0day Updated Pass4sure C9550-605 VCE

Create youre positing much better in your Company with exceptional certification. We help a person eradicate time-intense C9550-605 textbooks simply by giving immediate knowledge and get of books. Simply no matter, how active you are, simply download C9550-605 exam prep that includes real assessment queries and go by means of the PDF guide overnight. Practice IBM WebSphere Enterprise Service Bus V7.0 Integration Development dump along with VCE and you are usually ready to stone the real check.

Exam Code: C9550-605 Practice exam 2022 by Killexams.com team
C9550-605 IBM WebSphere Enterprise Service Bus V7.0 Integration Development

Exam Title : IBM Certified Integration Developer - WebSphere Enterprise Service Bus V7.0
Exam ID : C9550-605
Exam Duration : 120 mins
Questions in exam : 57
Passing Score : 34 / 57
Official Training : Classroom Course
Exam Center : Pearson VUE
Real Questions : IBM WebSphere Enterprise Service Bus Integration Development Real Questions
VCE VCE exam : IBM C9550-605 Certification VCE Practice Test

Integration Solution Design and Service Component Architecture (SCA) Programming Model
- Identify Service Oriented Architecture (SOA) core components and their function in integration solution design.
- Apply the Service Component Architecture (SCA) programming model to an integration solution design.
- Organize modules into an effective project structure taking into consideration component reuse and application maintainability.
- Identify the relationship of WebSphere Enterprise Service Bus with related WebSphere products and other business process management products. 10%
Connectivity and Integration
- Analyze connectivity requirements for integration solution designs.
- Create and maintain assembly diagrams with the Assembly Diagram Editor.
- Explain the role of technology and application adapters in an integration solution.
- Configure inbound and outbound adapter bindings.
- Configure import and export bindings (e.g., JMS, MQ, Web Services, HTTP) and Stand-alone References.
- Demonstrate usage of synchronous and asynchronous invocation patterns. 18%
Component Development
- Describe the Service Message Object (SMO) structure.
- Perform business object design using the Business Object Editor.
- Perform interface design using the Interface Editor.
- Configure dependencies for modules and libraries using the Module Dependency Editor.
- Perform map design using the mapping editors.
- Perform mediation flow development with the Mediation Flow Editor.
- Configure dynamic mediation modules (dynamic routing and mediation policy resolution).
- Implement the Custom Mediation primitive within a mediation flow.
- Design and implement appropriate error handling within a mediation flow.
- Analyze and configure Quality of Service qualifiers.
- Configure components to emit events and messages (Event Emitter primitive and Message Logger primitive). 44%
Testing and Problem Determination
- Configure the Component Test Project to create test cases.
- Configure and use the integrated test environment to test mediation modules and components.
- Use the integration test client for component testing such as data pool creation and test suite usage.
- Use debugging tools to troubleshoot components.
- Monitor events configured during mediation module design for problem determination.
- Identify and use appropriate server logs for application and deployment errors. 18%
Application Packaging, Deployment, Migration and Maintenance
- Configure IBM WebSphere Integration Developer to work with an embedded test server.
- Automate the build and packaging process using ws_ant and serviceDeploy tool.
- Deploy version and non-version mediation modules using the administrative console (Integrated Solutions Console).
- Migrate mediation modules developed for prior versions of IBM WebSphere Enterprise Service Bus to version 7.0.
- Use libraries to support effective component reuse and application maintainability.
- Apply versioning concepts for module maintenance. 10%

IBM WebSphere Enterprise Service Bus V7.0 Integration Development
IBM Integration study
Killexams : IBM Integration study - BingNews https://killexams.com/pass4sure/exam-detail/C9550-605 Search results Killexams : IBM Integration study - BingNews https://killexams.com/pass4sure/exam-detail/C9550-605 https://killexams.com/exam_list/IBM Killexams : Cloud Data Integration Market Size and Growth 2022 Analysis Report by Types, Opportunities, Future Plans, Types, Application and Forecast to 2028

The MarketWatch News Department was not involved in the creation of this content.

Aug 03, 2022 (The Expresswire) -- "Final Report will add the analysis of the impact of COVID-19 on this industry."

Global “Cloud Data Integration Market”2022 research report by market size of different segments and countries in recent years and to forecast the values to the coming years. The report is designed to incorporate both qualitative and quantitative aspects of the industry within each of the regions and countries involved in the study. Furthermore, the report also caters the detailed information about the crucial aspects such as driving factors and challenges which will define the future growth of the market. Additionally, the Cloud Data Integration market report shall also incorporate available opportunities in micro markets for stakeholders to invest along with the detailed analysis of competitive landscape and key players.

Get a trial PDF of the Report - https://www.absolutereports.com/enquiry/request-sample/21343432

Market Analysis and Insights: Global Cloud Data Integration Market

The adoption of cloud-based solutions and services are considerably high, owing to various advantages such as easy accessibility to information, less infrastructure cost, and others. Cloud-based solutions are adopted by several industries, such as telecommunication, IT, and BFSI. In recent years, cloud integration has gained favor among organizations, corporations, and government agencies that implement SaaS (Software as a Service). Cloud computing is a vision that is increasingly turning to reality for many enterprises.
The global Cloud Data Integration market size is projected to reach USD million by 2028, from USD million in 2021, at a CAGR of during 2022-2028.
The major growth drivers of the Cloud Data Integration market include increasing demand cloud-based enterprise applications and increasing demand of cloud computing services. In addition, Use of Cloud Data Integration in various industry verticals shall drive the growth of Cloud Data Integration market. Advancements in industrial IT infrastructure across the globe has led to growth of the Cloud Data Integration across the globe.

The major players covered in the Cloud Data Integration market report are:

● Snaplogic ● Microsoft ● Talend ● Software ● SAP ● Oracle ● Informatica ● IBM ● Dell ● G2 Crowd

Get a trial Copy of the Cloud Data Integration Market Report 2022

Global Cloud Data Integration Market: Drivers and Restrains

The research report has incorporated the analysis of different factors that augment the market’s growth. It constitutes trends, restraints, and drivers that transform the market in either a positive or negative manner. This section also provides the scope of different segments and applications that can potentially influence the market in the future. The detailed information is based on current trends and historic milestones. This section also provides an analysis of the volume of production about the global market and about each type from 2017 to 2028. This section mentions the volume of production by region from 2017 to 2028. Pricing analysis is included in the report according to each type from the year 2017 to 2028, manufacturer from 2017 to 2022, region from 2017 to 2022, and global price from 2017 to 2028.

A thorough evaluation of the restrains included in the report portrays the contrast to drivers and gives room for strategic planning. Factors that overshadow the market growth are pivotal as they can be understood to devise different bends for getting hold of the lucrative opportunities that are present in the ever-growing market. Additionally, insights into market expert’s opinions have been taken to understand the market better.

To Understand How Covid-19 Impact Is Covered in This Report - https://www.absolutereports.com/enquiry/request-covid19/21343432

Global Cloud Data Integration Market: Segment Analysis

The research report includes specific segments by region (country), by manufacturers, by Type and by Application. Each type provides information about the production during the forecast period of 2017 to 2028. By Application segment also provides consumption during the forecast period of 2017 to 2028. Understanding the segments helps in identifying the importance of different factors that aid the market growth.

Segment by Type

● Hardware ● Software ● Services

Segment by Application

● BFSI ● Manufacturing ● Healthcare ● IT And ITES ● Utilities ● Others

Cloud Data Integration Market Key Points:

● Characterize, portray and Forecast Cloud Data Integration item market by product type, application, manufactures and geographical regions. ● deliver venture outside climate investigation. ● deliver systems to organization to manage the effect of COVID-19. ● deliver market dynamic examination, including market driving variables, market improvement requirements. ● deliver market passage system examination to new players or players who are prepared to enter the market, including market section definition, client investigation, conveyance model, item informing and situating, and cost procedure investigation. ● Stay aware of worldwide market drifts and deliver examination of the effect of the COVID-19 scourge on significant locales of the world. ● Break down the market chances of partners and furnish market pioneers with subtleties of the cutthroat scene.

Inquire or Share Your Questions If Any before the Purchasing This Report - https://www.absolutereports.com/enquiry/pre-order-enquiry/21343432

Geographical Segmentation:

Geographically, this report is segmented into several key regions, with sales, revenue, market share, and Cloud Data Integration market growth rate in these regions, from 2015 to 2028, covering

● North America (United States, Canada and Mexico) ● Europe (Germany, UK, France, Italy, Russia and Turkey etc.) ● Asia-Pacific (China, Japan, Korea, India, Australia, Indonesia, Thailand, Philippines, Malaysia, and Vietnam) ● South America (Brazil etc.) ● Middle East and Africa (Egypt and GCC Countries)

Some of the key questions answered in this report:

● Who are the worldwide key Players of the Cloud Data Integration Industry? ● How the opposition goes in what was in store connected with Cloud Data Integration? ● Which is the most driving country in the Cloud Data Integration industry? ● What are the Cloud Data Integration market valuable open doors and dangers looked by the manufactures in the worldwide Cloud Data Integration Industry? ● Which application/end-client or item type might look for gradual development possibilities? What is the portion of the overall industry of each kind and application? ● What centered approach and imperatives are holding the Cloud Data Integration market? ● What are the various deals, promoting, and dissemination diverts in the worldwide business? ● What are the key market patterns influencing the development of the Cloud Data Integration market? ● Financial effect on the Cloud Data Integration business and improvement pattern of the Cloud Data Integration business?

Purchase this Report (Price 2900 USD for a Single-User License) -https://www.absolutereports.com/purchase/21343432

Detailed TOC of Global Cloud Data Integration Market Research Report 2022

1 Cloud Data Integration Market Overview

1.1 Product Overview and Scope

1.2 Segment by Type

1.2.1 Global Market Size Growth Rate Analysis by Type 2022 VS 2028

1.3 Cloud Data Integration Segment by Application

1.3.1 Global Consumption Comparison by Application: 2022 VS 2028

1.4 Global Market Growth Prospects

1.4.1 Global Revenue Estimates and Forecasts (2017-2028)

1.4.2 Global Production Capacity Estimates and Forecasts (2017-2028)

1.4.3 Global Production Estimates and Forecasts (2017-2028)

1.5 Global Market Size by Region

1.5.1 Global Market Size Estimates and Forecasts by Region: 2017 VS 2021 VS 2028

1.5.2 North America Cloud Data Integration Estimates and Forecasts (2017-2028)

1.5.3 Europe Estimates and Forecasts (2017-2028)

1.5.4 China Estimates and Forecasts (2017-2028)

1.5.5 Japan Estimates and Forecasts (2017-2028)

2 Cloud Data Integration Market Competition by Manufacturers

2.1 Global Production Capacity Market Share by Manufacturers (2017-2022)

2.2 Global Revenue Market Share by Manufacturers (2017-2022)

2.3 Market Share by Company Type (Tier 1, Tier 2 and Tier 3)

2.4 Global Average Price by Manufacturers (2017-2022)

2.5 Manufacturers Production Sites, Area Served, Product Types

2.6 Market Competitive Situation and Trends

2.6.1 Market Concentration Rate

2.6.2 Global 5 and 10 Largest Cloud Data Integration Players Market Share by Revenue

2.6.3 Mergers and Acquisitions, Expansion

3 Cloud Data Integration Production Capacity by Region

3.1 Global Production Capacity of Cloud Data Integration Market Share by Region (2017-2022)

3.2 Global Revenue Market Share by Region (2017-2022)

3.3 Global Production Capacity, Revenue, Price and Gross Margin (2017-2022)

3.4 North America Production

3.4.1 North America Production Growth Rate (2017-2022)

3.4.2 North America Production Capacity, Revenue, Price and Gross Margin (2017-2022)

3.5 Europe Production

3.5.1 Europe Production Growth Rate (2017-2022)

3.5.2 Europe Production Capacity, Revenue, Price and Gross Margin (2017-2022)

3.6 China Production

3.6.1 China Production Growth Rate (2017-2022)

3.6.2 China Production Capacity, Revenue, Price and Gross Margin (2017-2022)

3.7 Japan Production

3.7.1 Japan Production Growth Rate (2017-2022)

3.7.2 Japan Production Capacity, Revenue, Price and Gross Margin (2017-2022)

4 Global Cloud Data Integration Market Consumption by Region

4.1 Global Consumption by Region

4.1.1 Global Consumption by Region

4.1.2 Global Consumption Market Share by Region

4.2 North America

4.2.1 North America Consumption by Country

4.2.2 United States

4.2.3 Canada

4.3 Europe

4.3.1 Europe Consumption by Country

4.3.2 Germany

4.3.3 France

4.3.4 U.K.

4.3.5 Italy

4.3.6 Russia

4.4 Asia Pacific

4.4.1 Asia Pacific Consumption by Region

4.4.2 China

4.4.3 Japan

4.4.4 South Korea

4.4.5 China Taiwan

4.4.6 Southeast Asia

4.4.7 India

4.4.8 Australia

4.5 Latin America

4.5.1 Latin America Consumption by Country

4.5.2 Mexico

4.5.3 Brazil

Get a trial Copy of the Cloud Data Integration Market Report 2022

5 Cloud Data Integration Market Segment by Type

5.1 Global Production Market Share by Type (2017-2022)

5.2 Global Revenue Market Share by Type (2017-2022)

5.3 Global Price by Type (2017-2022)

6 Cloud Data Integration Market Segment by Application

6.1 Global Production Market Share by Application (2017-2022)

6.2 Global Revenue Market Share by Application (2017-2022)

6.3 Global Price by Application (2017-2022)

7 Cloud Data Integration Market Key Companies Profiled

7.1 Manufacture 1

7.1.1 Manufacture 1 Corporation Information

7.1.2 Manufacture 1 Product Portfolio

7.1.3 Manufacture 1 Production Capacity, Revenue, Price and Gross Margin (2017-2022)

7.1.4 Manufacture 1 Main Business and Markets Served

7.1.5 Manufacture 1 recent Developments/Updates

7.2 Manufacture 2

7.2.1 Manufacture 2 Corporation Information

7.2.2 Manufacture 2 Product Portfolio

7.2.3 Manufacture 2 Production Capacity, Revenue, Price and Gross Margin (2017-2022)

7.2.4 Manufacture 2 Main Business and Markets Served

7.2.5 Manufacture 2 recent Developments/Updates

7.3 Manufacture 3

7.3.1 Manufacture 3 Corporation Information

7.3.2 Manufacture 3 Product Portfolio

7.3.3 Manufacture 3 Production Capacity, Revenue, Price and Gross Margin (2017-2022)

7.3.4 Manufacture 3 Main Business and Markets Served

7.3.5 Manufacture 3 recent Developments/Updates

8 Cloud Data Integration Manufacturing Cost Analysis

8.1 Key Raw Materials Analysis

8.1.1 Key Raw Materials

8.1.2 Key Suppliers of Raw Materials

8.2 Proportion of Manufacturing Cost Structure

8.3 Manufacturing Process Analysis of Cloud Data Integration

8.4 Cloud Data Integration Industrial Chain Analysis

9 Marketing Channel, Distributors and Customers

9.1 Marketing Channel

9.2 Cloud Data Integration Distributors List

9.3 Cloud Data Integration Customers

10 Market Dynamics

10.1 Cloud Data Integration Industry Trends

10.2 Cloud Data Integration Market Drivers

10.3 Cloud Data Integration Market Challenges

10.4 Cloud Data Integration Market Restraints

11 Production and Supply Forecast

11.1 Global Forecasted Production of Cloud Data Integration by Region (2023-2028)

11.2 North America Cloud Data Integration Production, Revenue Forecast (2023-2028)

11.3 Europe Cloud Data Integration Production, Revenue Forecast (2023-2028)

11.4 China Cloud Data Integration Production, Revenue Forecast (2023-2028)

11.5 Japan Cloud Data Integration Production, Revenue Forecast (2023-2028)

12 Consumption and Demand Forecast

12.1 Global Forecasted Demand Analysis of Cloud Data Integration

12.2 North America Forecasted Consumption of Cloud Data Integration by Country

12.3 Europe Market Forecasted Consumption of Cloud Data Integration by Country

12.4 Asia Pacific Market Forecasted Consumption of Cloud Data Integration by Region

12.5 Latin America Forecasted Consumption of Cloud Data Integration by Country

13 Forecast by Type and by Application (2023-2028)

13.1 Global Production, Revenue and Price Forecast by Type (2023-2028)

13.1.1 Global Forecasted Production of Cloud Data Integration by Type (2023-2028)

13.1.2 Global Forecasted Revenue of Cloud Data Integration by Type (2023-2028)

13.1.3 Global Forecasted Price of Cloud Data Integration by Type (2023-2028)

13.2 Global Forecasted Consumption of Cloud Data Integration by Application (2023-2028)

13.2.1 Global Forecasted Production of Cloud Data Integration by Application (2023-2028)

13.2.2 Global Forecasted Revenue of Cloud Data Integration by Application (2023-2028)

13.2.3 Global Forecasted Price of Cloud Data Integration by Application (2023-2028)

14 Research Finding and Conclusion

15 Methodology and Data Source

15.1 Methodology/Research Approach

15.1.1 Research Programs/Design

15.1.2 Market Size Estimation

15.1.3 Market Breakdown and Data Triangulation

15.2 Data Source

15.2.1 Secondary Sources

15.2.2 Primary Sources

15.3 Author List

15.4 Disclaimer

For Detailed TOC - https://www.absolutereports.com/TOC/21343432#TOC

Contact Us:

Absolute Reports

Phone : US +1 424 253 0807

UK +44 203 239 8187

Email : sales@absolutereports.com

Web : https://www.absolutereports.com

Our Other Reporta:

Global Motor Laminations Market Size and Growth 2022 Analysis Report by Key Players, Channel Features, CAGR Values, Industrial Status and Forecast to 2028

Global Polyglycerol Ester Additive Market Size and Growth 2022 Analysis Report by Trends, Opportunities, Key Players and Forecast to 2028

Centrifuge Extractors Market Size and Growth 2022 Analysis Report by Development Plans, Manufactures, Latest Innovations and Forecast to 2028

Multi Axis Accelerometers Market Size and Growth 2022 Analysis Report by Development Plans, Manufactures, Latest Innovations and Forecast to 2028

Global Water Jacket Cooled Motor Market Size Research Report 2022 Detailed Analysis by Competitive Analysis, Upcoming Trend, Development, Growth and Forecast to 2028

Press Release Distributed by The Express Wire

To view the original version on The Express Wire visit Cloud Data Integration Market Size and Growth 2022 Analysis Report by Types, Opportunities, Future Plans, Types, Application and Forecast to 2028

COMTEX_411478025/2598/2022-08-03T03:17:09

Is there a problem with this press release? Contact the source provider Comtex at editorial@comtex.com. You can also contact MarketWatch Customer Service via our Customer Center.

The MarketWatch News Department was not involved in the creation of this content.

Tue, 02 Aug 2022 23:12:00 -0500 en-US text/html https://www.marketwatch.com/press-release/cloud-data-integration-market-size-and-growth-2022-analysis-report-by-types-opportunities-future-plans-types-application-and-forecast-to-2028-2022-08-03
Killexams : Multicloud Solution Market Trends 2022 : Global Size, Services, Latest Scope, Demand Analysis, Applications and Growth Forecast by 2028 No result found, try new keyword!Major Key players included in This Report are IBM Cloud, Google, Amazon and Many More with Latest Trends, Key Analysis and Upcoming Demand by 2028 London, UK -- (SBWIRE) -- 08/05/2022 -- The market ... Fri, 05 Aug 2022 04:27:00 -0500 https://finance.dailyherald.com/dailyherald/article/sbwire-2022-8-5-multicloud-solution-market-trends-2022-global-size-services-latest-scope-demand-analysis-applications-and-growth-forecast-by-2028 Killexams : R & D Cloud Collaboration Market Is Booming Worldwide with IBM, Microsoft, Google

This press release was orginally distributed by SBWire

Edison, NJ — (SBWIRE) — 08/03/2022 — The latest study released on the Global R & D Cloud Collaboration Market by AMA Research evaluates market size, trend, and forecast to 2027. The R & D Cloud Collaboration market study covers significant research data and proofs to be a handy resource document for managers, analysts, industry experts and other key people to have ready-to-access and self-analyzed study to help understand market trends, growth drivers, opportunities and upcoming challenges and about the competitors.

Key Players in This Report Include:
IBM Corporation (United States.),Oracle Corporation (United States.),Salesforce.com (United States),Microsoft Corporation (United States),Cisco Systems (United States),Google Inc. (United States),Jive Software (United States.), IntraLinks Holdings, Inc. (United States.),Mitel Networks (United States,Box (United States)

Download trial Report PDF (Including Full TOC, Table & Figures) @ https://www.advancemarketanalytics.com/sample-report/174331-global-r–d-cloud-collaboration-market

Definition:
The global R & D Cloud Collaboration market is expected to witness high demand in the forecasted period due to the growing number of cloud-based solutions across the enterprise. Cloud collaboration solutions also offer high agility to the companies while enabling easy data sharing among remote and virtual users. The pandemic is often credited with helping to accelerate change, challenge the status quo, and drive innovative research and development (R&D) solutions. Organizations the world over are innovating quickly, whether it is making ventilators (largely) from car parts, creating contact-tracing apps, or investing in R&D for public health. But the technology infrastructure required to support innovation and data strategies can be substantial.

Market Trends:
– High Adoption Rate in Small and Medium Enterprises

Market Drivers:
– The growing Mobility as well as surging Trend of Bring Your Own Device
– High adoption due to growth in Savings and Workforce Productivity

Market Opportunities:
– The upsurging demand due to Lower Capital and Operating Expenditure
– The rising demand for the application of the Internet of Things (IoT)

The Global R & D Cloud Collaboration Market segments and Market Data Break Down are illuminated below:
by Deployment Mode (Private Cloud, Public Cloud, Hybrid Cloud), Services (Training, Consulting & Integration, Support and Maintenance), Organization Size (Large Enterprises, Small and Medium Enterprises (SMEs)), Solutions (Unified Communication and Collaboration, Document Management System, Project and Team Management, Enterprise Social Collaboration), Industry Vertical (BFSI, Consumer Goods And Retail, Education, Government and Public Sector, Healthcare and Life Sciences, Manufacturing, Media and Entertainment, Telecommunication and ITES, Others)

Global R & D Cloud Collaboration market report highlights information regarding the current and future industry trends, growth patterns, as well as it offers business strategies to helps the stakeholders in making sound decisions that may help to ensure the profit trajectory over the forecast years.

Have a query? Market an enquiry before purchase @ https://www.advancemarketanalytics.com/enquiry-before-buy/174331-global-r–d-cloud-collaboration-market

Geographically, the detailed analysis of consumption, revenue, market share, and growth rate of the following regions:
– The Middle East and Africa (South Africa, Saudi Arabia, UAE, Israel, Egypt, etc.)
– North America (United States, Mexico & Canada)
– South America (Brazil, Venezuela, Argentina, Ecuador, Peru, Colombia, etc.)
– Europe (Turkey, Spain, Turkey, Netherlands Denmark, Belgium, Switzerland, Germany, Russia UK, Italy, France, etc.)
– Asia-Pacific (Taiwan, Hong Kong, Singapore, Vietnam, China, Malaysia, Japan, Philippines, Korea, Thailand, India, Indonesia, and Australia).

Objectives of the Report
– -To carefully analyze and forecast the size of the R & D Cloud Collaboration market by value and volume.
– -To estimate the market shares of major segments of the R & D Cloud Collaboration market.
– -To showcase the development of the R & D Cloud Collaboration market in different parts of the world.
– -To analyze and study micro-markets in terms of their contributions to the R & D Cloud Collaboration market, their prospects, and individual growth trends.
– -To offer precise and useful details about factors affecting the growth of the R & D Cloud Collaboration market.
– -To provide a meticulous assessment of crucial business strategies used by leading companies operating in the R & D Cloud Collaboration market, which include research and development, collaborations, agreements, partnerships, acquisitions, mergers, new developments, and product launches.

Buy Complete Assessment of R & D Cloud Collaboration market Now @ https://www.advancemarketanalytics.com/buy-now?format=1&report=174331

Major highlights from Table of Contents:
R & D Cloud Collaboration Market Study Coverage:
– It includes major manufacturers, emerging player's growth story, and major business segments of R & D Cloud Collaboration market, years considered, and research objectives. Additionally, segmentation on the basis of the type of product, application, and technology.
– R & D Cloud Collaboration Market Executive Summary: It gives a summary of overall studies, growth rate, available market, competitive landscape, market drivers, trends, and issues, and macroscopic indicators.
– R & D Cloud Collaboration Market Production by Region R & D Cloud Collaboration Market Profile of Manufacturers-players are studied on the basis of SWOT, their products, production, value, financials, and other vital factors.
– Key Points Covered in R & D Cloud Collaboration Market Report:
– R & D Cloud Collaboration Overview, Definition and Classification Market drivers and barriers
– R & D Cloud Collaboration Market Competition by Manufacturers
– Impact Analysis of COVID-19 on R & D Cloud Collaboration Market
– R & D Cloud Collaboration Capacity, Production, Revenue (Value) by Region (2022-2027)
– R & D Cloud Collaboration Supply (Production), Consumption, Export, Import by Region (2022-2027)
– R & D Cloud Collaboration Manufacturers Profiles/Analysis R & D Cloud Collaboration Manufacturing Cost Analysis, Industrial/Supply Chain Analysis, Sourcing Strategy and Downstream Buyers, Marketing
– Strategy by Key Manufacturers/Players, Connected Distributors/Traders Standardization, Regulatory and collaborative initiatives, Industry road map and value chain Market Effect Factors Analysis.

Browse Complete Summary and Table of Content @ https://www.advancemarketanalytics.com/reports/174331-global-r–d-cloud-collaboration-market

Key questions answered
– How feasible is R & D Cloud Collaboration market for long-term investment?
– What are influencing factors driving the demand for R & D Cloud Collaboration near future?
– What is the impact analysis of various factors in the Global R & D Cloud Collaboration market growth?
– What are the recent trends in the regional market and how successful they are?

Thanks for reading this article; you can also get individual chapter wise section or region wise report version like North America, Middle East, Africa, Europe or LATAM, Asia.

Contact US:
Craig Francis (PR & Marketing Manager)
AMA Research & Media LLP
Unit No. 429, Parsonage Road Edison, NJ
New Jersey USA – 08837
Phone: +1 (206) 317 1218
[email protected]

For more information on this press release visit: http://www.sbwire.com/press-releases/r-d-cloud-collaboration-market-is-booming-worldwide-with-ibm-microsoft-google-1361613.htm

Wed, 03 Aug 2022 05:31:00 -0500 ReleaseWire en-US text/html https://www.digitaljournal.com/pr/r-d-cloud-collaboration-market-is-booming-worldwide-with-ibm-microsoft-google
Killexams : HR Analytics Consulting Service Market to Witness Huge Growth by 2027: IBM, Crunchr, Visier

This press release was orginally distributed by SBWire

Edison, NJ — (SBWIRE) — 08/03/2022 — The latest study released on the Global HR Analytics Consulting Service Market by AMA Research evaluates market size, trend, and forecast to 2027. The HR Analytics Consulting Service market study covers significant research data and proofs to be a handy resource document for managers, analysts, industry experts and other key people to have ready-to-access and self-analyzed study to help understand market trends, growth drivers, opportunities and upcoming challenges and about the competitors.

Key Players in This Report Include:
Oracle (United States),SAP (Germany),Infor (United States),Workday (United States),Sage Software (United Kingdom),Kronos (United States),MicroStrategy (United States),IBM (United States),Tableau (United States),Zoho (India),Crunchr (Netherland),Visier (Canada),TALENTSOFT (Paris)

Download trial Report PDF (Including Full TOC, Table & Figures) @ https://www.advancemarketanalytics.com/sample-report/132661-global-hr-analytics-consulting-service-market

Definition:
Personnel analysis consultants provide companies with analytical expertise to optimize important business processes. With a thorough understanding of HR analysis, consultants can provide insights and solutions that may not be apparent to company employees. Organizations typically work with HR analytics consultants to collect and analyze data to Strengthen productivity and reduce costs. HR Analytics consultants combine business data with personal data to identify inefficiencies, predict productivity, and optimize workforce organization. These advisors provide companies with the insights they need to manage their human capital and Strengthen their return on investment. You can also let management know how political and structural changes affect morale and performance. In general, HR analytics consultants work directly with the hiring manager, HR department, or personnel. To qualify for inclusion in the HR Analytics Consultants category, a service provider must create and implement a process for HR operational analysis and reporting, work closely with the HR department or staff to understand the company's needs and Create New Ways to Maximize Requirements Leverage analytics and reporting, direct implementation of data analytics, reporting, and dashboarding, and use analytical results to create actionable recommendations and optimize key business processes.

Market Trends:
– The Growing Need among Enterprises to Reduce the Costs Associated With HR Processes and Streamline the HR Processes
– Implementation of Artificial Intelligence in HR Technology Solutions

Market Drivers:
– Increasing Automation in HR Process Owing to Growing Adoption of Automation Technologies
– Growing Demand for Efficient Management of the Operations Such as Talent Acquisition & Performance Management

Market Opportunities:
– Rising Technological Innovations and an Early Adopter of New Technologies in HR Analytics Consulting Services
– A Rise in Demand for Cloud-based HR Technologies & Mobile Solutions

The Global HR Analytics Consulting Service Market segments and Market Data Break Down are illuminated below:
by Type (Implementation and Integration, Advisory, Support and Maintenance), Application (Payroll, Retention, Recruitment, Workforce Management, Employee Engagement), Organization Size (Large enterprises, Small and Medium-sized Enterprises (SMEs)), Industry Vertical (Consumer goods and retail, BFSI, IT and telecom, Manufacturing, Healthcare, Education, Others)

Global HR Analytics Consulting Service market report highlights information regarding the current and future industry trends, growth patterns, as well as it offers business strategies to helps the stakeholders in making sound decisions that may help to ensure the profit trajectory over the forecast years.

Have a query? Market an enquiry before purchase @ https://www.advancemarketanalytics.com/enquiry-before-buy/132661-global-hr-analytics-consulting-service-market

Geographically, the detailed analysis of consumption, revenue, market share, and growth rate of the following regions:
– The Middle East and Africa (South Africa, Saudi Arabia, UAE, Israel, Egypt, etc.)
– North America (United States, Mexico & Canada)
– South America (Brazil, Venezuela, Argentina, Ecuador, Peru, Colombia, etc.)
– Europe (Turkey, Spain, Turkey, Netherlands Denmark, Belgium, Switzerland, Germany, Russia UK, Italy, France, etc.)
– Asia-Pacific (Taiwan, Hong Kong, Singapore, Vietnam, China, Malaysia, Japan, Philippines, Korea, Thailand, India, Indonesia, and Australia).

Objectives of the Report
– -To carefully analyze and forecast the size of the HR Analytics Consulting Service market by value and volume.
– -To estimate the market shares of major segments of the HR Analytics Consulting Service market.
– -To showcase the development of the HR Analytics Consulting Service market in different parts of the world.
– -To analyze and study micro-markets in terms of their contributions to the HR Analytics Consulting Service market, their prospects, and individual growth trends.
– -To offer precise and useful details about factors affecting the growth of the HR Analytics Consulting Service market.
– -To provide a meticulous assessment of crucial business strategies used by leading companies operating in the HR Analytics Consulting Service market, which include research and development, collaborations, agreements, partnerships, acquisitions, mergers, new developments, and product launches.

Buy Complete Assessment of HR Analytics Consulting Service market Now @ https://www.advancemarketanalytics.com/buy-now?format=1&report=132661

Major highlights from Table of Contents:
HR Analytics Consulting Service Market Study Coverage:
– It includes major manufacturers, emerging player's growth story, and major business segments of HR Analytics Consulting Service market, years considered, and research objectives. Additionally, segmentation on the basis of the type of product, application, and technology.
– HR Analytics Consulting Service Market Executive Summary: It gives a summary of overall studies, growth rate, available market, competitive landscape, market drivers, trends, and issues, and macroscopic indicators.
– HR Analytics Consulting Service Market Production by Region HR Analytics Consulting Service Market Profile of Manufacturers-players are studied on the basis of SWOT, their products, production, value, financials, and other vital factors.
– Key Points Covered in HR Analytics Consulting Service Market Report:
– HR Analytics Consulting Service Overview, Definition and Classification Market drivers and barriers
– HR Analytics Consulting Service Market Competition by Manufacturers
– Impact Analysis of COVID-19 on HR Analytics Consulting Service Market
– HR Analytics Consulting Service Capacity, Production, Revenue (Value) by Region (2022-2027)
– HR Analytics Consulting Service Supply (Production), Consumption, Export, Import by Region (2022-2027)
– HR Analytics Consulting Service Production, Revenue (Value), Price Trend by Type {Implementation and Integration,Advisory,Support and Maintenance}
– HR Analytics Consulting Service Market Analysis by Application {Payroll,Retention,Recruitment,Workforce Management,Employee Engagement}
– HR Analytics Consulting Service Manufacturers Profiles/Analysis HR Analytics Consulting Service Manufacturing Cost Analysis, Industrial/Supply Chain Analysis, Sourcing Strategy and Downstream Buyers, Marketing
– Strategy by Key Manufacturers/Players, Connected Distributors/Traders Standardization, Regulatory and collaborative initiatives, Industry road map and value chain Market Effect Factors Analysis.

Browse Complete Summary and Table of Content @ https://www.advancemarketanalytics.com/reports/132661-global-hr-analytics-consulting-service-market

Key questions answered
– How feasible is HR Analytics Consulting Service market for long-term investment?
– What are influencing factors driving the demand for HR Analytics Consulting Service near future?
– What is the impact analysis of various factors in the Global HR Analytics Consulting Service market growth?
– What are the recent trends in the regional market and how successful they are?

Thanks for reading this article; you can also get individual chapter wise section or region wise report version like North America, Middle East, Africa, Europe or LATAM, Asia.

Contact US:
Craig Francis (PR & Marketing Manager)
AMA Research & Media LLP
Unit No. 429, Parsonage Road Edison, NJ
New Jersey USA – 08837
Phone: +1 (206) 317 1218
[email protected]

For more information on this press release visit: http://www.sbwire.com/press-releases/hr-analytics-consulting-service-market-to-witness-huge-growth-by-2027-ibm-crunchr-visier-1361611.htm

Wed, 03 Aug 2022 05:17:00 -0500 ReleaseWire en-US text/html https://www.digitaljournal.com/pr/hr-analytics-consulting-service-market-to-witness-huge-growth-by-2027-ibm-crunchr-visier
Killexams : Medical Imaging, Powered by IBM

IBM Watson Health and Merge Healthcare are bringing new insights, made possible through artificial intelligence and cognitive computing, to medical imaging.

Dr. Tanveer Syeda-Mahmood developed a tool that uses IBM Watson Health technology to help clinicians detect heart disease. Syeda-Mahmood is an IBM Fellow and chief scientist of the Medical Sieve Radiology Grand Challenge Project at IBM Research.

Radiologists are about to get some help with their imaging workload.

IBM Watson Health and Merge Healthcare, an IBM Company, are showcasing new tools to help clinicians analyze medical images. The offerings use machine learning, artificial intelligence, and cognitive computing to offer additional information that can help tailor diagnosis and treatment decisions.

To deliver physicians a better understanding of the IBM technology, IBM Research is also conducting a live demonstration of the tools at the Radiological Society of North America Annual Meeting (RSNA) in Chicago, according to a press release.

The release notes that at least 90% of all medical data is images, according to IBM researchers' estimates, and that medical images are growing at the fastest rate of any type of medical data. Accuracy can suffer in the face of all these images that need to be analyzed, referenced, and compared by humans.

An oft-cited Johns Hopkins study published in 2013 revealed how frequently diagnostic errors happen and how devastating they can be. Researches estimated that 80,000-160,000 U.S. patients experience permanent injury or death related to misdiagnosis each year. 

"We designed this Watson-based demonstration to show physicians that soon they can navigate an abundance of digital data--structured and unstructured, text and images--and make informed decisions based on relevant and current information," Dr. Tanveer Syeda-Mahmood, an IBM Fellow and chief scientist of the Medical Sieve Radiology Grand Challenge Project at IBM Research, said in an IBM Research blog post. "More importantly, we can analyze a broad array of medical data and derive Watson-powered insights that are meaningful to doctors."

Syeda-Mahmood had a personal reason for her interest in using Watson to help analyze medical images. According to an IBM profile of the researcher, her father suffered a hemorrhagic stroke that was misdiagnosed as an ischemic stroke. He was given blood thinners as a result of this mistaken diagnosis. His condition worsened and he went into a coma. Happily, her father eventually recovered after medical repatriation to India and treatment there.

According to the blog post, that experience drove Syeda-Mahmood to research ways to enable more accurate diagnoses. 

At RSNA, Watson Health and Merge will both showcase new offerings, according to the press release. Watson Health will debut a cognitive peer review tool to clarify differences between a patient's health record and clinical evidence; a cognitive data summarization tool offering personalized patient information for interpretation, diagnosis, and treatment decisions; a cognitive physician support tool to enable personalized decisions using the entirety of patient data; and the MedyMatch "Brain Bleed" App to help diagnose a trauma patient with brain bleed or stroke.

The release also details the products Merge will show, including Marktation, a tool that enables faster image interpretation and will be used first in mammography; Watson Clinical Integration Module, a cloud application that radiologists can use to Strengthen efficiency and reduce errors; and the Lesion Segmentation and Tracking Module, to allow faster interpretation and reporting of comparison exams.

"Watson cognitive computing is ideally suited to support radiologists on their journey 'Beyond Imaging' to practices that address the needs of patient populations, deliver improved patient outcomes, and demonstrate real-world value," said Nancy Koenig, general manager of Merge Healthcare, in the release. "This week at RSNA, Merge is proud to unveil solutions for providers that enable the first steps on the cognitive care journey, addressing breast cancer, lung cancer, and trauma patients in the ER."     

[Image courtesy of IBM RESEARCH]

Sun, 24 Jul 2022 12:00:00 -0500 en text/html https://www.mddionline.com/radiological/medical-imaging-powered-ibm
Killexams : Five hybrid cloud challenges that Indian organizations must solve to thrive in the techade

India’s ‘techade’ will witness several business trends accelerate, from hybrid workplace to contactless delivery. To transform and keep pace with these trends, businesses will need to become more agile and responsive to the market. This business imperative is making hybrid cloud the prevalent IT architecture. A hybrid cloud architecture combines best-of-breed cloud services and functionality from multiple cloud vendors, flexibility in choosing optimal cloud computing environments for each workload and moving those workloads freely between public and private cloud as circumstances change.

Organizations are finding great value from the early stages of hybrid cloud adoption for improving product and service delivery while fostering innovation. In fact, a recent IBM Institute for Business Value study estimates the value of hybrid cloud investments multiplies up to 13x on average when combined with other levers of transformation. This is why 99% of organizations in India are now using varied combinations of hybrid cloud architecture.

However, the question to ask is, are we adopting the right strategy to make the most of this opportunity? Here are five major challenges in the way of hybrid cloud mastery, which organizations must pay special attention to leverage its full potential.

Architecture that provides a suite of cloud services

During the pandemic, several companies in India had to adopt new hybrid cloud architectures at speed, assembling public, private and on-premises environments without proper integration. There was no organised structure or platform to bind them. Mastering hybrid cloud will require integrating cloud assets with a clear vision, starting with a hybrid cloud platform architecture that defines a “fabric” of cloud services across multiple environments.

A modern hybrid cloud infrastructure is starting to coalesce around a unified hybrid multi-cloud platform that includes support for cloud native application development, a single operating system and automating the deployment of applications across all cloud environments.

For instance, Bharti Airtel has built a telco network cloud using hybrid cloud and cognitive enterprise capabilities to deliver a better customer experience through enhanced network performance, improved availability, operations automation and scaling the network to the edge.

Breaking the silos

Indian companies are facing a shortage of talent, which makes it difficult to cover all areas of cloud management. Moreover, they are faced with a lack of a single infrastructure for seamless work experience which leads to work getting done in silos. Mastering hybrid cloud requires employees with critical cloud skills to do their work effectively in an integrated way across a common hybrid cloud operating model. To do it right, organizations should design operating models for incorporating cloud native, efficient, and connected working practices across the hybrid environment, addressing gaps in skills, talent, and experience.

Scale with security 

Security has always been a key concern for organizations on their digitization journey, but with unintegrated cloud architecture the risk is greater, leading to data breaches, financial impact, reputational damage, regulatory enforcement actions and more. Organizations need to adopt a security-aware and security-first culture, ensuring robust security protocols and capabilities across the hybrid platform in a consistent way. For example, in a hybrid cloud architecture, you can reserve behind-the firewall private cloud resources for sensitive data and highly regulated workloads and use more economical public cloud resources for less-sensitive workloads and data. This allows organizations to foresee any potential threats across operations and mitigate them.

Maximizing returns on cloud investment

Managing cloud investments becomes very difficult when costs rise or are unpredictable. In certain cases, the cost of moving the data could go as high as 50%. In a hybrid cloud environment, organizations can manage their cloud cost through a single window to assess how cloud services are disbursed across the whole enterprise, allowing them to optimise the cloud cost by directly matching it with business priorities.

The Godrej Group, for example, has deployed cloud solutions which are expected to help them save 10% on the total cost of ownership over a period of five years, along with zero security incidents and a 100% increase in disaster recovery coverage.

Unlocking value with partner ecosystem

Deploying hybrid cloud often requires a whole ecosystem of partners, whether external or internal, who come with their own competing interests. Mastering hybrid cloud requires getting these naturally competing interests to embrace open innovation and co-creation through an aligned strategy to deliver a successful program.

To conclude, Indian organizations need to take a closer look at their hybrid cloud journey. Consider the five challenges and determine actions required to course correct. Not every organization will have a templatized approach to adopting hybrid cloud. They need to find a sweet spot between building hybrid cloud capabilities and the roadmap for better business performance in a software-driven world. Once mastered, businesses will create new value propositions and become a lever of innovation in the techade.

Facebook Twitter Linkedin Email

Disclaimer

Views expressed above are the author's own.

END OF ARTICLE

Tue, 26 Jul 2022 04:30:00 -0500 Sandip Patel en-US text/html https://timesofindia.indiatimes.com/blogs/voices/five-hybrid-cloud-challenges-that-indian-organizations-must-solve-to-thrive-in-the-techade/
Killexams : Learning from Failure

Learning from failure is a hallmark of the technology business. Nick Baker, a 37-year-old system architect at Microsoft, knows that well. A British transplant at the software giant's Silicon Valley campus, he went from failed project to failed project in his career. He worked on such dogs as Apple Computer's defunct video card business, 3DO's failed game consoles, a chip startup that screwed up a deal with Nintendo, the never-successful WebTV and Microsoft's canceled Ultimate TV satellite TV recorder.

But Baker finally has a hot seller with the Xbox 360, Microsoft's video game console launched worldwide last holiday season. The adventure on which he embarked four years ago would ultimately prove that failure is often the best teacher. His new gig would once again provide copious evidence that flexibility and understanding of detailed customer needs will beat a rigid business model every time. And so far the score is Xbox 360, one, and the delayed PlayStation 3, nothing.

The Xbox 360 console is Microsoft's living room Trojan horse, purchased as a game box but capable of so much more in the realm of digital entertainment in the living room. Since the day after Microsoft terminated the Ultimate TV box in February 2002, Baker has been working on the Xbox 360 silicon architecture team at Microsoft's campus in Mountain View, CA. He is one of the 3DO survivors who now gets a shot at revenge against the Japanese companies that vanquished his old firm.

"It feels good," says Baker. "I can play it at home with the kids. It's family-friendly, and I don't have to play on the Nintendo anymore."

Baker is one of the people behind the scenes who pulled together the Xbox 360 console by engineering some of the most complicated chips ever designed for a consumer entertainment device. The team labored for years and made critical decisions that enabled Microsoft to beat Sony and Nintendo to market with a new box, despite a late start with the Xbox in the previous product cycle. Their story, captured here and in a forthcoming book by the author of this article, illustrates the ups and downs in any big project.

When Baker and his pal Jeff Andrews joined games programmer Mike Abrash in early 2002, they had clear marching orders. Their bosses — Microsoft CEO Steve Ballmer, at the top of Microsoft; Robbie Bach, running the Xbox division; Xbox hardware chief Todd Holmdahl; Greg Gibson, for Xbox 360 system architecture; and silicon chief Larry Yang — all dictated what Microsoft needed this time around.

They couldn't be late. They had to make hardware that could become much cheaper over time and they had to pack as much performance into a game console as they could without overheating the box.

Trinity Taken

The group of silicon engineers started first among the 2,000 people in the Xbox division on a project that Baker had code-named Trinity. But they couldn't use that name, because someone else at Microsoft had taken it. So they named it Xenon, for the colorless and odorless gas, because it sounded cool enough. Their first order of business was to study computing architectures, from those of the best supercomputers to those of the most power-efficient portable gadgets. Although Microsoft had chosen Intel and NVIDIA to make the chips for the original Xbox the first time around, the engineers now talked to a broad spectrum of semiconductor makers.

"For us, 2002 was about understanding what the technology could do," says Greg Gibson, system designer.

Sony teamed up with IBM and Toshiba to create a full-custom microprocessor from the ground up. They planned to spend $400 million developing the cell architecture and even more fabricating the chips. Microsoft didn't have the time or the chip engineers to match the effort on that scale, but Todd Holmdahl and Larry Yang saw a chance to beat Sony. They could marshal a host of virtual resources and create a semicustom design that combined both off-the-shelf technology and their own ideas for game hardware. Microsoft would lead the integration of the hardware, own the intellectual property, set the cost-reduction schedules, and manage its vendors closely.

They believed this approach would get them to market by 2005, which was when they estimated Sony would be ready with the PlayStation 3. (As it turned out, Microsoft's dreams were answered when Sony, in March, postponed the PlayStation 3 launch until November.)

More important, using an IP ownership strategy with the chips could dramatically cut Microsoft's costs on the original Xbox. Microsoft had lost an estimated $3.7 billion over four years, or roughly a whopping $168 per box. By cutting costs, Microsoft could erase a lot of red ink.

Balanced Design

Baker and Andrews quickly decided they wanted to create a balanced design, trading off power efficiency and performance. So they envisioned a multicore microprocessor, one with as many as 16 cores — or miniprocessors — on one chip. They wanted a graphics chip with 60 shaders, or parallel processors for rendering distinct features in graphic animations.

Laura Fryer, manager of the Xbox Advanced Technology Group in Redmond, WA, solicited feedback on the new microprocessor. She said game developers were wary of managing multiple software threads associated with multiple cores, because the switch created a juggling task they didn't have to do on the original Xbox or the PC. But they appreciated the power efficiency and added performance they could get.

Microsoft's current vendors, Intel and NVIDIA, didn't like the idea that Microsoft would own the IP they created. For Intel, allowing Microsoft to take the x86 design to another manufacturer was as troubling as signing away the rights to Windows would be to Microsoft. NVIDIA was willing to do the work, but if it had to deviate from its road map for PC graphics chips in order to tailor a chip for a game box, then it wanted to get paid for it. Microsoft didn't want to pay that high a price. "It wasn't a good deal," says Jen Hsun-Huang, CEO of NVIDIA. Microsoft had also been through a painful arbitration on pricing for the original Xbox graphics chips.

IBM, on the other hand, had started a chip engineering services business and was perfectly willing to customize a PowerPC design for Microsoft, says Jim Comfort, an IBM vice president. At first IBM didn't believe that Microsoft wanted to work together, given a history of rancor dating back to the DOS and OS/2 operating systems in the 1980s. Moreover, IBM was working for Microsoft rivals Sony and Nintendo. But Microsoft pressed IBM for its views on multicore chips and discovered that Big Blue was ahead of Intel in thinking about these kinds of designs.

When Bill Adamec, a Microsoft program manager, traveled to IBM's chip design campus in Rochester, NY, he did a double take when he arrived at the meeting room where 26 engineers were waiting for him. Although IBM had reservations about Microsoft's schedule, the company was clearly serious.

Meanwhile, ATI Technologies assigned a small team to conceive a proposal for a game console graphics chip. Instead of pulling out a derivative of a PC graphics chip, ATI's engineers decided to design a brand-new console graphics chip that relied on embedded memory to feed a lot data to the graphics chip while keeping the main data pathway clear of traffic — critical for avoiding bottlenecks that would slow down the system.

Stomaching IBM

By the fall of 2002, Microsoft's chip architects decided they favored the IBM and ATI solutions. They met with Ballmer and Gates, who wanted to be involved in the critical design decisions at an early juncture. Larry Yang recalls, "We asked them if they could stomach a relationship with IBM." Their affirmative answer pleased the team.

By early 2003, the list of potential chip suppliers had been narrowed down. At that point, Robbie Bach, the chief Xbox officer, took his team to a retreat at the Salish Lodge, on the edge of Washington's beautiful Snoqualmie Falls, made famous by the "Twin Peaks" television show. The team hashed out a battle plan. They would own the IP for silicon that could take the costs of the box down quickly. They would launch the box in 2005 at the same time as Sony would launch its box, or even earlier. The last time, Sony had had a 20-month head start with the PlayStation 2. By the time Microsoft sold its first 1.4 million Xboxes, Sony had sold more than 25 million PlayStation 2s.

Those goals fit well with the choice of IBM and ATI for the two pieces of silicon that would account for more than half the cost of the box. Each chip provider moved forward, based on a "statement of work," but Gibson kept his options open, and it would be months before the team finalized a contract. Both IBM and ATI could pull blocks of IP from their existing products and reuse them in the Microsoft chips. Engineering teams from both companies began working on joint projects such as the data pathway that connected the chips. ATI had to make contingency plans, in case Microsoft chose Intel over IBM, and IBM also had to consider the possibility that Microsoft might choose NVIDIA.

Hacking Embarrassment

Through the summer, Microsoft executives and marketers created detailed plans for the console launch. They decided to build security into the microprocessor to prevent hacking, which had proved to be a major embarrassment on the original Xbox. Marketers such as David Reid all but demanded that Microsoft try to develop the new machine in a way that would allow the games for the original Xbox to run on it. So-called backward compatibility wasn't necessarily exploited by customers, but it was a big factor in deciding which box to buy. And Bach insisted that Microsoft had to make gains in Japan and Europe by launching in those regions at the same time as in North America.

For a period in July 2003, Bob Feldstein, the ATI vice president in charge of the Xenon graphics chip, thought NVIDIA had won the deal, but in August Microsoft signed a deal with ATI and announced it to the world. The ATI chip would have 48 shaders, or processors that would handle the nuances of color shading and surface features on graphics objects, and would come with 10 Mbytes of embedded memory.

IBM followed with a contract signing a month later. The deal was more complicated than ATI's, because Microsoft had negotiated the right to take the IBM design and have it manufactured in an IBM-licensed foundry being built by contract chip maker Chartered Semiconductor. The chip would have three cores and run at 3.2 GHz. It was a little short of the 3.5 GHz that IBM had originally pitched, but it wasn't off by much.

By October 2003, the entire Xenon team had made its pitch to Gates and Ballmer. They faced some tough questions. Gates wanted to know if there was any chance the box would run the complete Windows operating system. The top executives ended up giving the green light to Xenon without a Windows version.

The ranks of Microsoft's hardware team swelled to more than 200, with half of the team members working on silicon integration. Many of these people were like Baker and Andrews, stragglers who had come from failed projects such as 3DO and WebTV. About 10 engineers worked on "Ana," a Microsoft video encoder chip, while others managed the schedule and cost reduction with IBM and ATI. Others supported suppliers, such as Silicon Integrated Systems, the provider of the "south bridge," the communications and input/output chip. The rest of the team helped handle relationships with vendors for the other 1,700 parts in the game console.

Ilan Spillinger headed the IBM chip program, which carried the code name Waternoose, after the spiderlike creature from the film "Monsters, Inc." He supervised IBM's chief engineer, Dave Shippy, and worked closely with Microsoft's Andrews on every aspect of the design program.

Games at Center

Everything happened in parallel. For much of 2003, a team of industrial designers created the look and feel of the box. They tested the design on gamers, and the feedback suggested that the design seemed like something either Apple or Sony had created. The marketing team decided to call the machine the Xbox 360, because it put the gamer at the center. A small software team led by Tracy Sharp developed the operating system in Redmond. Microsoft started investing heavily in games. By February 2004, Microsoft sent out the first kits to game developers for making games on Apple Macintosh G5 computers. And in early 2004, Greg Gibson's evaluation team began testing subsystems to make sure they would all work together when the final design came together.

IBM assigned 421 engineers from six or seven sites to the project, which was a proving ground for its design services business. The effort paid off, with an early test chip that came out in August 2004. With that chip, Microsoft was able to begin debugging the operating system. ATI taped out its first design in September 2004, and IBM taped out its full chip in October 2004. Both chips ran game code early on, which was good, considering that it's very hard to get chips working at all when they first come out of the factory.

IBM executed without many setbacks. As it revised the chip, it fixed bugs with two revisions of the chip's layers. The company was able to debug the design in the factory quickly, because IBM's fab engineers could work on one part while the Chartered engineers could debug a different part of the chip. They fed the information to each other, speeding the cycle of revisions. By Jan. 30, 2005, IBM tapped out the final version of the microprocessor.

ATI, meanwhile, had a more difficult time. The company had assigned 180 engineers to the project. Although games ran on the chip early, problems came up in the lab. Feldstein said that in one game, one frame of animation would freeze as every other frame went by. It took six weeks to uncover the bug and find a fix. Delays in debugging threatened to throw the beta-development-kit program off schedule. That meant thousands of game developers might not get the systems they needed on time. If that happened, the Xbox 360 might launch without enough games, a disaster in the making.

The pressure was intense. But Neil McCarthy, a Microsoft engineer in Mountain View, designed a modification of the metal layers of the graphics chip. By doing so, he enabled Microsoft to get working chips from the interim design. ATI's foundry, Taiwan Semiconductor Manufacturing Co., churned out enough chips to seed the developer systems. The beta kits went out in the spring of 2005.

Meanwhile, Microsoft's brass was thinking that Sony would trump the Xbox 360 by coming out with more memory in the PlayStation 3. So in the spring of 2005, Microsoft made what would become a fateful decision. It decided to double the amount of memory in the box, from 256 Mbytes to 512 Mbytes of graphics Double Data Rate 3 (GDDR3) chips. The decision would cost Microsoft $900 million over five years, so the company had to pare back spending in other areas to stay on its profit targets.

Microsoft started tying up all the loose ends. It rehired Seagate Technology, which it had hired for the original Xbox, to make hard disk drives for the box, but this time Microsoft decided to have two SKUs — one with a hard drive, for the enthusiasts, and one without, for the budget-conscious. It brought aboard both Flextronics and Wistron, the current makers of the Xbox, as contract manufacturers. But it also laid plans to have Celestica build a third factory for building the Xbox 360.

Just as everyone started to worry about the schedule going off course, ATI spun out the final graphics chip design in mid-July 2005. Everyone breathed a sigh of relief, and they moved on to the tough work of ramping up manufacturing. There was enough time for both ATI and IBM to build a stockpile of chips for the launch, which was set for Nov. 22 in North America, Dec. 2 in Europe and Dec. 10 in Japan.

Flextronics debugged the assembly process first. Nick Baker traveled to China to debug the initial boxes as they came off the line. Although assembly was scheduled to start in August, it didn't get started until September. Because the machines were being built in southern China, they had to be shipped over a period of six weeks by boat to the regions. Each factory could build only as many as 120,000 machines a week, running at full tilt. The slow start, combined with the multiregion launch, created big risks for Microsoft.

An Unexpected Turn

The hardware team was on pins and needles. The most-complicated chips came in on time and were remarkable achievements. Typically, it took more than two years to do the initial designs of complicated chip projects, but both companies were actually manufacturing inside that time window.

Then something unexpected hit. Both Samsung and Infineon Technologies had committed to making the GDDR3 memory for Microsoft. But some of Infineon's chips fell short of the 700 MHz specified by Microsoft. Using such chips could have slowed games down noticeably. Microsoft's engineers decided to start sorting the chips, not using the subpar ones. Because GDDR3 700 MHz chips were just ramping up, there was no way to get more chips. Each system used eight chips. The shortage constrained the supply of Xbox 360s.

Microsoft blamed the resulting shortfall of Xbox 360s on a variety of component shortages. Some users complained of overheating systems. But overall, the company said, the launch was still a great achievement. In its first holiday season, Microsoft sold 1.5 million Xbox 360s, compared to 1.4 million original Xboxes in the holiday season of 2001. But the shortage continued past the holidays.

Leslie Leland, hardware evaluation director, says she felt "terrible" about the shortage and that Microsoft would strive to get a box into the hands of every consumer who wanted one. But Greg Gibson, system designer, says that Microsoft could have worse problems on its hands than a shortage. The IBM and ATI teams had outdone themselves.

The project was by far the most successful Nick Baker had ever worked on. One night, hoisting a beer and looking at a finished console, he said it felt good.

J Allard, the head of the Xbox platform business, praised the chip engineers such as Baker: "They were on the highest wire with the shortest net."

Get more information on Takahashi's book.

This story first appeared in the May issue of Electronic Businessmagazine.

Tue, 26 Jul 2022 12:00:00 -0500 en text/html https://www.designnews.com/automation-motion-control/learning-failure
Killexams : Consumers left out of pocket as security costs soar

The impact of cyber security incidents and data breaches may be contributing in a small way to the rising cost of goods and services that is leaving millions of UK citizens on the brink of financial crisis, as victim organisations struggle to recoup their losses from incident response, forensics, ransom payments and regulatory fines.

This is according to the latest edition of IBM Security’s annual Cost of a data breach report, which found that as the average cost of an incident across its surveyed base hits a high of $4.35m (£3.61m), up 13% over the last two years of the report, 60% of victim organisations have had to raise the price of their products or services as a direct result of the incident.

Darren Williams, CEO and founder of anti-ransomware specialist Blackfog, said that the study’s findings were not particularly surprising.

“Rising data breach costs are to be expected and unfortunately many consumers are now jaded by breach notifications as they happen on such a regular basis,” said Williams.

“Given the increase in cyber attacks generally and the new focus on data exfiltration rather than encryption, the number of breaches and the costs of remediation is likely to rise at a much faster rate in the coming years.

“As it becomes increasingly difficult to obtain cyber insurance coverage and/or pay-outs following cyber incidents, companies will certainly look to pass these costs on to their customers, who will end up not only footing the bill for the breach, but also paying the price for having their data in the hands of criminal gangs or for sale on the dark web,” he said.

Trevor Dearing, director of critical infrastructure solutions at zero-trust specialist Illumio, said that IBM’s survey had demonstrated how important it was for organisations to prepare for incidents ahead of time, rather than respond to them.

“Figures like this that place the average data breach at an eye-watering cost of $4.4m really put the scale of the problem into perspective,” said Dearing. “By putting in protection before an attack, organisations can mitigate any costs that would be passed onto consumers.

“By taking a zero-trust approach, segmenting critical assets, and only allowing known and Tested communication between environments, security teams can limit the impact of an attack for both the organisation and its customers.”

The study noted that a great many organisations, and over 80% in the case of highly-vulnerable critical national infrastructure (CNI) operators, had not yet adopted zero-trust strategies, and those organisations saw the average cost of a breach rising beyond $5m.

Other factors in the varying cost of a breach included payment or non-payment of ransomware demands, with the data showing those who chose to pay, against all reasonable advice, actually saw average costs fall by approximately $610,000, not including the payment.

Meanwhile, the 43% of respondents who were still in the early stages (or who had not started) implementing security best practice in their cloud environments were on the hook for $660,000 more than those who were on top of cloud security, and organisations that had implemented security artificial intelligence (AI) and automation incurred $3.05m less on average, making such technology the biggest cost-saver yet observed by the study.

“Businesses need to put their security defences on the offence and beat attackers to the punch. It’s time to stop the adversary from achieving their objectives and to start to minimise the impact of attacks,” said Charles Henderson, global head of IBM Security X-Force.

“The more businesses try to perfect their perimeter instead of investing in detection and response, the more breaches can fuel cost of living increases. This report shows that the right strategies coupled with the right technologies can help make all the difference when businesses are attacked.”

IBM said the constant barrage of cyber attacks faced by organisations was also shedding light on a “haunting effect” of breaches, with the vast majority of those surveyed having experienced multiple breaches, and many reporting that they were still incurring unexpected costs months or even years, after an incident.

IBM’s findings back up – to some extent – a recent policy shift at the UK’s Information Commissioner’s Office (ICO), which recently announced it would be cutting back on fining public sector breach victims, saying that to do so effectively visits the cost of an incident on the public in the form of reduced budgets for critical services.

Wed, 27 Jul 2022 11:41:00 -0500 en text/html https://www.computerweekly.com/news/252523222/Consumers-left-out-of-pocket-as-security-costs-soar
Killexams : KACST, IBM to develop Arabic speech recognition for telephone

The King Abdulaziz City for Science and Technology (KACST) and IBM have joined hands in a project that is aimed at allowing people to interact with computers over the telephone in Arabic, highlighting the importance of Arabic-based technology applications. 

Saudi Business Machines (SBM), the general marketing and services representative of IBM WTC in Saudi Arabia, is taking a prominent role in implementing these electronic voice services in the Kingdom. 

This is an extension of the efforts of KACST, which established a Speech Center at the Computer and Electronics Research Institute in 1995 to manage and execute research projects to develop Arabic-language voice applications.  

The Computer and Electronics Research Institute has already compiled an Arabic Phonetics Database that contains more that 46,000 files, each containing detailed samples of the Arabic sounds for use in speech applications, including speech synthesis, speech recognition, voice identification and treatment of speech impediments. 

This project has grown due to the increasing need within public and private organizations for innovative ways to extend new services to their customers via telephone. Until now, these services were limited as users needed to communicate the function they wanted to access using a keypad. With a system that can facilitate “conversing” with the computer via telephone, users can dial up the service provider, and talk directly to the computer without the need to press buttons or communicate with a telephone operator.  

The new system could be used by a host of public and private organizations to serve their customers. Users will be able to call airlines or travel agents, for example, and book or change their flights, or inquire about flight details verbally. Users could also call a telecommunication service provider to request a telephone number or billing information, or even call their bank to make inquiries or conduct transactions.  

The application of this technology reduces the requirement for direct contact with employees, without reducing service levels, and allows human workers to be reallocated to provide more direct, value-added services for customers. These computer systems are also extremely fast, with rapid execution time, and can operate 24 hours a day. 

IBM will handle the integration of these products into its multilingual conversation engine. This engine will form the core of an intelligent voice response system that can communicate with Arabic speakers, ultimately creating a computer system that can converse intelligently with telephone callers.  

Components of the core technology were developed at IBM's Technical Development Center in Cairo, Egypt. This center was established by IBM to provide support for complex implementations at its customers around the region, as well as to develop new technologies, such as Arabization of new software systems.  

KACST will initially prepare a massive library of voice files, followed by development of the linguistic scripts. This is a highly complex task, requiring detailed study and understanding of voice pronunciation and voice codes. The final product will be a sophisticated database containing over 50,000 voice files, and a similar number of voice codes, forming the basis of this new automatic speech recognition program. 

King Abdulaziz City for Science and Technology (KACST) is an independent scientific organization administratively reporting to the Prime Minister. KACST's headquarters is located in Riyadh. Its objectives are proposing the national strategy in the fields of science and technology, executing applied research programs to serve the development in the Kingdom and providing assistance to private sectors in the area of research and development. 

IBM is an international information technology company, with 2001 revenues of more than $35 billion. Services is the fastest growing part of IBM, with nearly 150,000 professionals serving customers in 160 countries. IBM Global Services has about 150 data centers around the world. 

Established in 1981, Saudi Business Machines Limited (SBM), is one of the largest providers of technology products, e-business services and complete turn-key solutions in the Kingdom of Saudi Arabia. Part of the E.A. Juffali and Brothers Group of companies, it is the general marketing and services representative for IBM World Trade Corporation in the Kingdom, providing a full portfolio of IBM products.  

Based in Jeddah, and with branches in Riyadh, Al-Khobar and Jubail, SBM has over 500 employees. It offers software and professional consultancy, together with services in networking, business recovery and operations support, alongside tailored maintenance services support for IBM and non-IBM products. — (menareport.com) 

© 2002 Mena Report (www.menareport.com)

Sat, 23 Jul 2022 12:00:00 -0500 en text/html https://www.albawaba.com/business/kacst-ibm-develop-arabic-speech-recognition-telephone
Killexams : Connected Logistics Market 2022 Report Examines Latest Trends and Key Drivers Supporting Growth till 2030

The MarketWatch News Department was not involved in the creation of this content.

Aug 01, 2022 (Heraldkeepers) -- The scope of the report includes a detailed study of global and regional markets on Connected Logistics Market with the reasons given for variations in the growth of the industry in certain regions.

The report covers detailed competitive outlook including the market share and company profiles of the key participants operating in the global market. Key players profiled in the report include Eurotech S.P.A. (Amaro, Italy), IBM Corporation (New York, U.S.), Intel Corporation (California, U.S.), SAP SE (Walldorf, Germany), Infosys Ltd., (Bengaluru, India), AT&T, Inc. (Texas, U.S.), Cisco Systems, Inc., (California, U.S.), HCL Technologies Ltd. (Noida, India), Orbcom Inc. (New Jersey, U.S.), Cloud Logistics (Florida U.S.), and Freightgate Inc. (California, U.S.). Company profile includes assign such as company summary, financial summary, business strategy and planning, SWOT analysis and current developments.

The Connected Logistics Market is segmented on the lines of its platform, service, software, transportation mode, vertical and regional. Based on platform segmentation it covers device management, application management, connectivity management. Based on services segmentation it coversprofessional service, consulting service, integration and deployment, support and maintenance, managed service. Based on software segmentation it covers asset management, remote asset tracking, predictive asset management and monitoring, warehouse IoT, warehouse management system, warehouse control system, building automation system, security, network management, data management, streaming analytics. Based on transportation mode segmentation it covers roadway, railway, airway, seaway. Based on vertical segmentation it covers retail, manufacturing, oil & energy and gas, pharmaceuticals and healthcare, telecom and it, automotive, aerospace and defense, food and beverage, chemical, others (marine and apparel logistics). The Connected Logistics Marketon geographic segmentation covers various regions such as North America, Europe, Asia Pacific, Latin America, Middle East and Africa. Each geographic market is further segmented to provide market revenue for select countries such as the U.S., Canada, U.K. Germany, China, Japan, India, Brazil, and GCC countries.

Browse full report here:https://www.marketresearchengine.com/connected-logistics-market

Globalization has made this world a single market. Business network primarily for logistics that enable center point administrators and a few others to screen and oversee movement both inside and in addition towards the center is called connected logistics. In today's world, the need for tracking of vehicles in real time has become important part of logistics so as to certify on time and safe delivery, which in turn has increased the demand for connected logistics. With the use of connected logistics services, which develops a large amount of data of different sectors that can be stored and used as and when required in real time for data analyzing to achieve a top level of accuracy. It is useful in all the hierarchy of logistics chain supply such as transportation, warehousing and till final stage of delivery. One of the major trends in connected logistics market is the implementation of IoT in supply chain management (SCM) system. IoT is gaining popularity in implementation because smart equipment's and devices help track the shipment in real time.

This report provides:

1) An overview of the global market for Connected Logistics Market and related technologies.
2) Analyses of global market trends, with data from 2015, estimates for 2016 and 2017, and projections of compound annual growth rates (CAGRs) through 2024.
3) Identifications of new market opportunities and targeted promotional plans for Connected Logistics Market.
4) Discussion of research and development, and the demand for new products and new applications.
5) Comprehensive company profiles of major players in the industry.

The major driving factors of Connected Logistics Market are as follows:

Decliningcost of sensors
Transparency in logistics
Requirement for operational efficiency
High tech vehicles use is increasing
R & D in mobile technologies
Development of IoT connecting devices
The restraining factors of Connected Logistics Market are as follows:

Dearth of uniform governance standards
Safety and security issues in logistics
Improper data management and interpretation
The Connected Logistics Market is expected to exceed more than US$ 72.0 Billion by 2024 at a CAGR of 32.7% in the given forecast period.

The Connected Logistics Markethas been segmented as below:

The Connected Logistics Marketis segmented on the Basis of Platform Analysis, Software Analysis, Service Analysis, Transportation Mode Analysis, Vertical Analysis and Regional Analysis.

By Platform Analysis this market is segmented on the basis of Device Management, Application Management and Connectivity Management.By Software Analysis this market is segmented on the basis of Asset Management, Remote asset tracking, Predictive asset management and monitoring, Warehouse IoT, Warehouse management system, Warehouse control system, Building automation system, Security, Network Management, Data Management and Streaming Analytics.

By Service Analysis this market is segmented on the basis of Professional Service, Consulting service, Integration and deployment, Support and maintenance and Managed Service.By Transportation Mode Analysis this market is segmented on the basis of Roadway, Railway, Airway and Seaway.By Vertical Analysis this market is segmented on the basis of Retail sector, Manufacturing sector, Oil & Energy and Gas sector, Pharmaceuticals and Healthcare sector, Telecom and IT sector and Automotive.Automotive is segmented into Aerospace and Defense sector, Food and Beverage sector, Chemical sector and Others (marine and apparel logistics).By Regional Analysis this market is segmented on the basis of North America, Europe, Asia-Pacific and Rest of the World.

Request trial Report:https://www.marketresearchengine.com/connected-logistics-market

Table of Contents

1 Introduction

2 Research Methodology

3 Executive Summary

4 Premium Insights

4.1 Attractive Market Opportunities in the Connected Logistics Market During the Forecast Period
4.2 Market Share Across Various Regions
4.3 Market By Vertical and Region
4.4 Lifecycle Analysis, By Region, 2016

5 Market Overview

6 Industry Trends

7 Connected Logistics Market Analysis, By Component

8 Connected Logistics Market Analysis, By Software

9 Connected Logistics Market Analysis, By Platform

10 Connected Logistics Market Analysis, By Service

11 Connected Logistics Market Analysis, By Transportation Mode

12 Connected Logistics Market Analysis, By Vertical

13 Geographic Analysis

14 Competitive Landscape

15 Company Profiles

15.1 Introduction

15.2 AT&T, Inc.

15.3 Eurotech S.P.A.

15.4 IBM Corporation

15.5 Intel Corporation

15.6 SAP SE

15.7 Infosys Limited

15.8 Cisco Systems, Inc.

15.9 HCL Technologies Limited

15.10 Orbcomm Inc.

15.11 Cloud Logistics

15.12 Freightgate Inc.

Other Related Market News :

https://www.marketwatch.com/press-release/backend-as-a-service-market-2022-outlook-by-industry-size-share-revenue-regions-and-forecast-to-2030-2022-07-27

https://www.marketwatch.com/press-release/bare-metal-cloud-market-new-coming-industry-to-witness-great-growth-opportunities-in-upcoming-years-from-2022-to-2030-2022-07-27

https://www.marketwatch.com/press-release/big-data-market-2022-size-demand-outlook-trends-revenue-future-growth-opportunities-till-2030-2022-07-27

Media Contact

Company Name: Market Research Engine

Contact Person: John Bay

Email: john@marketresearchengine.com

Phone: +1-855-984-1862

Country: United States

Website: https://www.marketresearchengine.com/

COMTEX_411328908/2582/2022-08-01T01:18:14

Is there a problem with this press release? Contact the source provider Comtex at editorial@comtex.com. You can also contact MarketWatch Customer Service via our Customer Center.

The MarketWatch News Department was not involved in the creation of this content.

Mon, 01 Aug 2022 03:21:00 -0500 en-US text/html https://www.marketwatch.com/press-release/connected-logistics-market-2022-report-examines-latest-trends-and-key-drivers-supporting-growth-till-2030-2022-08-01
C9550-605 exam dump and training guide direct download
Training Exams List