specific job roles for common challenges they may encounter in the normal scope of their duties. The Cisco Certified Network Professional (CCNP) Cloud credential is designed to validate the skills of administrators, designers, architects, engineers and data center professionals working in a cloud-based environment. In addition to Cloud, the CCNP is available in six other solution tracks: Collaboration, Routing and Switching, Service Provider, Data Center, Security and Wireless.

As the certification name implies, this is a professional-level credential for experienced cloud practitioners. Candidates should be well-versed in cloud-related technologies, such as Cisco Intercloud and Infrastructure-as-a-Service (IaaS), and cloud models (hybrid, private, public). The CCNP Cloud isn’t all about theory. Successful candidates should also possess the skills necessary to design and implement network, storage and cloud infrastructure solutions and security policies, troubleshoot and resolve issues, automate design processes, design and manage virtual networks and virtualization, provision applications and IaaS, and perform life cycle management tasks. Candidates must also understand Application Centric Infrastructure (ACI) architecture and related concepts.

The requirements to earn the CCNP Cloud credential are rigorous. Candidates must first obtain either the CCNA Cloud or any Cisco Certified Internetwork Expert (CCIE) certification. In addition, candidates must pass four additional exams covering cloud design, implementing and troubleshooting, automation, and building applications using ACI. Training is highly recommended as the best way to prepare for CCNP Cloud exams.

The CCNP Cloud is valid for three years. There are several paths to recertification; most involve passing either a written or practical exam. However, candidates may also recertify by passing the Cisco Certified Architect (CCAr) interview and board review.

CCNP Cloud Facts and Figures

Certification Name

Cisco Certified Network Professional (CCNP) Cloud

Prerequisites & Required Courses

CCNA Cloud or any CCIE certification Cisco Certified Internetwork Expert (CCIE) certification
Recommended training:

Implementing and Troubleshooting the Cisco Cloud Infrastructure (CLDINF)

Designing the Cisco Cloud (CLDDES)

Automating the Cisco Enterprise Cloud (CLDAUT)

Building the Cisco Cloud with Application Centric Infrastructure (CLDACI)

Number of Exams


Implementing and Troubleshooting the Cisco Cloud Infrastructure (300-460, )

Designing the Cisco Cloud (300-465, CLDDES)

Automating the Cisco Enterprise Cloud (300-470, CLDAUT)

Building the Cisco Cloud with Application Centric Infrastructure (300-475, CLDACI)

All exams have 55-65 questions and are 90 minutes in length.
Exams administered by Pearson VUE.

Cost per Exam

$300 each ($1,200 total)


Self-Study Materials

Cisco maintains numerous resources for credential seekers, including test topics, blogs, study and discussion groups, training videos, seminars, self-assessment tools, Cisco Learning Network games and practice exams. Visit the certification webpage and each test webpage for more information. Books and other training materials are available from the Cisco Marketplace Bookstore.

MCSE: Cloud Platform and Infrastructure

The MCSE: Cloud Platform and Infrastructure cert (replaced the MCSE: Private Cloud cert in 2017) recognizes a candidate’s ability to manage data centers and validates skills in networking virtualization, systems and identity management, storage and related cloud technologies.

The MCSE: Cloud Platform and Infrastructure credential requires candidates to first obtain one of the following Microsoft Certified Solution Associate (MCSA) certifications:

Each MCSA requires two or three exams depending on the path chosen. The MCSA: Linux on Azure credential requires both a Microsoft test and the Linux Foundation Certified System Administrator (LFCS) exam.

Candidates must also pass an MCSE exam. These exams include Topics such as developing, implementing and architecting Azure-related solutions; configuring and operating hybrid cloud using Azure stack designing and implementing solutions for cloud data platforms; designing and implementing big data analytics solutions; and implementing server infrastructures.

Microsoft Virtual Academy (MVA) offers free courses and training materials on many Topics relevant to the cloud development. Microsoft Learning occasionally offers Exam Replay, a program that allows candidates to purchase a discounted test with a retake (and a practice exam, for a small added cost).

As more and more Microsoft technologies are delivered and consumed in the cloud rather than on premises, Microsoft continues to beef up its cloud-related certifications. It does so by offering new credentials or sprinkling cloud Topics into existing credentials. If you click the Cloud tab, you can see all the cloud-related certifications on the Microsoft Certification webpage.

MCSE: Cloud Platform and Infrastructure Facts and Figures

Certification Name

MCSE: Cloud Platform and Infrastructure

Prerequisites & Required Courses

One of the following MCSA credentials:

MCSA: Windows Server 2016 (three exams) or

MCSA: Cloud Platform (two exams) or

MCSA: Linux on Azure (two exams, one Microsoft and the Linux Foundation Certified System Administrator – LFCS) or

MCSA: Windows Server 2012 (three exams)

One required test from the following:
Developing Microsoft Azure Solutions, test 70-532
Implementing Microsoft Azure Infrastructure Solutions, test 70-533
Architecting Microsoft Azure Solutions, test 70-535 Designing and Implementing Cloud Data Platform Solutions, test 70-473
Designing and Implementing Big Data Analytics Solutions, test 70-475
Securing Windows Server 2016, test 70-744
Implementing a Software-Defined Datacenter, test 70-745, test in beta
Designing and Implementing a Server Infrastructure, test 70-413
Implementing an Advanced Server Infrastructure, test 70-414
Configuring and Operating a Hybrid Cloud with Microsoft Azure Stack, test 70-537

Number of Exams

One MCSE, plus two or three prerequisite exams

Cost per Exam

MCSE exam: $165

Prerequisite exams: $165 each (MCSA), $300 (LFCS)

Exams administered by Pearson VUE.


Self-Study Materials

The Microsoft Learning page includes links to online and in-person training options, study groups, forums, blogs, the Microsoft Evaluation Center and more. Microsoft Press offers free downloadable e-books and test prep books for purchase. The MVA offers free training courses on a variety of topics.
Each test page typically includes links to recommended training, test prep videos, practice tests, community resources and books.

VCP7-CMA: VMware Certified Professional 7 – Cloud Management and Automation

If there’s a contributing technology that enables the cloud, it must be virtualization, and nobody has done virtualization longer or from as many angles as VMware. The company’s newest cloud credential is the VCP7 – Cloud Management and Automation (VCP7-CMA) certification, based on vSphere 6.5 and vRealize, which recognizes IT professionals who can extend data virtualization throughout the cloud.

To earn the VCP7-CMA, candidates need to follow one of these paths:

VMware offers additional credentials with strong cloud connections, such as these:

VMware regularly updates and replaces certifications in its program to reflect new technologies, so check the  VMware Cloud Management and Automation webpage and the certification roadmap for the latest information.

VCP7-CMA Facts & Figures

Certification Name

VMware Certified Professional 7 – Cloud Management and Automation (VCP7-CMA)

Prerequisites & Required Courses

Possess a minimum of six months’ experience on vSphere 6 and vRealize
Complete one of the following training courses:

Cloud Orchestration and Extensibility [V7.1]

zRealize Automation: Orchestration and Extensibility [V7.x]

vRealize Automation: Install, Configure, Manage [V7.0], [v7.0] On Demand, [V7.3], or [V7.3] On Demand

Those already possessing a valid VCP credential are not required to take the recommended training. 

(Training course requirements may change from time to time, so candidates should check back frequently for the current course list.)

Number of Exams

One to three, depending on current VCP certifications held:2V0-620: vSphere 6 Foundations (65 questions, 110 minutes, passing score 300)

2V0-602: VSphere 6.5 Foundations (70 questions, 105 minutes, passing score 300)

2V0-731: VMware Certified Professional Management and Automation (VCP7-CMA) (85 questions, 110 minutes, passing score of 300)

Cost per Exam

$125 2V0-620 and 2V0-602
$250 for 2VO-731

VMware exams administered by Pearson VUE. VMware Candidate ID required to register.


Self-Study Materials

Links to courses, communities, test blueprint, instructional videos, study guides and more are available on the certification page.

Beyond the Top 5: More Cloud Certifications

There’s no overall shortage of cloud-related certifications (nor certificate programs that also attest to cloud competencies).

Although it didn’t make the top five list this year, the CompTIA Cloud+ is still an excellent entry-level credential for those looking for a foundation-level credential. More experienced practitioners should check out Dell’s EMC’s Proven Professional Cloud Architect Specialist (DECE-CA).

You’ll find vendor-specific cloud certifications from companies such as Google, IBM (search for “cloud”), Oracle, Red Hat, Rackspace (CloudU), CA AppLogic and Salesforce. On the vendor-neutral side, the Cloud Certified Professional (CCP) is a comprehensive program aimed at those who aren’t tied to any specific platform. Mirantis offers performed-based OpenStack and Kubernetes certifications at the associate and professional levels. And while it’s a relative newcomer, the vendor-neutral National Cloud Technologists Association (NCTA) CloudMASTER certification is also worth your attention. Candidates must achieve three prerequisite certifications or pass a challenge test to earn the CloudMASTER.

  • MCSA: Windows Server 2016
  • MCSA: Cloud Platform
  • MCSA: Linux on Azure
  • MCSA: Windows Server 2012

Path 1 (for current VCP-Cloud or VCP6-CMA credential holders): Candidates who already possess a valid VCP-Cloud or VCP6-CMA certification need to obtain experience working with vSphere 6.x and vRealize and complete the VMware Certified Professional 7 – Cloud Management and Automation (VCP7-CMA) test 2V0-731 to earn the certification.

Path 2 (for current VCP6, 6.5, or 7 credential holders in a different track): Candidates who already possess a valid VCP6, 6.5 or 7 credential in a different track should gain experience working with vSphere 6.x and vRealize and then pass test 2V0-731: VMware Certified Professional 7 – Cloud Management and Automation.

Path 3 (for expired VCP-CMA credential holders): Candidates who hold an expired VCP-CMA certifications must obtain six months of experience on vSphere 6 and vRealize, take a training course and pass test 2V0-620: vSphere 6 Foundations test or test 2V0-602 vSphere 6.5 Foundations Exam, plus complete test 2V0-731: VMware Certified Professional 7 – Cloud Management and Automation.

Path 4 (for non-VCP credential holders): Candidates who are just starting with VCP7-CMA must gain six months of experience with vSphere 6.x and vRealize, take one of the required training courses, and pass the required exams mentioned in Path 3 above.

VMware Certified Advanced Professional 7 – Cloud Management and Automation Design (VCAP7-CMA Design)

VMware Certified Advanced Professional 7 – Cloud Management and Automation Deployment (VCAP7-CMA Deploy)

VMware Certified Design Expert 7 — Cloud Management and Automation (VCDX7-CMA)

Tue, 28 Jun 2022 12:00:00 -0500 en text/html
Killexams : NetBackup™ Backup Planning and Performance Tuning Guide

When the data gathering phase is complete, the next steps involve leveraging the data gathered in order to calculate the capacity, I/O and compute requirements in order to determine three key numbers, namely BETB, IOPS, and compute (memory and CPU) resources. At this point we recommend that customers engage the Veritas Presales Team to assist with these calculations to determine the sizing of the solution. After those calculations are completed, then it is important to consider some best practices around sizing and performance, as well as ensuring the solution has some flexibility and headroom.

Best practice guidelines

Due to the nature of MSDP, the memory requirements are driven by the cache, spoold and spad. The guideline is 1GB of memory to 1TB of MSDP. For a 500TB MSDP pool, the recommendation is a minimum of 500GB of memory. It is also important to note that leveraging features like Accelerator can be memory intensive. The memory sizing is important.

For workloads that have very high job numbers, it is recommended that smaller disk drives be leveraged in order to increase IOPS performance. Sometimes 4TB drives are a better fit than 8TB drives. However, this isn't a monolith. Consider this as a factor along with the workload type, data characteristics, retention, and secondary operations.

In a scenario where MSDP storage servers are virtual, whether through VMware, Docker, or in the cloud, it is important not to share physical LUNs between instances. Significant performance impact has been observed in MSDP storage servers deployed in AWS or Azure, as well as VMware and Docker when the physical LUNs are shared between instances.

Often, customers mistakenly believe that setting a high number of data streams on an MSDP pool will increase performance of their backups. This is a misnomer. The goal is to set the number of streams that satisfy the workload needs without creating a bottleneck due to the case of too many concurrent streams fighting for resources. For example, a single MSDP storage server with a 500TB pool protecting Oracle workloads exclusively at 60K jobs per day was configured with a maximum concurrent stream count of 275. Initially, this was set to 200 and then gradually stepped up to 275.

One method of determining if the stream count is too low, is to measure how long a single job, during the busiest times of the day, waits in queue. If a lot of jobs are waiting in the queue for lengthy periods, then it is possible the stream count is too low.

That said, it is important to gather performance data like SAR from the storage server in order to see how compute and I/O resources are being utilized. If those resources are being heavily utilized at the current state of a specific stream count, and yet there are still large numbers of jobs waiting in the queue for a lengthy period of time, then additional MSDP storage servers may be required in order to meet a customer's window for backups and secondary operations.

When it comes to secondary operations, the goal should be to process all SLP backlog within the same 24 hours it was placed in queue. As an example, if there are 40K backup images per day that must be replicated and/or duplicated, the goal would be to process those images consistently within a 24-hour period in order to prevent a significant SLP backlog.

Often, customers make the mistake of oversubscribing their Maximum Concurrent Jobs within their Storage Units (STUs), which adds up to be a number larger than the Max Concurrent Streams on the MSDP pool. This is not a correct way to leverage STUs. Additionally, customers will incorrectly create multiple STUs that reference the same MSDP storage server with stream counts that individually aren't higher than the Max Concurrent Streams on the MSDP pool, but absolutely add up to a higher number when all STUs that reference that storage server are combined. This is also an improper use of STUs.

All actively concurrent STUs that reference a single, specific MSDP storage server must have Maximum Concurrent Jobs set in total to be less than or equal to the Maximum Concurrent Streams on the MSDP pool. STUs are used to throttle workloads that reference a single storage resource. For example, if an MSDP pool has Maximum Concurrent Streams set to 200, and two Storage Units that have Maximum Concurrent Jobs each set to 150, the maximum number of jobs that can be processed at any given time is still 200, even though the sum of the two STUs is 300. This type of configuration isn't recommended. Furthermore, it is important to understand why more than one STU be created to reference the same MSDP pool. A clean, concise NetBackup configuration is easier to manage and highly recommended. It is rare that a client absolutely must have more than one STU referencing the same MSDP storage server and associated pool.

Another thing to consider is that SLPs do need one or more streams to process secondary operations. Duplications and replications may not always have the luxury to be written during a window of time when no backups are running. Therefore, it is recommended that the sum of the Maximum Concurrent Jobs set on all STUs referencing a specific MSDP storage server be 7-10% less than the Maximum Concurrent Streams on the MSDP pool in order to accommodate secondary operations whilst backups jobs are running. An example of this would be where the Maximum Concurrent Streams on the MSDP pool is set to 275 whilst the sum of all Maximum Concurrent Jobs set on the STUs that reference that MSDP storage server is 250. This will allow up to 25 streams to be used for other activities like restores, replications, and duplications during which backups jobs are also running.

Pool Sizes

Although it is tempting to minimize the number of MSDP storage servers and size pools to the max 960TB, there are some performance implications that are worth considering. It has been observed that heavy mixed workloads sent to a single, 960TB MSDP pool don't perform as well as constructing two MSDP pools at 480TB and grouping the workloads to back up to a consistent MSDP pool. For example, consider two workload types, namely VMware and Oracle which happen to both be very large. Sending both workloads to a single large pool, especially considering that VMware and Oracle are resource intensive, and both generate high job counts, can impact performance. In this scenario, creating a 480TB MSDP pool as the target for VMware workloads and a 480TB MSDP pool Oracle workloads can often deliver better performance.

Some customers incorrectly believe that alternating MSDP pools as the target or the same data is a good idea. It isn't. In fact, this approach decreases dedupe efficacy. It isn't recommended that a client send the same client data to two different pools. It is also not recommended that a client send the same workloads to two different pools. This action negatively impacts solution performance and capacity.

The only exceptions would be in the case that the target MSDP pool isn't available due to maintenance, and the backup jobs can't wait until it is available, or perhaps the MSDP pool is tight on space and juggling workloads temporarily is necessary whilst additional storage resources are added.

Fingerprint media servers

Many customers believe that minimizing the number of MSDP pools whilst maximizing the number of fingerprint media servers (FPMS) can increase performance significantly. In the past, there has been some evidence that FPMS could be effective at offloading some of the compute activity from the storage server would increase performance. While there are some scenarios where it could still be helpful, those scenarios are less frequent. In fact, often the opposite is true. There has been repeated evidence that large numbers of FPMS leveraging a small number of storage servers can be a waste of resources, increase complexity, and impact performance negatively by overwhelming the storage server. We have consistently seen that the use of more storage servers with MSDP pools in the range of 500TB tend to perform better than a handful of FPMS directing workloads to a single MSDP storage server. Therefore, it is recommended that the use of FPMS be deliberate and conservative, if they are indeed required.


The larger the pool, the larger the MSDP cache. The larger the pool, the longer it takes to run an MSDP check, when the need arises. The fewer number of pools, the more impact taking a single pool offline for maintenance can have on the overall capability of the solution. This is another reason why considering more pools of a smaller size, instead of a minimum number of pools at a larger size, can provide flexibility, as well as increased performance, in your solution design.

In the case of virtual platforms such as Flex, there is value to creating MSDP pools, and associated storage server instances, that act as a target for a specific workload type. With multiple MSDP pools that do not share physical LUNs, the end result produces less I/O contention while minimizing the physical footprint.


Customer who run their environments very close to full capacity tend to put themselves in a difficult position when a single MSDP pool becomes unavailable for any reason. When designing a solution that involves defining the size and number of MSDP pools, it is important to minimize SPOF, whether due to capacity, maintenance, or component failure. Furthermore, in cases where there is a lot of secondary activity like duplications or replications, ensuring there is some additional capacity headroom is important, as certain types of maintenance activity could lead to a short term SLP backlog. A guideline of 25% headroom in each MSDP pool is recommended for these purposes, whether SLP backlog or temporarily juggling workloads due to the aforementioned.

Sun, 26 Jun 2022 12:00:00 -0500 en text/html
Killexams : It’s Time to Start Growing No-Code Developers

Key Takeaways

  • Your no-code business systems are mission-critical.
  • You should be managing the entire application lifecycle, not just the development part.
  • No need to reinvent the wheel — you can draw from fixes for similar problems in software development.
  • You'll have to break the silos that separate your business systems' teams — it's all the same back office product.
  • Teach your no-code developers to behave like engineers.

Companies now have a bewildering volume and variety of business applications—800+ for mid-sizes, for example. And while lots of people like to point to that as an example of how SaaS is out of control, that’s not really the issue. It’s that today, most of these applications are managed by non-developers. 

By developer, I don’t mean people who can code. It’s a subtle nuance, but I believe you don’t have to code to be a developer. It’s more about thinking like an engineer. And when a business’ CRM, HCM, ERP, LMS, MAP, and dozens or hundreds of acronymized third-party applications are modified, constructed, and managed by folks who aren’t trained to think like developers, they pursue short-term results that build toward a long-term disaster. 

In this article, I’ll explain why I think 2022 is the year for those companies to catch up, and start training and promoting business application no-code developers. 

Lots of mid-sized or larger companies I talk to share a simple problem: An administrator wants to retire a field in one of their business applications, be it Salesforce, NetSuite, or Zendesk. They suspect it’s unused. They don’t see any activity and it’d be nice to clean up. But there’s no knowing for sure. And because they tried this one before and the field was crucial to a formula that knocked out some business unit’s dashboards, they fret over it and take no action. Salto CEO Rami Tamir calls this tech debt paralysis. Amplified across a business, it’s a serious problem. 

For example, say the sales team wants to alter the options on a picklist and it takes the CRM team a quarter to figure it out, and for a quarter, some deals are mis-routed. Or, the board decides it’s time to IPO, but realizes there’s no way to make their messy NetSuite instance SOX compliant in time. Or the marketing team wants to ramp up email campaigns to deal with a lead shortfall, but it takes the business applications team six months to port the segments. 

These issues can manifest in all sorts of ways. Consider these three real-life examples I have heard from customers: 

An international SaaS company relies on NetSuite for its ERP. On the last day of their financial year, many critical reports suddenly stopped working, and they couldn’t close the quarter out. It took the entire team scrambling till late night to realize that someone changed some "saved search" in production without knowing that it was used by other critical parts of their implementation.

A large retailer which uses Zendesk for its customer support system. An administrator made a minor mistake in a trigger definition directly in production, and it fired off a confusing email to hundreds of thousands of unsuspecting customers, which then turned into a flood of new tickets.

A large, public SaaS company couldn't figure out why it was seeing a considerable drop in its lead-to-opportunity conversion. After months of analysis it finally discovered that leads from a certain campaign weren’t being assigned a sales rep because of an undetected stuck workflow in Salesforce. Those leads had just sat there untouched.

All of these issues have very real, balance-sheet altering implications. They make that business less competitive. As they grow and these issues compound, their smaller, nimbler competitors will zip past them while they grow slower and slower. Whatever tradeoffs that company made in allowing every business unit to select their own systems to move quickly can, in the end, strangle in errors and misses. And it’s all because these systems primarily evolve without the guidance of trained developers. 

There are two problems companies will need to overcome if they want their business systems to continue to function as they grow. The first is to look to the software development world, and to good practices like those employed in organizations who practice DevOps and Agile development methodologies for guidance.

For nearly sixty years, software developers have been running into similar issues that business applications managers are today: They need a way for many remote teams to coordinate building one highly distributed system. They need quality checks to ensure there are no bugs. Pre-production environments so you can test without consequences. Versioning, so they can maintain many versions of the application in case something breaks.

If developers were exclusively responsible for business applications, they’d bring those habits and tools to bear. They’d think in terms of reusability, separation of concerns, and resilience. They’d use Git-like tools to fork, branch, merge, and commit changes in a way that allows many minds to work together and reduce human error. Perhaps most importantly, they’d consider the whole. 

Today, most teams managing business applications exist in silos. You have the CRM team, the financial apps team, and then all manner of “citizen developers” purchasing and managing SaaS, each striving to make their own team’s lives easier. Most of these systems are big enough to be their own ecosystems, and contain many products. They are also integrated and sharing data. People steeped in software development methodologies and principles would look at this problem very differently than most do today: It’s not 800+ products that need to play nicely together. They’re all one product—the company’s operating system—and any new addition needs to be built and managed for the integrity of the whole. 

And that’s just the first problem. The second is this: Many of these business applications were also not built to be managed by people who think like developers. 

That is, most business systems were constructed with user growth in mind. The interfaces are constructed to allow end users to get things done, not administrators to keep it all in order. Furthermore, if you’re thinking in terms of application lifecycle development, they’re only built to solve for the first step. 

Image source

That means they lack native features to do things developers might expect, like versioning, the ability to search the entire code base, the ability to manage multiple environments, and in some cases, the simple ability to push changes from a sandbox into production. Some now offer “dev” environments, but it’s rarely everything you’d need.

Thankfully, I believe the fix to the second problem is the fix to the first problem: Teach more business systems administrators the wisdom of software developers. Developers often don’t have all the systems they need—so they build or borrow what they need to get the job done. They use Git tools to abstract what they’re building into manageable chunks, ticketing systems to document and prioritize the work, and, when needed, build their own tools. 

If business systems administrators trained to think like developers start agitating for more of these features, I’ll bet more business system vendors will build them. And if they don’t, those newly crowned “developers” will, like engineers, hopefully build their own. 

Recall those three real-life examples from earlier? The companies with issues in NetSuite, Zendesk, and Salesforce? Each of them adopted no-code DevOps tools and methodologies to create guardrails around their systems: 

The international SaaS company using NetSuite has implemented alerts for its most important configurations. If anyone changes the criteria for the saved searches it needs to close out the quarter, the administrator gets an alert.

The large retailer using Zendesk now forbids administrators from making changes directly in production. Instead, they borrow the practice of “versioning” and sandboxing from DevOps—each administrator develops configurations in their own sandbox, then moves it to another for integration, and another for testing, and only then implements it in production. 

The large public SaaS company with the missing sales now uses a DevOps tool that provides it a full “blueprint” of each Salesforce org, and the ability to inspect it and make changes. When an important workflow isn’t working, they can discover it, test it, and fix it in days, not months. 

If the business applications world were drawing from the last sixty years of thinking, frameworks, and methodologies in software development, you’d see a lot less tech debt paralysis. Fewer sales and marketing teams would feel hampered by ops. Fewer companies would find themselves unable to grow because of business systems.

I believe your systems should evolve as quickly as your business, and support it through that growth. The only way I see that happening is more no-code developers.

Wed, 06 Jul 2022 06:28:00 -0500 en text/html
Killexams : Vulnerability management: All you need to know

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Vulnerability management is an important part of any cybersecurity strategy. It involves proactive assessment, prioritization and treatment, as well as a comprehensive report of vulnerabilities within IT systems. This article explains vulnerability management in reasonable detail, as well as its key processes and the best practices for 2022.

The internet is a vital worldwide resource that many organizations utilize. However, connecting to the internet can expose organizations’ networks to security risks. Cybercriminals get into networks, sneak malware into computers, steal confidential information and can shut down organizations’ IT systems.

As a result of the pandemic, there has been an increase in remote work, which has raised security risks even higher, leading any organization to be the target of a data leak or malware attack.

According to the Allianz Risk Barometer, cyberthreats will be the biggest concern for organizations globally in 2022. 


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“Before 2025, about 30% of critical infrastructure organizations will experience a security breach that will shut down operations in the organizations,” Gartner predicts.

This is why, for both large and small organizations, proactively detecting security issues and closing loopholes is a must. This is where vulnerability management comes in.

What is vulnerability management?

Vulnerability management is an important part of cybersecurity strategy. It involves proactive assessment, prioritization and treatment, as well as a comprehensive report of vulnerabilities within IT systems.

A vulnerability is a “condition of being open to harm or attack” in any system. In this age of information technology, organizations frequently store, share and secure information. These necessary activities expose the organizations’ systems to a slew of risks, due to open communication ports, insecure application setups and exploitable holes in the system and its surroundings.

Vulnerability management identifies IT assets and compares them to a constantly updated vulnerability database to spot threats, misconfigurations and weaknesses. Vulnerability management should be done regularly to avoid cybercriminals exploiting vulnerabilities in IT systems, which could lead to service interruptions and costly data breaches.

While the term “vulnerability management” is often used interchangeably with “patch management,” they are not the same thing. Vulnerability management involves a holistic view to making informed decisions about which vulnerabilities demand urgent attention and how to patch them.

[Related: Why edge and endpoint security matter in a zero-trust world]

Vulnerability management lifecycle: Key processes

Vulnerability management is a multistep process that must be completed to remain effective. It usually evolves in tandem with the expansion of organizations’ networks. The vulnerability management process lifecycle is designed to help organizations assess their systems to detect threats, prioritize assets, remedy the threats and document a report to show the threats have been fixed. The following sections go into greater detail about each of the processes.

1. Assess and identify vulnerability

Vulnerability assessment is a crucial aspect of vulnerability management as it aids in the detection of vulnerabilities in your network, computer or other IT asset. It then suggests mitigation or remediation if and when necessary. Vulnerability assessment includes using vulnerability scanners, firewall logs and penetration test results to identify security flaws that could lead to malware attacks or other malicious events.

Vulnerability assessment determines if a vulnerability in your system or network is a false positive or true positive. It tells you how long the vulnerability has been on your system and what impact it would have on your organization if it were exploited. 

A beneficial vulnerability assessment performs unauthenticated and authenticated vulnerability scans to find multiple vulnerabilities, such as missing patches and configuration issues. When identifying vulnerabilities, however, extra caution should be taken to avoid going beyond the scope of the allowed targets. Other parts of your system may be disrupted if not accurately mapped.

2. Prioritize vulnerability

Once vulnerabilities have been identified, they must be prioritized, so the risks posed can be neutralized properly. The efficacy of vulnerability prioritization is directly tied to its ability to focus on the vulnerabilities that pose the greatest risk to your organization’s systems. It also aids the identification of high-value assets that contain sensitive data, such as personally identifiable information (PII), customer data or protected health information (PHI). 

With your assets already prioritized, you need to gauge the threat exposure of each asset. This will need some inquiry and research to assess the amount of danger for each one. Anything less may be too vague to be relevant to your IT remediation teams, causing them to waste time remediating low- or no-risk vulnerabilities.

Most organizations today prioritize vulnerabilities using one of two methods. They use the Common Vulnerability Scoring System (CVSS) to identify which vulnerabilities should be addressed first — or they accept the prioritization offered by their vulnerability scanning solution. It is imperative to remember that prioritization methods and the data that support them must be re-assessed regularly.

Prioritization is necessary because the average company has millions of cyber vulnerabilities, yet even the most well-equipped teams can only fix roughly 10% of them. A report from VMware states that “50% of cyberattacks today not only target a network, but also those connected via a supply chain.” So, prioritize vulnerabilities reactively and proactively.

3. Patch/treat vulnerability

What do you do with the information you gathered at the prioritization stage? Of course, you’ll devise a solution for treating or patching the detected flaws in the order of their severity. There are a variety of solutions to treat or patch vulnerabilities to make the workflow easier:

  • Acceptance: You can accept the risk of the vulnerable asset to your system. For noncritical vulnerabilities, this is the most likely solution. When the cost of fixing the vulnerability is much higher than the costs of exploiting it, acceptance may be the best alternative.
  • Mitigation: You can reduce the risk of a cyberattack by devising a solution that makes it tough for an attacker to exploit your system. When adequate patches or treatments for identified vulnerabilities aren’t yet available, you can use this solution. This will buy you time by preventing breaches until you can remediate the vulnerability.
  • Remediation: You can remediate a vulnerability by creating a solution that will fully patch or treat it, such that cyberattackers cannot exploit it. If the vulnerability is known to be high risk and/or affects a key system or asset in your organization, this is the recommended solution. Before it becomes a point of attack, patch or upgrades the asset.

4. Verify vulnerability

Make time to double-check your work after you’ve fixed any vulnerabilities. Verifying vulnerabilities will reveal whether the steps made were successful and whether new issues have arisen concerning the same assets. Verification adds value to a vulnerability management plan and improves its efficiency. This allows you to double-check your work, mark issues off your to-do list and add new ones if necessary.

Verifying vulnerabilities provides you with evidence that a specific vulnerability is persistent, which informs your proactive approach to strengthen your system against malicious attacks. Verifying vulnerabilities not only gives you a better understanding of how to remedy any vulnerability promptly but also allows you to track vulnerability patterns over time in different portions of your network. The verification stage prepares the ground for reporting, which is the next stage.

5. Report vulnerability

Finally, your IT team, executives, and other employees must be aware of the current risk level associated with vulnerabilities. IT must provide tactical reporting on detected and remedied vulnerabilities (by comparing the most recent scan with the previous one). The executives require an overview of the present status of exposure (think red/yellow/green reporting). Other employees must likewise be aware of how their internet activity may harm the company’s infrastructure.

To be prepared for future threats, your organization must constantly learn from past dangers. Reports make this idea a reality and reinforce the ability of your IT team to address emerging vulnerabilities as they come up. Additionally, consistent reporting can assist your security team in meeting risk management KPIs, as well as regulatory requirements.

[Related: Everything you need to know about zero-trust architecture ]

Top 8 best practices for vulnerability management policy in 2022

Vulnerability management protects your network from attacks, but only if you use it to its full potential and follow industry best practices. You can Excellerate your company’s security and get the most out of your vulnerability management policy by following these top eight best practices for vulnerability management policy in 2022.

1. Map out and account for all networks and IT assets

Your accessible assets and potentially vulnerable entry points expand as your company grows. It’s critical to be aware of any assets in your current software systems, such as individual terminals, internet-connected portals, accounts and so on. One piece of long-forgotten hardware or software could be your undoing. They can appear harmless, sitting in the corner with little or no use, but these obsolete assets are frequently vulnerable points in your security infrastructure that potential cyberattackers are eager to exploit.

When you know about everything that is connected to a specific system, you will keep an eye out for any potential flaws. It’s a good idea to search for new assets regularly to ensure that everything is protected within your broader security covering. Make sure you keep track of all of your assets, whether they are software or hardware, as it is difficult to protect assets that you’ve forgotten about. Always keep in mind that the security posture of your organization is only as strong as the weakest places in your network.

2. Train and involve everyone (security is everyone’s business)

While your organization’s IT specialists will handle the majority of the work when it comes to vulnerability management, your entire organization should be involved. Employees need to be well-informed on how their online activities can jeopardize the organization’s systems. The majority of cyberattacks are a result of employees’ improper usage of the organization’s systems. Though it’s always unintentional, employees that are less knowledgeable about cybersecurity should be informed and updated so that they are aware of common blunders that could allow hackers to gain access to sensitive data.

Due to the increase in remote work occasioned by the pandemic, there’s been a major rise in cybercrime and phishing attacks. Most remote jobs have insufficient security protocols, and many employees that now work remotely have little or no knowledge about cyberattacks. In addition to regular training sessions to keep your IT teams up to date, other employees need to know best practices for creating passwords and how to secure their Wi-Fi at home, so they can prevent hacking while working remotely.

 3. Deploy the right vulnerability management solutions

Vulnerability scanning solutions come in a variety of forms, but some are better than others, as they often include a console and scanning engines. The ideal scanning solutions should be simple to use so that everyone on your team can use them without extensive training. Users can focus on more complicated activities when the repeated stages in the solutions have been automated.

Also, look into the false-positive rates of the solutions you are considering. The ones that prompt false alarms might cost you money and time because your security teams will have to eventually execute manual scanning. Your scanning program should also allow you to create detailed reports that include data and vulnerabilities. If the scanning solutions you’re using can’t share information with you, you may have to select one that can.

4. Scan frequently

The efficiency of vulnerability management is often determined by the number of times you perform vulnerability scanning. Regular scanning is the most effective technique to detect new vulnerabilities as they emerge, whether as a result of unanticipated issues or as a result of new vulnerabilities introduced during updates or program modifications. 

Moreover, vulnerability management software can automate scans to run regularly and during low-traffic times. Even if you don’t have vulnerability management software, it’s probably still good to have one of your IT team members run manual scans regularly to be cautious.

Adopting a culture of frequent infrastructure scanning helps bridge the gap that can leave your system at risk to new vulnerabilities at a time when attackers are continually refining their methods. Scanning your devices on a weekly, monthly or quarterly basis can help you stay on top of system weak points and add value to your company.

5. Prioritize scanning hosts

Your cybersecurity teams must rank vulnerabilities according to the level of threats they pose to your organization’s assets. Prioritizing allows IT professionals to focus on patching the assets that offer the greatest risk to your organization, such as all internet-connected devices in your organization’s systems.

Similarly, using both automated and manual asset assessments can help you prioritize the frequency and scope of assessments that are required, based on the risk value assigned to each of them. A broad assessment and manual expert security testing can be assigned to a high-risk asset, while a low-risk asset merely requires a general vulnerability scan.

6. Document all the scans and their results

Even if no vulnerabilities are discovered, the results of your scanning must be documented regularly. This creates a digital trail of scan results, which might aid your IT team in identifying scan flaws later on if a potential vulnerability is exploited without the scan recognizing it. It’s the most effective technique to ensure that future scans are as accurate and efficient as possible.

However, always make sure that the reports are written in a way that is understandable not just by the organization’s IT teams, but also by the nontechnical management and executives.

7. Do more than patching

In the vulnerability management process, remediation must take shape in the context of a world where patching isn’t the only option. Configuration management and compensating controls, such as shutting down a process, session or module, are other remediation options. From vulnerability to vulnerability, the best remediation method (or a mix of methods) will vary.

To achieve this best practice, the organization’s cumulative vulnerability management expertise should be used to maintain an understanding of how to match the optimal remediation solution to a vulnerability. It’s also reasonable to use third-party knowledge bases that rely on massive data.

8. Maintain a single source of truth

When it comes to remediating vulnerability, most organizations have multiple teams working on it. For instance, the security team is responsible for detecting vulnerabilities, but it is the IT or devops team that is expected to remediate. Effective collaboration is essential to create a closed detection-remediation loop.

If you are asked how many endpoints or devices are on your network right now, will you be confident that you know the answer? Even if you do, will other people in your organization provide the same answer? It’s vital to have visibility and know what assets are on your network, but it’s also critical to have a single source of truth for that data so that everyone in the company can make decisions based on the same information. This best practice can be implemented in-house or via third-party solutions.

Be wiser than the attackers

As you continually change the cloud services, mobile devices, apps and networks in your organization, you provide threats and cyberattacks the opportunity to expand. With each change, there’s a chance that a new vulnerability in your network will emerge, allowing attackers to sneak in and steal your vital information.

When you bring on a new affiliate partner, employee, client or customer, you’re exposing your company to new prospects as well as new threats. To protect your company from these threats, you’ll need a vulnerability management system that can keep up with and respond to all of these developments. Attackers will always be one step ahead if this isn’t done. 

Read next: Malware and best practices for malware removal

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Wed, 29 Jun 2022 06:58:00 -0500 Abiola Ayodele en-US text/html
Killexams : Making the DevOps Pipeline Transparent and Governable

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Shane Hastie: Good day folks. This is Shane Hastie for the InfoQ Engineering Culture podcast. Today, I'm sitting down with David Williams from Quali. David, welcome. Thanks for taking the time to talk to us today.

David Williams: Thanks, Shane. It's great to be here.

Shane Hastie: Probably my first starting point for most of these conversations is who's David?

Introductions [00:23]

David, he's a pretty boring character, really. He's been in the IT industry all his life, so there's only so many parties you can go and entertain people with that subject now. But I've been working since I first went to school. My first jobs were working in IT operations in a number of financial companies. I started at the back end. For those of you who want to know how old I was, I remember a time when printing was a thing. And so decorating was my job, carrying tapes, separating print out, doing those sort of things. So really I got a very grassroots level of understanding about what technology was all about, and it was nowhere near as glamorous as I've been full to believe. So I started off, I'd say, working operations. I've worked my way through computer operations systems administration, network operations. So I used to be part of a NOC team, customer support.

David Williams: I did that sort of path, as low as you can get in the ladder, to arguably about a rung above. And then what happened over that period of time was I worked a lot with distributed systems, lights out computing scenarios, et cetera and it enabled me to get more involved in some of the development work that was being done, specifically to manage these new environments, specifically mesh computing, clusters, et cetera. How do you move workloads around dynamically and how does the operating system become much more aware of what it's doing and why? Because obviously, it just sees them as workloads but needed to be smarter. So I got into development that way, really. I worked for Digital Equipment in its heyday, working on clusters and part of the team that was doing the operating system work. And so that, combined with my knowledge of how people were using the tech, being one of the people that was once an operations person, it enabled me as a developer to have a little bit of a different view on what needed to be done.

And that's what really motivated me to excel in that area, because I wanted to make sure that a lot of the things that were being built could be built in support of making operations simpler, making the accountability of what was going on more accountable to the business, to enable the services to be a little more transparent in how IT was using them around. So that throughout my career, luckily for me, the tech industry reinvents itself in a very similar way every seven years. So I just have to wait seven years to look like one of the smart guys again. So that's how I really got into it from the get go.

Shane Hastie: So that developer experience is what we'd call thinking about making it better for developers today. What are the key elements of this developer experience for us?

The complexity in the developer role today [02:54]

David Williams: When I was in development, the main criteria that I was really responsible for was time. It was around time and production rates. I really had no clue why I was developing the software. Obviously, I knew what application I was working on and I knew what it was, but I never really saw the results. So over the years, I wasn't doing it for a great amount of time, to be honest with you. Because when I started looking at what needed to be done, I moved quite quickly from being a developer into being a product manager, which by the way, if you go from development to product management, it's not exactly a smooth path. But I think it was something that enabled me to be a better product manager at the time, because then I understood the operations aspects, I was a developer and I understood what it was that made the developer tick because that's why I did it.

It was a great job to create something and work on it and actually show the results. And I think over the years, it enabled me to look at the product differently. And I think that as a developer today, what developers do today is radically more advanced than what I was expected to do. I did not have continuous delivery. I did not really have a continuous feedback. I did not have the responsibility for testing whilst developing. So there was no combined thing. It was very segmented and siloed. And I think over the years, I've seen what I used to do as an art form become extremely sophisticated with a lot more requirements of it than was there. And I think for my career, I was a VP of Products at IBM Tivoli, I was a CTO at BMT software, and I worked for CA Technology prior to its acquisition by Broadcom, where I was the Senior Vice President of Product Strategy.

But in all those jobs, it enabled me to really understand the value of the development practices and how these practices can be really honed in, in support between the products and the IT operations world, as well as really more than anything else, the connection between the developer and the consumer. That was never part of my role. I had no clue who was using my product. And as an operations person, I only knew the people that were unhappy. So I think today's developer is a much more... They tend to be highly skilled in a way that I was not because coding is part of their role. Communication, collaboration, the integration, the cloud computing aspects, everything that you have to now include from an infrastructure is significantly in greater complexity. And I'll summarize by saying that I was also an analyst for Gartner for many years and I covered the DevOps toolchains.

And the one thing I found out there was there isn't a thing called DevOps that you can put into a box. It's very much based upon a culture and a type of company that you're with. So everybody had their interpretation of their box. But one thing was very common, the complexity in all cases was significantly high and growing to the point where the way that you provision and deliver the infrastructure in support of the code you're building, became much more of a frontline job than something that you could accept as being a piece of your role. It became a big part of your role. And that's what really drove me towards joining Quali, because this company is dealing with something that I found as being an inhibitor to my productivity, both as a developer, but also when I was also looking up at the products, I found that trying to work out what the infrastructure was doing in support of what the code was doing was a real nightmare.

Shane Hastie: Let's explore that when it comes, step back a little bit, you made the point about DevOps as a culture. What are the key cultural elements that need to be in place for DevOps to be effective in an organization?

The elements of DevOps culture [06:28]

David Williams: Yeah, this is a good one. When DevOps was an egg, it really was an approach that was radically different from the norm. And what I mean, obviously for people that remember it back then, it was the continuous... Had nothing to do with Agile. It was really about continuous delivery of software into the environment in small chunks, microservices coming up. It was delivering very specific pieces of code into the infrastructure, continuously, evaluating the impact of that release and then making adjustments and change in respect to the feedback that gave you. So the fail forward thing was very much an accepted behavior, what it didn't do at the time, and it sort of glossed over it a bit, was it did remove a lot of the compliance and regulatory type of mandatory things that people would use in the more traditional ways of developing and delivering code, but it was a fledging practice.

And from that base form, it became a much, much bigger one. So really what that culturally meant was initially it was many, many small teams working in combination of a bigger outcome, whether it was stories in support of epics or whatever the response was. But I find today, it has a much bigger play because now it does have Agile as an inherent construct within the DevOps procedures, so you've got the ability to do teamwork and collaboration and all the things that Agile defines, but you've also got the continuous delivery part of that added on top, which means that at any moment in time, you're continually putting out updates and changes and then measuring the impact. And I think today's challenge is really the feedback loop isn't as clear as it used to be because people are starting to use it for a serious applications delivery now.

The consumer, which used to be the primary recipient, the lamp stacks that used to be built out there have now moved into the back end type of tech. And at that point, it gets very complex. So I think that the complexity of the pipeline is something that the DevOps team needs to work on, which means that even though collaboration and people working closely together, it's a no brainer in no matter what you're doing, to be honest. But I think that the ability to understand and have a focused understanding of the outcome objective, no matter who you are in the DevOps pipeline, that you understand what you're doing and why it is, and everybody that's in that team understands their contribution, irrespective of whether they talk to each other, I think is really important, which means that technology supporting that needs to have context.

I need to understand what the people around me have done to be code. I need to know what stage it's in. I need to understand where it came from and who do I pass it to? So all that needs to be not just the cultural thing, but the technology itself also needs to adhere to that type of practice.

Shane Hastie: One of the challenges or one of the pushbacks we often hear about is the lack of governance or the lack of transparency for governance in the DevOps space. How do we overcome that?

Governance in DevOps [09:29]

David Williams: The whole approach of the DevOps, initially, was to think about things in small increments, the bigger objective, obviously being the clarity. But the increments were to provide lots and lots of enhancements and advances. When you fragmented in that way and provide the ability for the developer to make choices on how they both code and provision infrastructure, it can sometimes not necessarily lead to things being unsecure or not governed, but it means that there's different security and different governance within a pipeline. So where the teams are working quite closely together, that may not automatically move if you've still got your different testing team. So if your testing is not part of your development code, which in some cases it is, some cases it isn't, and you move from one set of infrastructure, for example, that supports the code to another one, they might be using a completely different set of tooling.

They might have different ways with which to measure the governance. They might have different guardrails, obviously, and everything needs to be accountable to change because financial organizations, in fact, most organizations today, have compliance regulations that says any changes to any production, non-production environment, in fact, in most cases, requires accountability. And so if you're not reporting in a, say, consistent way, it makes the job of understanding what's going on in support of compliance and governance really difficult. So it really requires governance to be a much more abstract, but end to end thing as opposed to each individual stay as its own practices. So governance today is starting to move to a point where one person needs to see the end to end pipeline and understand what exactly is going on? Who is doing what, where and how? Who has permissions and access? What are the configurations that are changing?

Shane Hastie: Sounds easy, but I suspect there's a whole lot of... Again, coming back to the culture, we're constraining things that for a long time, we were deliberately releasing.

Providing freedom withing governance constraints [11:27]

David Williams: This is a challenge. When I was a developer of my choice, it's applicable today. When I heard the word abstract, it put the fear of God into me, to be honest with you. I hated the word abstract. I didn't want anything that made my life worse. I mean, being accountable was fine. When I used to heard the word frameworks and I remember even balking at the idea of a technology that brought all my coding environment into one specific view. So today, nothing's changed. A developer has got to be able to use the tools that they want to use and I think that the reason for that is that with the amount of skills that people have, we're going to have to, as an industry, get used to the fact that people have different skills and different focuses and different preferences of technology.

And so to actually mandate a specific way of doing something or implementing a governance engine that inhibits my ability to innovate is counterproductive. It needs to have that balance. You need to be able to have innovation, freedom of choice, and the ability to use the technology in the way that you need to use to build the code. But you also need to be able to provide the accountability to the overall objective, so you need to have that end to end view on what you're doing. So as you are part of a team, each team member should have responsibility for it and you need to be able to provide the business with the things that it needs to make sure that nothing goes awry and that there's nothing been breached. So no security issues occurring, no configurations are not tracked. So how do you do that?

Transparency through tooling [12:54]

David Williams: And as I said, that's what drove me towards Quali, because as a company, the philosophy was very much on the infrastructure. But when I spoke to the CEO of the company, we had a conversation prior to my employment here, based upon my prior employer, which was a company that was developing toolchain products to help developers and to help people release into production. And the biggest challenge that we had there was really understanding what the infrastructure was doing and the governance that was being put upon those pieces. So think about it as you being a train, but having no clue about what gauge the track is at any moment in time. And you had to put an awful lot of effort into working out what is being done underneath the hood. So what I'm saying is that there needed to be something that did that magic thing.

It enabled you with a freedom of choice, captured your freedom of choice, translated it into a way that adhered it to a set of common governance engines without inhibiting your ability to work, but also provided visibility to the business to do governance and cost control and things that you can do when you take disparate complexity, translate it and model it, and then actually provide that consistency view to the higher level organizations that enable you to prove that you are meeting all the compliance and governance rules.

Shane Hastie: Really important stuff there, but what are the challenges? How do we address this?

The challenges of complexity [14:21]

David Williams: See, the ability to address it and to really understand why the problems are occurring. Because if you talk to a lot of developers today and say, “How difficult is your life and what are the issues?", the conversation you'll have with a developer is completely different than the conversation you'll have with a DevOps team lead or a business unit manager, in regards to how they see applications being delivered and coded. So at the developer level, I think the tools that are being developed today, so the infrastructure providers, for example, the application dictates what it needs. It's no longer, I will build an infrastructure and then you will layer the applications on like you used to be able to do. Now what happens is applications and the way that they behave is actually defining where you need to put the app, the tools that are used to both create it and manage it from the Dev and the Op side.

So really what the understanding is, okay, that's the complexity. So you've got infrastructure providers, the clouds, so you've got different clouds. And no matter what you say, they're all different impact, serverless, classic adoption of serverless, is very proprietary in nature. You can't just move one serverless environment from one to another. I'm sure there'll be a time when you might be able to do that, but today it's extremely proprietary. So you've got the infrastructure providers. Then you've got the people that are at the top layer. So you've got the infrastructure technology layer. And that means that on top of that, you're going to have VMs or containers or serverless something that sits on your cloud. And that again is defined by what the application needs, in respect to portability, where it lives, whether it lives in the cloud or it's partly an edge, wherever you want to put it.

And then of course on top of that, you've got all the things that you can use that enables you to instrument and code to those things. So you've got things like Helm charts for containers, and you've got a Terraform where developing the infrastructure as code pieces, or you might be using Puppet or Chef or Ansible. So you've got lots of tools out there, including all the other tools from the service providers themselves. So you've got a lot of the instrumentation. And so you've got that stack. So the skills you've got, so you've got the application defining what you want to do, the developer chooses how they use it in support of the application outcome. So really what you want to be able to do is have something that has a control plane view that says, okay, you can do whatever you want.

Visibility into the pipeline [16:36]

David Williams: These are the skills that you need. But if people leave, what do you do? Do you go and get all the other developers to try and debug and translate what the coding did? Wouldn't it be cool instead to have a set of tech that you could understand what the different platform configuration tools did and how they applied, so look at it in a much more consistent form. Doesn't stop them using what they want, but the layer basically says, "I know, I've discovered what you're using. I've translated how it's used, and I'm now enabling you to model it in a way that enables everybody to use it." So the skills thing is always going to exist. The turnover of people is also very extremely, I would say, more damaging than the skills because people come and go quite freely today. It's the way that the market is.

And then there's the accountability. What do the tools do and why do they do it? So you really want to also deal with the governance piece that we mentioned earlier on, you also want to provide context. And I think that the thing that's missing when you build infrastructure as code and you do all these other things is even though you know why you're building it and you know what it does to build it, that visibility that you're going to have a conversation with the DevOps lead and the business unit manager, wouldn't it be cool if they could actually work out that what you did is in support of what they need. So it has the application ownership pieces, for example, a business owner. These are the things that we provide context. So as each piece of infrastructure is developed through the toolchain, it adds context and the context is consistent.

So as the environments are moved in a consistent way, you actually have context that says this was planned, this was developed, and this is what it was done for. This is how it was tested. I'm now going to leverage everything that the developer did, but now add my testing tools on top. And I'm going to move that in with the context. I'm now going to release the technology until I deploy, release it, into either further testing or production. But the point is that as things get provisioned, whether you are using different tools at different stages, or whether you are using different platforms with which to develop and then test and then release, you should have some view that says all these things are the same thing in support of the business outcome and that is all to do with context. So again, why I joined Quali was because it provides models that provide that context and I think context is very important and it's not always mentioned.

As a coder, I used to write lots and lots of things in the code that gave people a clue on what I was doing. I used to have revision numbers. But outside of that and what I did to modify the code within a set of files, I really didn't have anything about what the business it was supporting it. And I think today with the fragmentation that exists, you've got to provide people clues on why infrastructure is being deployed, used, and retired, and it needs to be done in our life cycle because you don't want dormant infrastructure sitting out there. So you've got to have it accountable and that's where the governance comes in. So the one thing I didn't mention earlier on was you've got to have ability to be able to work out what you're using, why it's being used and why is it out there absorbing capacity and compute, costing me money, and yet no one seems to be using it.

Accountability and consistency without constraining creativity and innovation [19:39]

David Williams: So you want to be out of accountability and with context in it, that at least gives you information that you can rely back to the business to say, "This is what it cost to actually develop the full life cycle of our app, in that particular stage of the development cycle." So it sounds very complex because it is, but the way to simplify it is really to not abstract it, but consume it. So you discover it, you work out what's going on and you create a layer of technology that can actually provide consistent costing, through consistent tagging, which you can do with the governance, consistent governance, so you're actually measuring things in the same way, and you're providing consistency through the applications layer. So you're saying all these things happen in support, these applications, et cetera. So if issues occur, bugs occur, when it reports itself integrated with the service management tools, suddenly what you have there is a problem that's reported in response to an application, to a release specific to an application, which then associates itself with a service level, which enables you to actually do report and remediation that much more efficiently.

So that's where I think we're really going is that the skills are always going to be fragmented and you shouldn't inhibit people doing what they need. And I think the last thing I mentioned is you should have the infrastructure delivered in the way you want it. So you've got CLIs, if that's a preferred way, APIs to call it if you want to. But for those who don't have the skills, it's not a developer only world if I'm an abstraction layer and I'm more of an operations person or someone that doesn't have the deep diving code skills, I should need to see a catalog of available environments built by coding, built by the people that actually have that skill. But I should be able to, in a single click, provision an environment in support of an application requirement that doesn't require me to be a coder.

So that means that you can actually share things. So coders can code, that captures the environment. If that environment is needed by someone that doesn't have the skills, but it's consistently, because it has all that information in it, I can hit a click. It goes and provisions that infrastructure and I haven't touched code at all. So that's how you see the skills being leveraged. And you just got to accept the fact that people will be transient going forward. They will work from company to company, project to project, and that skills will be diverse, but you've got to provide a layer with which that doesn't matter.

Shane Hastie: Thank you very much. If people want to continue the conversation, where do they find you?

David Williams: They can find me in a number of places. I think the best place is I'm at Quali. It is I'm the only David W., which is a good thing, so you'll find me very easily. Unlike a plane I got the other day, where I was the third David Williams on the plane, the only one not to get an upgrade. So that's where you can find me. I'm also on LinkedIn, Dave Williams on LinkedIn can be found under Quali and all the companies that I've spoken to you about. So as I say, I'm pretty easy to find. And I would encourage, by the way, anybody to reach out to me, if they have any questions about what I've said. It'd be a great conversation.

Shane Hastie: Thanks, David. We really appreciate it.

David Williams: Thank you, Shane.


. From this page you also have access to our recorded show notes. They all have clickable links that will take you directly to that part of the audio.

Sun, 10 Jul 2022 13:55:00 -0500 en text/html
Killexams : Precision Medicine Market Report 2022-2032


Forecasts by Product Type (Diagnostics (Genetic Tests, Biomarker-based Tests, Others), Therapeutics), by Application (Oncology, CNS, Immunology, Respiratory, Others), by End-user (Hospitals, Diagnostic Centres, Research & Academic Institutes, Others) AND Regional and Leading National Market Analysis PLUS Analysis of Leading Companies AND COVID-19 Recovery Scenarios

New York, July 11, 2022 (GLOBE NEWSWIRE) -- announces the release of the report "Precision Medicine Market Report 2022-2032" -

The Precision Medicine Market Report 2022-2032: This report will prove invaluable to leading firms striving for new revenue pockets if they wish to better understand the industry and its underlying dynamics. It will be useful for companies that would like to expand into different industries or to expand their existing operations in a new region.

Global Burden of Cancer, Rising Demand for Targeted Therapy, And Growing Precedence of Precision Medicine Are Driving the Market Growth

Some of the major forces propelling the global precision medicine market include increasing global burden of cancer, rising demand for targeted therapy, and growing precedence of precision medicine. According to Cancer Research UK, an estimated 23.6 million new cases of cancer will be reported in 2030 worldwide which can be attributed to factors such as population growth and rise in geriatric population. Based on these statistics, basic and translational cancer research continues to be of utmost importance.

A better understanding of the genetic characteristics or biomarkers of an individual can promote the practice or administering the right drug, at the right time, at the right dose, for the right person. Implementation of patient-selection diagnostic set-up in the earlier phases of drug development has been the core objective of pharmacological, pharmaceutical and biopharmaceutical firms for which significant efforts are being put so that targeted therapies are delivered to the right candidate which further supplements the growth of the precision medicine market. Furthermore, the increase in scope of application of precision medicine is expected to propel market growth. Precision medicine have numerous application areas, which includes oncology, central nervous system (CNS), immunology, respiratory and other diseases. Several studies are exploring the possibilities of developing diagnostic tests and therapeutics for other cancer indications, such as prostate cancer, ovarian cancer, and leukaemia. New entrants have identified this opportunity to venture into the market by developing tests for rare indications, such as ovarian cancer.

High Cost of Precision Medicine and Insufficient Funding For Diagnostics Space in Developing Countries Can Thwart the Market Growth

Precision medicine may be well-established in pharma industry, however overwhelming cost hinder its reach to payers, patients, and physicians. This high initial cost puts these tests and therapies out of reach of a large portion of end users particularly those in developing countries despite of its benefits and assured returns on investment.

The lack of data interoperability is another key barrier in achieving precision medicines to its full potential. Without international data standards on genomic data, it is not possible to integrate data on genetic markers into patient records that would help researchers to understand why particular set of population is particularly susceptible to a decease. Also, diagnostics has always been perceived as a small step in a healthcare program, and insufficient funding in this space particularly in emerging economies further impedes the market growth.

What Questions Should You Ask before Buying a Market Research Report?
• How is the Precision Medicine market evolving?
• What is driving and restraining the Precision Medicine market?
• How will each Precision Medicine submarket segment grow over the forecast period and how much revenue will these submarkets account for in 2032?
• How will the market shares for each Precision Medicine submarket develop from 2022 to 2032?
• What will be the main driver for the overall market from 2022 to 2032?
• Will leading Precision Medicine markets broadly follow the macroeconomic dynamics, or will individual national markets outperform others?
• How will the market shares of the national markets change by 2032 and which geographical region will lead the market in 2032?
• Who are the leading players and what are their prospects over the forecast period?
• What is the Precision Medicine projects for these leading companies?
• How will the industry evolve during the period between 2020 and 2032? What are the implications of Precision Medicine projects taking place now and over the next 10 years?
• Is there a greater need for product commercialisation to further scale the Precision Medicine market?
• Where is the Precision Medicine market heading and how can you ensure you are at the forefront of the market?
• What are the best investment options for new product and service lines?
• What are the key prospects for moving companies into a new growth path and C-suite?

You need to discover how this will impact the Precision Medicine market today, and over the next 10 years:
• Our 441-page report provides 267 tables and 411 charts/graphs exclusively to you.
• The report highlights key lucrative areas in the industry so you can target them – NOW.
• It contains in-depth analysis of global, regional and national sales and growth.
• It highlights for you the key successful trends, changes and revenue projections made by your competitors.

This report tells you TODAY how the Precision Medicine market will develop in the next 10 years, and in line with the variations in COVID-19 economic recession and bounce. This market is more critical now than at any point over the last 10 years.

Forecasts to 2032 and other analyses reveal commercial prospects
• In addition to revenue forecasting to 2032, our new study provides you with recent results, growth rates, and market shares.
• You will find original analyses, with business outlooks and developments.
• Discover qualitative analyses (including market dynamics, drivers, opportunities, restraints and challenges), cost structure, impact of rising Precision Medicine prices and recent developments.

This report includes data analysis and invaluable insight into how COVID-19 will affect the industry and your company. Four COVID-19 recovery patterns and their impact, namely, “V”, “L”, “W” and “U” are discussed in this report.

Segments Covered in the Report

By Product Type
• Diagnostics
– Genetic tests
– Biomarker based tests
– Others
• Therapeutics

By Application
• Oncology
• Immunology
• Respiratory
• Others

By End User
• Hospitals
• Diagnostic centres
• Research & academic institutes
• Other end-users

In addition to the revenue predictions for the overall world market and segments, you will also find revenue forecasts for four regional and 20 leading national markets:

North America
• U.S.
• Canada
• Mexico

• Germany
• Spain
• United Kingdom
• France
• Italy
• Switzerland
• Rest of Europe

Asia Pacific
• China
• Japan
• India
• Australia
• South Korea
• Rest of Asia Pacific

• Brazil
• Mexico
• Saudi Arabia
• Rest of Latin America

The report also includes profiles and for some of the leading companies in the Precision Medicine Market, 2022 to 2032, with a focus on this segment of these companies’ operations.

Leading companies and the potential for market growth
• Abbott Laboratories
• Abnova Corporation
• Agilent Technologies
• AstraZeneca
• BioMérieux SA
• Eli Lilly & Company
• F Hoffmann-La Roche AG
• GlaxoSmithKline Plc
• Illumina
• Myriad Genetics Inc.
• Novartis AG
• Pfizer Inc.
• Qiagen Inc.
• Quest Diagnostics Inc.
• Thermo Fisher Scientific, Inc.

Overall world revenue for Precision Medicine Market, 2022 to 2032 in terms of value the market will surpass US$63,333 million in 2021, our work calculates. We predict strong revenue growth through to 2032. Our work identifies which organizations hold the greatest potential. Discover their capabilities, progress, and commercial prospects, helping you stay ahead.

How will the Precision Medicine Market, 2022 to 2032 report help you?

In summary, our 440+ page report provides you with the following knowledge:
• Revenue forecasts to 2032 for Precision Medicine Market, 2022 to 2032 Market, with forecasts for product type, application, and end user and at a global and regional level – discover the industry’s prospects, finding the most lucrative places for investments and revenues.
• Revenue forecasts to 2032 for four regional and 14 key national markets – See forecasts for the Precision Medicine Market, 2022 to 2032 market in North America, Europe, Asia-Pacific and LAMEA. Also forecasted is the market in the US, Canada, Mexico, Brazil, Germany, France, UK, Italy, China, India, and Japan among other prominent economies.
• Prospects for established firms and those seeking to enter the market – including company profiles for 20 of the major companies involved in the Precision Medicine Market, 2022 to 2032.

Find quantitative and qualitative analyses with independent predictions. Receive information that only our report contains, staying informed with invaluable business intelligence.

Information found nowhere else

With our new report, you are less likely to fall behind in knowledge or miss out on opportunities. See how our work could benefit your research, analyses, and decisions. Visiongain’s study is for everybody needing commercial analyses for the Precision Medicine Market, 2022 to 2032, market-leading companies. You will find data, trends and predictions.

Read the full report:

About Reportlinker
ReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.


CONTACT: Clare: US: (339)-368-6001 Intl: +1 339-368-6001
Tue, 12 Jul 2022 01:13:00 -0500 en-US text/html
Killexams : Guest View: Rise of the machines: Power brokers in DevOps bonding!

To some people, developers are ingenious innovative software generators. To others, they’re code hacking. Either way, the world they know is changing, and their role must evolve to take on more responsibility and be more accountable for the code and applications they create.

One of the more pressing challenges facing software development and delivery teams occurs when software is released and running in production. Deployment, release management and maintenance issues (especially in resolving problems once applications are working out in the field) are the bane of both the software production teams (the developers) and the operation teams alike. The problems are getting harder, not easier, with each technological and platform advance.

Knowing this hardship, you’d be hard pressed not to think that relationships between the developer and operations teams, called the DevOps bond, would be more in-tune to their respective requirements, shared challenges and goals, and be in general a lot more collaborative. Nothing can be further from the truth. The disconnect that exists between many development and operations teams is both legendary and ingrained.

The “throw it over the wall” attitude, a key culprit to the strained DevOps relationship, partly stems from the lack of deep and connected insight into deployed assets, process transactions and system configurations, as well as patches and management policies that exist in many production environments.

But, when all is said and done, the real culprit at the center of the breakdown in the DevOps relationship is a shameful disregard on both sides for the communication and connections that need to happen in order to understand the dynamics of an application deployed out in the field, and the impact of changes made either to the application or the field environment. A lack of knowledge and insight along with the failure to manage the expectations on both sides has resulted in time, money and other precious resources being wasted in resolving problems that arise. In truth, these are fundamental failings that underlie most of the woes of software development, delivery and the ongoing maintenance once an application or code component is deployed out in the field.

Forget what the pundits say: Despite the proliferation of Web services and modern middleware, the walls of silos are unlikely to tumble down anytime soon. It has, after all, taken a long time for them to build up. But they are becoming more porous. That’s not easy for developers or operations teams to handle.

What happens when two silos intersect? You have developer teams potentially interacting with two operations teams. Managing and controlling the handover from developers to operations, understanding what to expect, and ensuring that expectations on both sides are properly met are keys to any successful collaboration.

Virtualization can help or hinder
The pressure is on the development community as well as on the business heads who pay the bills when things go wrong. The chances of things going wrong have increased. Software is more advanced, complex and prolific. There is a divestiture of control, management and execution with the rise of outsourced services and virtualized infrastructure, architectures, and tools. Let’s also not forget the in-house/on-premise issues of ownership and control.

Added to this list are the on-demand licensing models and self-service style acquisition and implementation strategies, and you can see an altogether more complex reality ripe with tripping points. The stakes are higher with the economic downturn causing greater scrutiny of budgets.

The disconnect between the two sides was less pronounced in the early days of mainframe development. The pressure is on to regain and strengthen this bond as a result of a number of competing factors:

•    The need to quickly resolve problems experienced in the field as user expectations increase, resulting in a growing intolerance for poor experience with software applications, especially if it is caused through poor deployment and implementation.

•    The trend toward data center automation and transformation based on virtualization and cloud strategies and technologies. It will particularly impact the frameworks, platforms and tools chosen to build and deploy the applications that then run in such environments.

•    The rise of cloud computing, or more to the point, the various “Thing as a Service” models (such as infrastructure, application, software and platform), will change the developer/operations relationship dramatically, because managing and maintaining them will require a shift of emphasis and structure in the operations teams. It will do so in ways that have yet to be fully understood as cloud computing is still evolving.

Virtualization and cloud computing is blurring the boundaries of DevOps responsibilities. On one hand, developers can directly provision or deploy to a virtualized environment, bypassing the operations team. As a result, developers require new knowledge and access to better instrumentation to ensure a level of insight that allows them to directly resolve problems that relate to application code running in production.

On the other hand, virtualization redefines the skills of IT operations. The dissipation of expertise and skills across a broader role base could potentially see a reduction in the centralized skills of traditional IT operations teams for the entire server stack and the underlying network connections. Operations people have become specialists, which has created gaps of vulnerabilities at the boundaries between the various operations roles. They require automation and more integrated tooling to manage these gaps and develop a more holistic approach to operations that reaches out to developers-turned-operators.

Automation might bridge the DevOps gap
Automation can bridge the DevOps gap as neither developers nor operators are able to manually account for every piece of software deployed, and then know how configuration changes and infrastructure patches will affect or impact software design.

But automation is hard to achieve. The connections that need to be in place, along with the ability to trace and version-stamp relationships, dependencies and configurations, explain why effective automation is so complex, difficult and expensive. So despite the drag that manual processes and configurations present, they are here to stay. The problem with manual processes is that the resources required to ensure that they repeatedly deliver the required outcome are expensive in the long run, and are even harder to manage and monitor.

This explains why, in the long run, automation will happen: to ensure compliance to rules and regulations, raise productivity, enable a high degree of transparency, and increase the speed of delivery. Automation becomes even more vital and a key requirement for tracking the deployment and configuration of assets in virtualized environments and SOA-based infrastructures.

Automation can assure a level of repeatability that, in underpinning a best practice, is more likely to deliver better software consistently.

What about tools?
Surprising as this may seem, the goals and product strategies of the software vendor communities are, for once, collectively aligned and, for the most part, in step with the needs and challenges of end-user organizations faced with software development and operations. This is an act brought on not just by altruism but also by converging necessity, because the barrier to software-driven progression and innovation is ironically a lack of software-based interaction and automation.

Repositories, such as SCM systems, store and manage the various assets, relationships and dependencies to ensure and maintain the fidelity of deployed applications and infrastructure configurations. They must provide higher representations of assets in relation to the systems, business processes and business services they serve. Doing so offers more transparent insight and understanding of the impact of any change. So, it is not just about physical representation, but also one also of logical representation and dependency of resources and systems.

Aside from a tool strategy (which is something that pretty much all the life-cycle management providers are looking), one needs to consider the patterns and behaviors that exist in organizations that present good working partnerships and relationships between operations and development.

DevOps requires end-user guidance
What will be important for any CIO, IT, development and operations manager or team going forward is understanding the dynamics and characteristics of their current handover points and policies. Once achieved, they will then need to put in place tools, systems and processes that can offer a level of confidence to ensure that they are not only well designed and developed, but they are also agreed to by all relevant parties, then rigorously enforced and controlled to ensure repeatability. Additionally, all this must be supported by a management framework that allows them to be easily configurable, made adaptable and provided with the right level of insight and feedback to resolve any problems. Simple? If only!

The line of communication between Dev and Ops needs to be clarified. Neither is well-versed in communicating what either needs to carry out their respective responsibilities. QA and testing, a group within the software delivery team, could and should help smooth the relations between the two sides.

Today, testing is seen as an extension of development rather than a core part of the deployment team. But QA and testing teams need to have a broader scope and a more active role in shaping and strengthening the DevOps relationship. Many of the management and monitoring tools are raising the profile and capability of the testing function as a key conduit between DevOps.

More importantly, the collaboration between those parties and the rest of the software delivery team needs to follow that of agile practices, where there is representation from all the relevant stakeholders at the start of any software delivery detail. This means bringing together end users, developers, operations/system managers and QA/test professionals.

Power to the automated future
The new order behind the DevOps relations is one of convergence and integration of concerns and responsibilities, and it is being repeated across the whole IT spectrum. It is directing and driving new bonds while reshaping existing relationships. At its heart is governance and wider collaboration among participating stakeholders, as well as the ability to automate and drive policy across all life cycles to ensure consistent and reliable delivery, and to manage change more effectively. It is this that brings together and aligns the strategies for application life-cycle management, ITIL/ITSM, product-line management and agile.

Harmony between software development and operations? Now that would be nice, wouldn’t it!

Bola Rotibi is research director of U.K.-based Creative Intellect Consulting, which covers software development, delivery and life-cycle management.

Thu, 30 Jun 2022 11:59:00 -0500 en-US text/html
Killexams : Instagram tests a 'Live Producer' tool that lets you go live from a desktop using streaming software

Instagram is testing a new Live Producer tool that allows broadcasters to go live from a desktop using streaming software, such as OBS, Streamyard and Streamlabs. The Meta-owned company told TechCrunch that the tool is still in the testing phase and is not fully rolled out yet.

“We are always working on ways to make Instagram Live a meaningful place for shared experiences," a spokesperson for Meta said in an email. "We’re now testing a way to allow broadcasters to go Live using streaming software with a small group of partners.”

Instagram says the new integration opens up production features outside the traditional phone camera, including additional cameras, external microphones and graphics.

To use the new tool, you need to first select which streaming software you'll be using for your live event. You can start by opening your streaming software interface and locating where to input your URL and stream key. Instagram says the URL and stream key will allow you to broadcast your streaming software setup directly to Instagram Live. Next, you need to open the desktop version of Instagram and click the "Add post" button and select "Live" from the dropdown menu.

Instagram Live Producer

Image Credits: Instagram

You can then enter the title of your live video within the "Go Live" screen and select your audience. If you select "Practice," your live video will not broadcast to anyone. If you select "Public," you will broadcast to your followers as a normal live video would. You will then see a screen that contains your unique URL and stream key, with instructions on how to use them.

Within the Live Producer viewer on, you’ll see a preview of what your stream will look like. The Live Producer preview should mirror what you’ve set up on the streaming software.

Instagram notes that if you end your stream in the streaming software before you end your Live Producer broadcast, the live video will continue while displaying the last frame received from the streaming software. The company encourages users to end the broadcast on Live Producer first before ending the stream on the streaming software in order to ensure their live video ends smoothly.

In addition, broadcasters will only be able to view and respond to comments within Live Producer. Other Live features, including Live Rooms, Shopping, Fundraisers, comment pinning and Q&A, are not supported by Live Producer. Moderation also isn't supported by Live Producer at this time, the company says.

Instagram notes that you can view, share and obtain your completed broadcast within the Live Archive. However, you can only share and obtain a completed live video from within the Live Archive if you have it enabled. The Live Archive can be accessed on Instagram mobile from your profile.

The company didn't say when it plans to roll out the tool to all users.

Mon, 11 Jul 2022 03:20:00 -0500 en-US text/html
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