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Exam Code: OG0-092 Practice exam 2022 by team
OG0-092 TOGAF 9 Part 2

TOGAF® 9 Part 2 Exam
Exam Summary
Exam Name: TOGAF® 9 Part 2 Exam
Exam Number:
OG0-092 - English
OG0-095 - Brazilian Portuguese
OG0-097 - Simplified Chinese
OG0-F92 - French
OG0-S92 - Latin American Spanish
Qualification upon passing: TOGAF 9 Certified
Delivered at: Authorized Examination Provider Test Centers
Prerequisites: TOGAF 9 Foundation or a pass of the TOGAF 9 Part 1 exam on the same day at the same test center
Supervised: Yes
Open Book: Yes, an electronic copy of the TOGAF 9 Standard is built into the exam. No hardcopy books may be used at test centers. (*)
Exam type: Scenario Based, Complex Multiple Choice
Number of questions: 8
Pass score: 60% (24 out of 40 points)
Time limit: 90 minutes (**)
Retake policy: If you fail the test you must wait one month before another attempt
Examination Fee: See Fees

TOGAF 9 Part 2
The-Open-Group TOGAF teaching
Killexams : The-Open-Group TOGAF teaching - BingNews Search results Killexams : The-Open-Group TOGAF teaching - BingNews Killexams : The Open Group India Awards for Innovation and Excellence 2022 No result found, try new keyword!Collectively, these represent outstanding examples of the adoption of The Open Group TOGAF Standard, ArchiMate Modeling Language, IT4IT Reference Architecture, and the OSDU Platform. The honours ... Wed, 27 Jul 2022 23:59:00 -0500 Killexams : Employee continuing education and the future of work

During the pandemic, my family and I went down a DIY rabbit hole. We learned a whole new set of skills, like how to make pasta from scratch, fix leaky faucets, and tie-dye T-shirts.

And we’re not alone. For many, these past couple of years have been a period of self-assessment, or a “great reevaluation,” during which we discovered gaps in our knowledge and took steps to fill them. In 2021, more and more people around the world invested in growing their skill sets, with searches like “online learning,” “ideas for beginners,” and “how to invest” increasing year over year.

Now that we can once again buy pasta at the store and let plumbers into our homes, DIY searches have begun to return to pre-pandemic levels. However, searches for programs that allow people to quickly learn new skills continue to grow. Is this a permanent shift in adult education and, if so, how will it affect the future of business?

To find out, my team partnered with Ipsos to conduct research studies on higher education and careers, two areas heavily impacted by the rise of remote work and learning. Though we conducted these studies separately, the results of each overlapped, suggesting that people link furthering their education with advancing their careers. At a time when many employers are struggling to attract and retain talent, this creates an opportunity for businesses to support their employees’ continuing education while simultaneously building a highly skilled workforce.

To help you take advantage of this opportunity, we’ve pulled two key insights from our research along with two ways your business can act on these findings.


In the past, higher education traditionally meant attending a four-year university right after high school and earning a degree. But today, people often view higher education as a way to switch careers or move up in their current one. Our research shows that 57% of U.S. employees are either actively seeking or open to a new job, and education can be the path for them to get there.

For a deeper dive into this finding and into the reality that adult learners face today, my team spoke with Marni Baker Stein, provost and chief academic officer of Western Governors University (WGU), a nonprofit online university that has pioneered a learning model that creates a better connection between what students learn and what skills they need to succeed on the job. She believes the “education for career mobility” trend is now so prominent that it’s transforming the profile of a higher education student. “Broadly speaking, the new higher ed student is working full time, is a caretaker for their family, and is not in that traditional 18- to 24-year-old range,” she says.

This type of student needs flexibility and a clear return on their time and financial investments. According to Baker Stein, universities like WGU will periodically assess their offerings and ask, “What is the value of this program out there in the world of work, and what job roles or occupational types does this set of skills correspond to?” Then they update those programs to teach the skills in highest demand.

“Learning with [Google’s online learning program] gave me the flexibility to take courses on my own time,” said Chelsea Rucker. A graduate of Grow with Google’s IT Certificates course, Rucker was hired, and later promoted, to a program manager position at Google. “Without the flexibility to get up at 4 a.m. to finish work while my daughters sleep, I’d never have been able to earn my certificate so quickly.”


Fifty-nine percent of the workers we surveyed said they actively maintain or develop skills to be more attractive in the job market and Excellerate their career trajectory, while only 45% of those surveyed said their employers offer upskilling or reskilling as a benefit. You can set your organization apart by offering company-sponsored skill development that maps clearly to other roles, rather than leaving your employees to pursue external learning and career opportunities. This is especially important for midlevel workers who are most likely to resign.

And this investment benefits your bottom line. When leaders offer growth and internal mobility opportunities, they retain their employees nearly twice as long as their peers. What’s more, a BCG study found that 81% of survey respondents said better aligning educational curricula with job openings and skills gaps could resolve the skills mismatch their businesses face.


Short courses are overwhelmingly popular among this new group of higher education students. For example, aggregate searches for courses in management, data science, and digital marketing have grown by 35% year over year. And, unlike traditional degree programs, short courses can be focused on specific skills. In fact, 46% of the people we surveyed who are considering a short course for the first time cite the ability to quickly learn a new skill as the reason for their interest. This convenient, hyperfocused learning provides the close link between investment, skills gained, and career mobility that adult learners have come to expect.

“Short-form credentials are critical to the future of work, where individuals are going to have to reskill and upskill many times throughout our careers,” said Baker Stein.


Certificates and short courses may not be the traditional credentials that employers look for, but they reflect self-motivated learners who have current, in-demand skills. You can open up your talent pool considerably by taking short-course credentials seriously during the candidate evaluation process.

“As a culture, we have gotten used to [college] credits meaning a sort of level of readiness,” says Baker Stein. However, she believes “short-form, more flexible, agile learning experiences are so powerful for learners across the life cycle, whether you’re 15 or you’re 24 or you’re 50.” Because of this, she advises employers to ensure they have “the right HR processes or people in talent protocols to value short-form credentials.”

Certificates and short courses reflect self-motivated learners who have current, in-demand skills.

Just as employees are reevaluating their lives and evolving their approaches to education and career mobility, businesses need to reconsider their internal processes. By giving employees company-sponsored opportunities to upskill and by placing more value on short courses and certificates during the candidate evaluation process, businesses can retain valuable talent and be ready for the future with a highly skilled workforce.

Tue, 02 Aug 2022 02:55:00 -0500 en-US text/html
Killexams : Why the government is backing open source software

This trend is only growing stronger, as organisations look to access the benefits of agility and scalability that non-proprietary code can offer.

Since open source software is now a prominent and indispensable aspect of the digital infrastructure, it is not surprising to see the UK government take advantage of open source technology. Research by Aiven has discovered that 71% of UK government tech workers report the Government is now using more open source software compared to five years ago.

Multiple advantages arise from the use of open source software that governments are beginning to wake up to, such as recruiting talent, retaining and sharing knowledge as well as greatly enabling digital transformation strategies. And let’s not forget that open source software also enables the government to save on costly licensing fees.

Recruiting talent

With an ongoing tech talent shortage, giving developers access to open source software has considerable benefits that governments can enjoy, chief of which is their ability to recruit and retain top talent. Indeed, three-quarters of tech workers stated that providing access to open source will help the UK government hire more software developers and engineers.

This is ever more imperative at a time when the public sector cannot match the salaries of their private sector counterparts regarding technology-related roles. The availability of open source software offers potential recruits a transparent view of the work they will be undertaking. When a software engineer comes to a government department for an interview, they can see precisely the codebase they’ll be working on, allowing for a greater understanding of the nature and scope of work, which is highly sought after by developers.

Retaining and sharing knowledge

Open source software also allows governments to retain skills and knowledge within departments. With software development being highly specialised, there is a significant risk of departmental knowledge loss with staff turnover. Knowledge is better shared and spread across when working in the open using open source techniques. Additionally, troubleshooting existing problems is  easier when using open source solutions, leading to a reduction of frustration from software engineers, causing in turn less turnover.

This same accessibility encourages the sharing of code between different departments, avoiding writing new solutions from scratch to solve similar problems. Different subdivisions are easily able to view others’ work, improving agility and efficiency when working towards shared goals, such as the new plan for digital health and social care.

Digital transformation

Governments worldwide are having to catch up with the pace of technological change and how this affects the provision of their services. In the UK, Government Digital Services (GDS), is responsible for unifying and digitising the government’s online function and provides a perfect case of how effective open source can be incorporated into government services.

Governments worldwide are having to catch up with the pace of technological change

GDS utilised open source technology to launch GOV.UK in 2012, which now hosts over 20,000 websites on one platform. This realised a vision of the government for shared digital systems, in which easy-to-build, user-centric services are available.

GDS required a search service that could run multiple government websites and the GDS itself. It opted to use open source searching tools like OpenSearch, as much of its code was already open source, demonstrating the capacity for open source in government. Now, many branches, such as local councils and fire departments are using managed open source technology, accessing the benefits without additional procurement or information assurance due diligence.

I strongly believe that all software produced by governmental sources should be open source, so taxpayers can examine and inspect how their tax money is spent, this is why I think we should applaud governments like the UK massively adopting open source software.

Open source has proven to be valuable in the public and private sectors alike. The technology has the capacity to increase visibility, meet the demands of developers and provide a smoother platform for digital transformation, which is why it has been so readily adopted by GDS. With the governmental demands for talent retention, departmental alignment and a focussed digital strategy, it will be no surprise to see open source continue to be adopted by the UK government and beyond.

This piece was provided by Josep Prat, Open Source Engineer Manager of Aiven.

Editor's Recommended Articles

Tue, 02 Aug 2022 22:38:00 -0500 Emily en-GB text/html
Killexams : The Next Education Workforce: Team-Based Staffing Models Can Make Schools Work Better for Both Learners and Educators

Key Points

  • Even before the pandemic, American schools were not attracting or retaining an adequate education workforce. Approximately 10 percent of teachers leave the profession each year.
  • We ask teachers to do too much. And we ask them to do it alone, in inflexible jobs, isolated from peers and with a minimal degree of real collaborative work.
  • Such conditions differ immensely from the working environments that most young professionals demand and many enjoy—particularly those deemed by society to be “knowledge workers.”
  • First, we need to redesign educators’ jobs so their skill set matches their assigned tasks. Second, we need to provide meaningful advancement pathways. Third, we need state policies that incentivize these transformations.

Read the PDF.


The large and enduring disruptions wrought by COVID-19 have focused people’s attention on some of the most long-standing challenges facing public education in the United States. In particular, the pandemic has raised public awareness of the human capital challenge that many schools have faced for years and that is routinely, if incompletely, understood as a “teacher shortage.” While a lot of attention is being devoted to whether American schools saw a greater-than-usual exodus of educators between spring 2020 and spring 2022, that question obscures a longer, more relevant trend.

Even before the pandemic, American schools were not attracting or retaining an adequate education workforce. Between 2008 and 2018, the number of people completing teacher-preparation programs fell by 32 percent.1 And that’s just the supply side. Educator retention has also long afflicted schools. According to the National Center for Educational Statistics, before the pandemic, approximately 10 percent of teachers left the profession each year, and about another 10 percent moved to another school.2 That’s a lot of churn in any given year.

The pandemic might make these statistics even worse. In a recent survey by the EdWeek Research Center and Merrimack College, 54 percent of teachers said they were likely to leave the profession within the next two years.3 Even if most of those teachers remain, the fact that they are considering leaving is an alarming metric. In the same survey, less than half the respondents agreed that the general public respects them and views them as professionals. Compare that to 77 percent who felt respected in 2011.

The fundamental problem is not merely that we have a shortage of credentialed teachers. It’s that not enough of the credentialed educators we do have want the job.

Why is that? Let’s start with the job itself. Too often, in too many schools, a teacher’s job looks the same on day 3,000 as it does on day one.

That’s troubling on two fronts. First, the job is too complicated for most novice teachers to perform well. Second, a profession that looks the same on day 3,000 as it does on day one isn’t offering pathways for professional growth and advancement. That’s a recipe for burnout and attrition.

Consider also that we ask all teachers to be all things to all students at all times. We ask them to be content experts and pedagogues, assess children with learning disabilities and manage classrooms of teenagers, teach reading to multilingual learners and provide enrichment to advanced students, and be role models and social workers who have mastered, say, calculus and know how to serve the needs of a culturally diverse array of children in a country where 25 percent of public school children speak a language other than English at home.4 No other profession deems it reasonable to ask all things of all people all the time.

We ask teachers to do too much. And we ask them to do it alone, in inflexible jobs, isolated from peers and with a minimal degree of real collaborative work (as opposed to meetings, trainings, and other mandated forms of workplace association). Such working conditions differ immensely from the working environments that most young professionals demand and many enjoy—particularly those deemed by society to be “knowledge workers.”

A knowledge worker uses “analytical, theoretical or otherwise high-level knowledge to develop services or products, usually online. They often have acquired this knowledge through formal training, such as college or professional certification.” In short, it’s “someone who generates value through their knowledge.”5 As the Corporate Finance Institute says, “They include professionals in information technology fields, such as programmers, web designers, system analysts, technical writers, and researchers. Knowledge workers are also comprised of pharmacists, public accountants, engineers, architects, lawyers, physicians, scientists, financial analysts, and design thinkers.”6

The words “teacher” and “education” do not appear in either definition. This glaring oversight reflects a social reality of how teachers are perceived, or not perceived, as professionals.

Young professionals in many “knowledge” fields are accustomed to agile teams—small groups of people with complementary but different skill sets who work cross-functionally. This term has expanded from the tech industry to many other sectors. Agile teams are the opposite of a top-down, assembly-line human capital organization.

The prospect of collaborative work that affords people a degree of efficacy and professional status resonates with a talent pool that includes millennials and members of Generation Z. It resonates with people who view themselves as knowledge workers, want to “think for a living,”7 and want work that provides flexibility and the freedom to think and act creatively in the pursuit of successful outcomes.

This combination of collaboration and efficacy is missing from too many school environments. Too often, teaching is harder than it needs to be and not nearly as stimulating as it can be. The typical teaching job in a one-teacher, one-classroom model is inflexible, isolating, and repetitive.

That’s not just a teacher shortage. That’s a workforce design problem demanding a solution that goes far beyond pipeline building. That solution should entail transformation in three significant dimensions.

First, we need to redesign educators’ jobs and the workplace in which educators perform those jobs so that schools can deliver better learning outcomes.

Second, we need to change how we prepare people to enter the profession and how we develop professional learning opportunities that provide meaningful advancement pathways to educators.

Third, we need state policies that, at least, do not inhibit the first two transformations and, at best, incentivize and reward school systems that manage their human capital in ways that lead to demonstrable improvement in learning outcomes for students and professional outcomes for educators.

Transforming school systems and the associated policy environment along these lines is required to build a “Next Education Workforce” that can achieve equity and excellence for both learners and educators.

Read the full report.


  1. US Department of Education, “2021 Title II Report: Academic Year 2019–20 Data,”
  2. US Department of Education, Institute of Education Sciences, National Center for Education Statistics, “Teacher Turnover: Stayers, Movers, and Leavers,” November 2015,
  3. EdWeek Research Center and Merrimack College, “Today’s Teachers Are Deeply Disillusioned, Survey Data Confirms,” Education Week,
  4. Center for Immigration Studies, “America’s Largest Cities: Almost Half Speak a Foreign Language at Home,” press release, September 19, 2018,
  5. Sébastien Ricard, “The Year of the Knowledge Worker,” Forbes, December 10, 2020, forbestechcouncil/2020/12/10/the-year-of-the-knowledge-worker/?sh=210dca5b7fbb.
  6. Corporate Finance Institute, “Knowledge Workers,” October 28, 2021, knowledge/other/knowledge-workers/.
  7. Corporate Finance Institute, “Knowledge Workers.”
Sun, 31 Jul 2022 16:01:00 -0500 en-US text/html Killexams : How Open Source Technology Is Opening Opportunities In The IP Landscape

Deepak Syal, IAM Top 300 Patent Strategist, Singapore Entrepreneur of the Year, Edison award, Red Herring Top 100, Co-Founder @GreyB.

According to Howard Rheingold, “Open source production has shown us that world-class software, like Linux and Mozilla, can be created with neither the bureaucratic structure of the firm nor the incentives of the marketplace as we’ve known them.”

To me, Mozilla and Linux were not just projects; they were movements to democratize web browsers and operating systems. It feels great to see that we have begun approaching the intellectual property (IP) domain in a similar manner. I believe current open source initiatives in the IP domain will bring more openness, innovation and opportunity to the patent system and benefit all involved: inventors, patent professionals, corporates, etc.

Open source models have proven to create opportunities for all stakeholders. End users get to enjoy killer features suiting their needs from a plethora of features developed by the community. By setting common standards, open source projects combine the effort of various developer teams to create cumulative output. The best part about open source projects is the development speed multifolds as developers build upon the code created by each other.

Moreover, open source models create a world of commercial opportunities too. Companies can customize and incorporate the code into new products. For instance, open source allows them to add stable, tested features to their products without spending time and money developing them.

An Open Source Sensation: Mozilla Firefox

Can you imagine browsing the web browser without tabs or pop-up blockers? If it were not for Mozilla Firefox, we wouldn’t have had such a fantastic web browsing experience. Even if many of us are not using Firefox directly today, it has greatly inspired the browsers we currently use.

We all experience the web differently through extensions and plug-ins, which is a gift from the developer community. The massive success of the browser can also be credited to the leadership’s focus on bringing security, simplicity and speed to the browsing experience. Every new piece of code was added on a meritocratic basis after a thorough review.

Mozilla Firefox also attracted significant interest from corporations. Google’s search engine benefitted greatly in its wide adoption by joining the Mozilla Firefox movement. Many forget how popular it once was, and in 2007, Mozilla Firefox had 25 million downloads over a period of 99 days and 200 million in 629 days.

A World Of Opportunities: Linux

Linux, the first open source operating system, was created for computers in 1991 by undergrad student Linus Torvalds. Today, it’s used in many other digital and computing devices like smartphones, cameras and tablets. In fact, in the last 30 years, countless applications have been built on top of it. The opportunities that resulted from the open source nature of Linux have seen remarkable evolution over the past three decades. According to a report by Fortune Business Insights, the Linux OS market is set to cross the $15 billion mark soon.

It started with Red Hat Linux, which offers its version of Linux built on the publicly available source code. The company earns revenue by signing long-term service contracts with companies that use its products, certifying developers and programmers, and training users and application developers. Not just Red Hat, but Oracle and Canonical (the company that funds Ubuntu) have also greatly benefitted from the open source nature of Linux.

The Open Source Revolution In The IP Domain

The success of any open source program is driven by taking away the pains of existing solutions and bringing more advantages to the stakeholders. So, where lies the pain in the patent system? I find it lies in the obscured data hidden behind complex patent language and inconvenient ways of accessing them. However, this should soon change.

Public patent databases and open source tools promise to open up the silos of patent data to everyone. I see these tools as transforming the IP landscape by making patent searching easier, cheaper and more intelligent. It takes time and expertise to gather and review prior art documents. Open source search engines can use smart algorithms to help anyone search for prior art, regardless of their experience.

For instance, PQAI, a library of open source patent data processing APIs, offers an AI-powered search engine—highly intuitive for investors. It helps inventors by accepting the query in the natural English language instead of complex keyword-based queries. Also take Gephi, for example, which makes patent data visualization that are highly insightful for business use cases.

How You Can Explore Open Source Applications

The open source business model allows companies to customize the software for commercial use cases. Why create a tool from scratch when you can leverage open source code repositories to build upon your own? Of course, a wise business person would always want to do a value add and sell stuff for a better price.

In my company, we also have a team of developers and patent tools under our name. However, whenever we begin developing any tool, we make sure to explore what already exists out there in open source code repositories.

There are umpteen ways to benefit from such open source initiatives. For instance:

1. Integrating open source code in your existing commercial application.

2. Building new commercial applications.

3. Funding development of a commercial application.

4. Coming up with training and certification programs.

5. Collaborating with other companies to create a commercial application by bringing different areas of expertise together.

The open source arena in the intellectual property domain is still very new; hence, early adopters can significantly benefit. I encourage you to explore it.

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

Wed, 03 Aug 2022 01:30:00 -0500 Deepak Syal en text/html
Killexams : Full Stack Senior C# Developer

We are looking for an experienced senior developer to be responsible for overseeing developers on projects and supporting various development duties

  • Provide technical expertise for project and team during design and code reviews, ensuring best technical practices are applied.
  • Follow Agile Development practises
  • Understand software engineering techniques such as the use of UML (Unified Modelling Language), Software Development Lifecycle (SDLC), The Open Group Architecture Framework (TOGAF), etc
  • Be able to successfully interpret design documentation and build the software solution according to the specified requirement.
  • Develop and test technical solutions using the development tools applicable to the team he/she functions in.
  • Able to interpret project and development plans and understand project roles, project goals and timelines.
  • Manage time effectively during task execution to meet assigned milestones.
  • Communicate with team members or relevant stakeholders regarding technical design and implementation of the solution.
  • Be able to use team collaboration tools such as document libraries, source control and email.


  • BA degree or similar diploma in computer science or related field
  • 10 Years + Development experience
  • Experience using agile methodologies

Preferred Skills:

  • JavaScript / TypeScript
  • Frontend Experience (Razor / Bootsrap/ Angular)

Required Skills:

  • SQL Design and Implementation
  • C#
  • Core
  • T-SQL experience
  • Experience in Cloud Computing advantageous
  • Experience in team-based software development

Knowledge and skills

  • Understanding of the digital landscape
  • Knowledge of working with continuous integration and delivery tools.
  • Knowledge of working within Agile methodologies, particularly SCRUM / Kanban

Desired Skills:

  • • Responsible and Accountable
  • • Time Management
  • • Problem Solving

Learn more/Apply for this position

Tue, 26 Jul 2022 02:34:00 -0500 en-US text/html
Killexams : Open Access: UC Forges New Agreements With IEEE and Nature

The University of California on Wednesday (July 27) announced two new open access publishing agreements.

The first supports open access publishing with the technical professional organization IEEE, which is among the largest publishers of UC research. The other is an extension of UC’s 2020 agreement with Springer Nature that adds funding support for open access publishing in the prestigious Nature journals; previously only titles in the Springer portfolio were eligible.

IEEE: 2022-25

The four-year agreement with IEEE, now in effect, enables UC corresponding authors to publish open access in all IEEE journals, regardless of whether the authors have research funds available to pay for open access publishing.


More information on the IEEE agreement, including an FAQ, is available on the UC Office of Scholarly Communication website.

Authors who have research funds available for open access publishing will pay their own open access fee, known as an article processing charge, or APC. For authors who do not have sufficient funds available to pay the APC, the UC libraries will cover the full cost on their behalf, ensuring that lack of research funds does not present a barrier for UC authors who wish to publish open access in IEEE journals.

The agreement also covers overlength page charges for all UC authors regardless of how they choose to publish with IEEE.

The IEEE open access publishing agreement applies to articles accepted for publication from July 15, 2022, through Dec. 31, 2025.

The deal also provides UC scholars with reading access to more than 5 million documents from the IEEE Xplore Digital Library, including scientific journals, proceedings, and standards.

Nature: 2022-24

Beginning Aug. 1, the UC libraries will automatically pay the first $1,000 of the article processing charge for UC corresponding authors who choose to publish open access in the Nature portfolio of journals, including Nature, the Nature research journals, Nature Communications and Scientific Reports.


More information on the Nature agreement, including an FAQ, is available on the UC Office of Scholarly Communication website.

The remainder due on each APC for publishing in these journals must be covered by the authors themselves, using research funds available to them. Authors without research funds to pay the remainder of the APC may publish their articles on a subscription basis.

While the Nature journals are not eligible for full coverage of the APC, UC authors publishing open access in Springer Nature’s other journals (including Adis, Biomed Central, Palgrave Macmillan, Springer, Springer Open and hybrid Academic journals on will continue to receive the UC libraries’ automatic $1,000 contribution, as well as the option for full coverage of the APC if they lack research funds for publication.

All aspects of the Springer Nature agreement, including UC’s reading access to all currently licensed Springer Nature journals, will continue through Dec. 31, 2024.

Michael Ladisch is the UC Davis Library’s scholarly communication officer. Reach him by email or phone, 530-752-6385.

Thu, 28 Jul 2022 05:37:00 -0500 en text/html
Killexams : Datebook: A look at upcoming clubs and support group meetings

Although some groups have resumed meetings, others’ schedules may have changed because of pandemic restrictions. It is recommended you contact the group in advance to verify details. Any changes in meeting schedules can be emailed to



Jacksonville locations:

First Baptist Church, 1701 Mound Ave. Wheelchair-accessible.

Club HOW, 638 S. Church St.


• Closed discussion, 7:30 a.m. at Club HOW.

• Closed discussion, noon at Club HOW.

• Closed discussion, 8 p.m. at First Baptist Church. “Bowen Group.”

• Closed discussion, 8 p.m. at Club HOW.


• Open discussion, noon at Club HOW.

• Women’s open meeting, 5:30 p.m., First Christian Church’s Fireside Room.

• VIRGINIA: Closed discussion, 7 p.m. at Grace Lutheran Church, Main and Washington streets.

• ROODHOUSE: Closed discussion, 12-step/12 traditions, 8 p.m. at Grace Center, 114 W. Palm St.


• Closed discussion, noon at Club HOW.

• Closed discussion, 8 p.m. at Club HOW.


• Closed discussion, 7:30 a.m. at Club HOW.

• Closed discussion, noon at Club HOW.

• Closed discussion, 8 p.m. at Club HOW. “Newcomers Group.”


• Closed discussion, noon at Club HOW. “TGIF Group.”

• Closed discussion, 5:15 p.m., Big Book Study at Club HOW.

• VIRGINIA: Closed discussion, 8 p.m. at United Methodist Church, 401 E. Broadway Ave.


• Open speaker, 8 p.m. at Club HOW.

• Open meeting, noon at Club HOW.


• Closed discussion, 8 p.m. at Club HOW. “12 & 12 Group.”

• Closed discussion, 10 a.m. at Club HOW. (Second Sunday is open)

• SPRINGFIELD: AA for Women, 10 a.m. at Discovery Club, 313 W. Cook St.



Meetings are nonsmoking and open to anyone. The only requirement is that there be a problem of alcohol with a loved one or friend.



• Al-Anon, 7:30-8:30 p.m. at Centenary United Methodist Church, 331 E. State St. (use Morgan Street entrance).



All meetings are nonsmoking. Not affiliated with any religious organization.

Jacksonville locations:

First Christian Church, 2106 S. Main St. (enter through far southeast door). 217-883-1975.

Lutheran Church for the Deaf, 104 Finley St. (enter through back door). 217-883-1975.


• Open discussion group, 8 p.m. at Lutheran Church for the Deaf.


• Open discussion group, 7:30 p.m. at First Christian Church.




Hope Lives On support group for mothers who have lost children to suicide, 7 p.m., Jacksonville Chamber of Commerce, 155 W. Morton Ave.

Addicts Victorious, 7-8 p.m. at Faith Tabernacle, 571 Sandusky St. Use side entrance to church hall.

PITTSFIELD: Addicts Victorious, 7-8 p.m. in the basement of Subway in Pittsfield. 1-800-323-1388.



Jacksonville Sunrise Rotary, 7 a.m. Holiday Inn Express meeting room, South Jacksonville. 217-243-6895.

Dementia Caregiver support group, 2-3 p.m., free virtual event. Call 800-272-3900 to register, which is required. Hosted by the Springfield office of the Alzheimer’s Association Illinois.

American Legion Post 279, 7 p.m. at 903 W. Superior Ave.



Breastfeeding support group, 6 p.m., Jacksonville Memorial Hospital, Meeting Room 2.

ROODHOUSE: Women with Hearts of Love (WWHOL), 6-7 p.m. at House of Restoration, 208 W. Franklin St. 217-602-1670.



Jacksonville Area Chess Club, 6-9 p.m. at Jacksonville Public Library. 217-370-0882.

Jacksonville Kiwanis Club, noon at Hamilton’s.

WHITE HALL: Addicts Victorious, teens 5:30-6:30 p.m.; adults 7-8 p.m. in the Fellowship Hall of New Life Church, 626 Curtis St.



Jacksonville Rotary Club, noon at Hamilton’s.

PITTSFIELD: Addicts Victorious, 6 p.m. at Assembly of God, 575 Piper St. 800-323-1388.



Jacksonville Amateur Radio Society’s Net, 9 p.m. Transmitted on K9JX repeater.

Fri, 29 Jul 2022 15:10:00 -0500 en-US text/html
Killexams : What's Ahead for Opendoor Technologies' (OPEN) in Q2 Earnings? No result found, try new keyword!Our proven model does not predict an earnings beat for Opendoor Technologies this time around. The combination of a positive Earnings ESP and a Zacks Rank #1 (Strong Buy), 2 (Buy) or 3 (Hold) ... Fri, 29 Jul 2022 07:22:00 -0500 text/html Killexams : ‘Enterprise Architecture for Digital Business’ Outlines Why and How to Modernize IT for a Digital-First World

New book clarifies why companies struggle with digital transformation and what it takes to change IT to become a data-driven, AI-supported digital business

SEATTLE, July 26, 2022--(BUSINESS WIRE)--As organizations build for a digital-first world, disappointment and disruption lie ahead. The challenge is rooted in the fact that organizations are banking their future on an architectural approach that was developed before mobile and the Internet became pervasive, and well before the era of digitization. To progress further in their digital transformation journeys, companies will require a new approach to enterprise architecture that is purpose-built for the digital economy.

As businesses and their brands become indistinguishable from the digital services that represent them, key processes, governance guidelines, organizational structure, and strategy must adapt. F5 CTO Geng Lin, Principal Technical Evangelist Lori MacVittie, and several members of the Office of the CTO at F5 (NASDAQ: FFIV) today released "Enterprise Architecture for Digital Business: Transforming IT" to provide organizations with a framework for modernizing enterprise IT to successfully navigate becoming a digital business.

"The need for a new digital enterprise architecture is both inevitable and urgent," said Geng Lin, EVP and CTO, F5. "The current prevailing enterprise architectures lack the key elements—such as agility, scale, security, and observability—needed to capitalize on technological shifts and to protect against the growing sophistication of cybercriminals. Without these capabilities, organizations will struggle to progress through the digital transformation journey and compete in the marketplace."

Driven by technological and societal forces, the pace of digital transformation has accelerated nearly tenfold in the two-year period 2019 and 2020 and is not likely to slow for decades to come. Today, every industry is engaged in digital transformation—from banking to retail, from media and entertainment to education, to manufacturing—and on a journey to becoming digital by default. The inevitableness of digitization means every business must make this journey to not only survive but thrive.

What stands in the way of completing this journey is an existing, rigid framework that governs how applications are developed, delivered, secured, and even integrated. It defines how data should be stored, accessed, and governed. It constrains infrastructure to aging standards. It makes assumptions about applications and their interactions, and about the nature of their users.

"While we believe the existing TOGAF architectural approach is insufficient to support fully digital and automated businesses, it is a strong foundation on which to expand and derive a modernized version that enables the adaptability and capacity to innovate that organizations require today," said F5 Principal Technical Evangelist Lori MacVittie.

To realize the full value of digital transformation and truly become a digital business, organizations will require entirely new approaches for managing telemetry, data, and application security and delivery technologies across today’s distributed architectures.

"A digital enterprise is fundamentally different. To build and successfully reach maturity as a digital enterprise requires thinking differently about your tools, processes, and organization," said Julia Renouard, F5 VP of Engineering and contributing author.

The book outlines an architecture framework for transitioning IT to operate as a digital business, support innovation, and address today’s biggest IT challenges. Each chapter focuses on a specific domain and analyzes the trends and technologies driving change, as well as provides recommendations to help organizations adapt.

  • Chapter 1 discusses the changes to existing enterprise architecture needed to infuse the capabilities required by a digital business.

  • Chapter 2 explores the capabilities enabled by the adoption of cloud and edge technologies and the ability to adapt the deployment location of applications.

  • Chapter 3 looks at the need for application delivery as an IT discipline for digital business to operate safely at scale.

  • Chapter 4 focuses on the expansion of the data domain to embrace operational data (telemetry) and practices required to scale analytics in order to enable a digital business.

  • Chapter 5 lays out the foundations for a modern security governance and architecture framework that infuses a security-first approach to digital business.

  • Chapter 6 covers the emerging need for observability and the expansion of automation from a productivity tool to an innovation accelerator.

  • Chapter 7 dives into Site Reliability Engineering (SRE) as a catalyst for scaling operations in a modern, digital business.

A free digital copy is available for obtain from beginning today. Digital editions will be available for purchase by early August 2022 through most e-retailers including Amazon, Apple Books, and By early September 2022, the print edition of the book will be widely available at major booksellers and independent bookstores like Powell's and IndieBound. It can be pre-ordered beginning today from Amazon and Barnes & Noble.

About the Authors

Geng Lin is Executive Vice President and Chief Technology Officer at F5. He is responsible for leading technology strategy, product evolution, and critical innovations for the company. Lin is an industry-leading expert in distributed systems, software defined infrastructure, and cloud services. He is a contributing author of two books on cloud and data-intensive computing. He has published many technical papers and holds nine U.S. patents.

Lori MacVittie is a technologist and principal technical evangelist in F5’s Office of the CTO with an emphasis on emerging architectures and technologies including cloud and edge computing, digital transformation, automation and orchestration, microservices, and application delivery. MacVittie has more than 25 years of industry experience spanning application development, IT architecture, and network and systems operation. Prior to F5, MacVittie was an award-winning technology editor at Network Computing Magazine. As an enterprise architect, she drove architectural efforts to lead a global transportation and logistics firm into the Internet age, and has developed software for Nokia phones, Autodesk, and regional telecommunications firms. She co-authored the CADD profile for ANSI NCITS 320-1998 and holds a U.S. patent for application delivery provisioning. MacVittie is a contributing author of books on cloud security and object-oriented development and has authored books on application security and XAML.

Contributing Authors

  • Ken Arora, F5 Distinguished Engineer

  • Michael Corrigan, F5 VP of Engineering

  • Joel Moses, F5 Distinguished Engineer and CTO of Systems

  • James Hendergart, F5 Director of Development Operations

  • Julia Renouard, F5 VP of Engineering

  • Michael Wiley, F5 VP of Engineering and CTO of Applications

About F5

F5 (NASDAQ: FFIV) is a multi-cloud application security and delivery company that enables our customers—which include the world’s largest enterprises, financial institutions, service providers, and governments—to bring extraordinary digital experiences to life. For more information, go to You can also follow @F5 on Twitter or visit us on LinkedIn and Facebook for more information about F5, its partners, and technologies.

F5 is a trademark, service mark, or tradename of F5, Inc. in the U.S. and other countries. All other product and company names herein may be trademarks of their respective owners.

Source: F5, Inc.

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