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000-M65 Lotus XPages Technical Sales Mastery

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000-M65 exam Dumps Source : Lotus XPages Technical Sales Mastery

Test Code : 000-M65
Test Name : Lotus XPages Technical Sales Mastery
Vendor Name : IBM
Q&A : 40 Real Questions

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IBM Lotus XPages Technical Sales

IBM hopes Domino version 10 offers the platform new life | killexams.com Real Questions and Pass4sure dumps

IBM is taking the low-code street to maintain its 29-yr-historic Domino platform crucial to contemporary software builders...

and IT retail outlets.

Domino edition 10 is the first tremendous improve on account that 2013 for the platform, which contains the Verse collaboration tool that makes use of analytics to assist clients prioritize email messages, as smartly because the Sametime collaboration device that competes with Slack and Microsoft teams.

Domino version 10 presents greater mobile capabilities, broader cross-language compatibility and assist for the Linux-based mostly CentOS operating device to create Docker containers on premises or in the cloud, together with the company's own hosted provider, IBM Domino purposes on Cloud.

Domino version 10 pushes cellular apps, cloud ties

a consumer-based mostly application at the moment in beta, known as IBM Domino cellular Apps, lets corporate developers create functions for both executives and far off users who work with Apple's iPad, with no further programming effort. brought iPad assist for cell users has been excessive on clients' wish lists for a while.

"Domino Apps on an iPad is huge information for us; I won't have to rewrite apps and might with no trouble mobilize them," observed Fabrice Langlois, an IT gadget architect with Teradyne, a maker of automated testing machine in North analyzing, Mass.

Teradyne plans to make use of Domino version 10's collaboration capabilities to enrich its consumer-facing and interior assist portals and help clients access information themselves.

"This now gives us a brand new platform to better mobilize our group of workers, with new apps that don't require a heavy laptop," Langlois mentioned.

for instance, with the cell help, corporate builders can enhance their functions with the skill to access the iPad's GPS and digital camera capabilities. developers can also use existing Domino functions to work both offline or online, regardless of their place, and sidestep the aggravation of lost connectivity.

IBM's emphasis on the Domino platform's application development capabilities is a nod to a developer's elevated deserve to create functions that work across each on-premises and cloud environments, referred to Andrew Manby, director of product management for IBM's Domino portfolio.

Domino version 10 works with JavaScript, so builders can integrate and build new functions the usage of Domino statistics, in addition to any available relaxation APIs that live on a full net-based mostly software stack.

[IBM] has pitched [Domino] as a mail platform, however is a stronger app-dev platform. they'll position it now as a low-code construction ambiance, which it always was, means earlier than MongoDB and Docker. Fabrice LangloisIT equipment architect, Teradyne

builders can additionally combine purposes with any Node.js atmosphere using the DominoDB NPM package, Domino AppDev Pack and a excessive-velocity gRPC protocol. moreover, IBM has brought the Domino query Language to support a native Node.js programming mannequin it's obtainable from the Domino command line or any Domino API.

"in terms of our future imaginative and prescient, we recognize that individuals are looking to do full-stack building, however they also want to do all of the different stuff they have got been doing on the grounds that 1989," Manby stated. "here is to claim they wish to construct and put into effect functions directly. there is a major space for us now around low code to do just that -- anything we've been doing for a long time."

Teradyne's Langlois is heartened by means of the broader compatibility with different languages and structures, in addition to IBM's commitment to advertise that energy.

"They [IBM] have pitched it as a mail platform, however it is a far better app-dev platform," Langlois talked about. "they're going to place it now as a low-code development environment, which it always became, means before MongoDB and Docker."

Domino's future plays in AI, machine discovering

In October 2017, IBM and HCL technologies entered into a long-term deal whereby HCL technologies would mostly set the technical route of the Domino portfolio, and IBM would lead revenue and advertising and marketing.

"The smartest thing to happen to the platform in 10 years is IBM handing over construction of the platform and [moving it] to HCL developers," Langlois said.

In 1995, IBM purchased Lotus development Corp., the inventors of Notes, for at the time a whopping $three.5 billion. Joint sales efforts of IBM and Lotus made it the leading e-mail and collaboration product in the marketplace. huge Blue eventually renamed the server element Domino and retained the Notes manufacturer for the client only. Over time, however, Microsoft's exchange server and Outlook took off, while Domino's fortunes flickered.

Domino version 10 does not focus a whole lot on AI and laptop discovering capabilities, but IBM's Manby said he sees a couple of uses for these technologies in later versions, akin to to assist Domino builders construct quite a lot of assistance repositories for support situations.

"it would be very easy thing for us to add AI and cognitive for searching facts, principally on the grounds that we introduced JavaScript, and additionally how Domino works with [IBM] Connections and other constituents of the Watson portfolio," he referred to.


IBM Is taking part in A video game Of scorching Potato With Goodwill | killexams.com Real Questions and Pass4sure dumps

No effect found, are attempting new key phrase!basically, after goodwill become eliminated from IBM's annual experiences, it remained under 3% through the days of Louis V. Gerstner. In 1995, IBM performed a hostile takeover of Lotus building ... and ...

How Hatboro-Horsham colleges used PARIS utility to be more effective | killexams.com Real Questions and Pass4sure dumps

Like many school districts within the location, Hatboro-Horsham is trying to do extra with less.

in this case, the district's superintendent requested his personnel to attain some proof-based mostly conclusions about its special-training spending. whereas the question changed into straightforward, the school's tech and finance teams without delay realized that the facts they vital to reply were scattered across distinctive spreadsheets and websites.

What would have taken hours now can be executed in minutes. The faculty system depends on Doylestown-based PARIS applied sciences' PowerOLAP to rapidly hyperlink different Excel info with other sources to construct a unified information set for evaluation.

happily, the district realized that its spending to region special-wants college students in really good facilities became beneath typical.

however the district might superior measure special-ed teacher earnings expenses and make enhanced choices on hiring in-house vs. contracting out. It also built an early warning system for students that took under consideration their classification (talented, typical, or economically deprived), grades, attendance, and disciplinary list.

"we are in a position to be proactive in featuring services to students in want of help," stated Marc Greenberg, director of software functions and information management.

Hatboro-Horsham, with about 5,000 students, pays a upkeep fee of $25,000 per year (except for construction prices) for an commercial enterprise server solution to make use of PowerOLAP. The district gets practicing and technical guide, in addition to general improvements. present pricing for an analogous device ranges from $600 to $1,000 per consumer.

"It definitely has helped us make enhanced selections," referred to Hatboro-Horsham's director of enterprise affairs, Robert Reichert. "or not it's saved a ton of time in terms of gathering statistics and advice to make these decisions."

PARIS applied sciences' founder and CEO, Duane Presti, all started his career at what is now the drugmaker Bristol-Myers Squibb. He talked about he was one of the most first to adopt applied sciences such because the pc and Lotus spreadsheets and shortly realized there was a necessity to help companies join the information they maintain siloed in different departments.

Presti centered PARIS in 1996 to assist shoppers make experience of the information they bring together. The business, which competes with Microsoft's SQL Server analysis capabilities, IBM's TM1, and Oracle's Essbase, mentioned it has 35 employees, and has sold PowerOLAP to 1,025 corporations, yielding about 12,000 clients worldwide. About forty p.c of earnings are overseas.

thus far, PARIS counts fundamental agencies akin to McDonald's, Starbucks, Ferrari, DHL, and Toshiba as consumers. but a key focus for the business continues to be midsized customers like the Hatboro-Horsham district and Florida-primarily based Ion Media Networks.

Mandy Chan, Ion's vice chairman of applications, has labored with PARIS seeing that 2001. Ion operates more than 60 tv stations across the country and desired to look if the money for a specific web site changed into getting used optimally to generate income. PowerOLAP enabled Ion to tally its efficiency by using market. From this image, Ion was in a position to shift supplies from inefficient stations to extra productive ones and keep a whole lot of heaps of dollars.

in the future, Chan hopes to install PowerOLAP to learn if the business is pricing its promoting thoroughly. "analyzing more than just fiscal suggestions however issues like scores and advert charges will support us greatly," she mentioned.

Presti talked about superior advice is key to first rate management. "or not it's a big deal to the americans who are actually doing the evaluation," he observed. "We additionally are looking to supply management the ideal advice they can should be aggressive."

tuition of Pennsylvania professor Ryan Baker, who reviews the function that advice administration and analysis play in improving student results, agreed that extra faculty districts may still be using facts to make the type of selections Hatboro-Horsham is grappling with.

"there's plenty to be received, certainly for at-chance students and special-wants students with these evaluation thoughts," he stated.

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Lotus XPages Technical Sales Mastery

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Miami's Most Wanted Car | killexams.com real questions and Pass4sure dumps

2 - Miami's Most Wanted CarThe McLaren MP4-12C at the New World Symphony

New to most, familiar to some, McLaren Automotive enters the sports car ranks as a motorsports veteran. Compared to Ferrari or Porsche, the British firm is inexperienced as a production car brand, but based on the survival-of-the-fittest rigor of the racetrack, it could soon top the class. Since McLaren’s Formula 1 debut in 1966, and especially since executive chairman Ron Dennis joined the team in 1980, this UK-based company has introduced many technical innovations that stretch the imagination. Its steady presence in the top echelons of racing has shown such a mastery of challenges in design, mechanics and electronics as to border on the artistic. And the path to that art is science, precision, insight and thoroughness—all traits that reflect both Dennis and the company in equal measure. Eight Formula 1 Constructors’ Championships and 12 Championships for McLaren’s drivers do not lie.

Through Formula 1, McLaren pioneered the use of carbon fiber, which allowed it to perfect the process and production that continue today. The McLaren most familiar to sports car fans outside of racing is the threeseat, all-carbon-fiber monocoque-chassis, $1 million-plus McLaren F1 exotic car, which took the automotive press by storm in 1993 and achieved 240 mph with the rev limiter disengaged on its BMW-sourced powerplant. Also, the Mercedes-Benz SLR McLaren (2003 to ’09) was a joint venture between McLaren and its Formula 1 engine supplier, Mercedes-Benz. With those two limitedproduction cars under its belt, McLaren is now introducing a new exotic sports car designed solely in-house (including the engine), intended to challenge the exotic sports car establishment of Ferrari, Porsche and any others who care to join the party.

From Raceway to RoadwayThere will be only nine dealerships carrying McLaren’s new model in the entire US, including Coral Gables’ The Collection. That the dealership also carries Ferrari, Porsche, Maserati and Aston Martin speaks clearly about the brand’s commercial potential.

MP4-12C—the car’s actual name—is literally the only thing about it that may seem inelegant. McLaren doesn’t sway with prevailing technical or design winds in Formula 1, and continues that pattern with the 12C. A highly sophisticated and thoughtful suspension eschews conventional devices like anti-roll bars. The turbocharged V8 engine with 3.8-liter capacity is smaller than all competitors, yet cranks out towering oomph (592 horsepower), while the engine’s trim external size and low placement in the chassis result in a low center of gravity, benefiting handling and braking. An active airbrake improves not just heavy braking itself from high speeds, but stability under such conditions—a design demonstrating McLaren’s winning thinking for production sports car success. If one makes top performance easily attainable and livable, then anyone can feel like Mario Andretti.

The 12C’s performance specs are stellar, even in this rarefied class of exotica: a top speed of 205 mph; acceleration from zero to 60 mph in just 3.0 seconds with the optional tires (quicker official figures than for Ferrari’s 458 Italia) and braking ability from 62 mph to a dead stop in just 100 feet.

Given all those impressive car-geek numbers, you still drive the car as a totality, and that’s where McLaren has focused much of its energy. The overarching goal with the MP4-12C was to produce a true no-compromise, top-performance sports car. That meant eradicating the typical exotic car’s kidney-punching stiff ride by replacing anti-roll bars with smart, instantly adjusting interconnected shocks that result in a good ride quality in normal traffic; McLaren easily solved that problem with a bit of technology and unconventional thinking.

Price in this segment is not necessarily important vis-a-vis the competition, but it is nonetheless impressive. The McLaren will cost $231,400 upon launch this late October, whereas the Ferrari 458 Italia, its most direct competitor, stickers at $230,675. Not Mini money, but not Mini performance, style or exclusivity, either.

1 - Miami's Most Wanted CarHas McLaren achieved its product goals? Preliminary impressions from the most discriminating automotive journalists range from “yup” to “how much can I get for my nonessential body parts?” McLaren’s biggest challenge lies perhaps not in the car itself, but in how the company introduces the car to the market and subsequently builds a sales network. The occasional “if you build it, will they come?” industry conundrum most certainly applies here.

“McLaren had a lot of success from the F1 road car in the late ’90s, and learned a lot from Mercedes about production,” says Tony Joseph, director of McLaren Automotive North America. Joseph has experience in this field, with stints at both Ferrari and Porsche prior to assembling McLaren’s US operation. “However, McLaren never needed to build its own distribution network, so setting up an infrastructure has been a ground-up project.” Joseph is keen on this approach and says that by beginning with a clean sheet—not just in design, but in sales, marketing and distribution—McLaren can pick and choose priorities and avoid pitfalls learned from other manufacturers.

Track to the Future“It’s very rare to have a new model in this segment, let alone a new company, and we’re very excited to help establish McLaren,” says Ken Gorin, president and CEO of The Collection. Gorin’s decision to rep McLaren was an important one that necessitated an understanding of the brand’s intentions, which he illustrates with an example: “We gave back the Lotus brand because it wasn’t performing the way it should have; Lotus wasn’t doing something markedly different from its competition,” confides Gorin. “But McLaren’s focus is very clear, and we look forward to the differentiation. The Collection is fueled by new models, and the McLaren launch is exciting from that standpoint alone. This business is also about choice, and we do well by our customers by offering choices.” McLaren Automotive executive chairman Ron Dennis likens the brand’s launch to a strenuous yet rewarding ascent to a mountain summit. “It’s a steep and difficult climb to where we want to get to. As with any climb, you have to have the right equipment. You have to have the right training. We have every intention of making it and hitting our definition of the summit, which is a successful sports car brand. It’s the foundation for the future of McLaren.”

With the history of success, racing acumen, technical and design depth and a winning dealer network in place, could the top of the class be far away?


Inspired Origami: A Claremont Student Makes Art Wearable | killexams.com real questions and Pass4sure dumps

By Hannah Bottum

During his sophomore year of high school, Lawrence Beall, CMC’16, decided to put his mastery of origami on display.

He thought origami rendered itself “kind of useless,” and came up with the idea to turn his origami creations into wearable art.

Origami, Beall notes, is already an interesting way of converting something worthless into something “cool and nuanced.” He saw a natural parallel with this concept in the philosophy of fashion, which like origami seeks to reinvent the mundane.

Beall’s creations evolved into Inspired Origami, a jewelry company that makes origami paper wearable, durable, and waterproof. The company sells everything from earrings to bow ties.

The jewelry is made using a chemical process that Beall discovered himself. This past summer, Beall interned at a start-up accelerator in Denver while conducting chemical research on the side. The chemical research that Beall conducted allowed him to develop his unique process for creating jewelry.

The Inspired Origami team consists of five other students from the Claremont Colleges. Priscilla Wang SC’16 is the COO of Inspired Origami, James Saindon, HMC’16, acts as technical support, Christus Ahmanson CMC’16 is the staff writer, Daniel Padilla CMC’17 is the chief of sales, and Alexander Reeser CMC ’16 is the Chief Marketing Officer.

Inspired Origami has faced challenges in scaling their operation because of the process for making the pieces. Beall, alone, creates all of the jewelry for Inspired Origami. He is currently working on analyzing his own processes, so that he can convert to a more systematic approach suitable for a factory setting. Yet, this has proved difficult because the process for creating each piece is incredibly complex and technical.Ultimately, Beall hopes to move into the luxury fashion market. He cites Tiffany’s as a model, and he hopes to use more luxury materials in his creations in the future.

Despite these apparent growing pains, Inspired Origami has proven a success in the fashion world, with the creations being featured on blogs with ties to Lucky Magazine as well as Teen Vogue magazine.

Beall’s featured spot in Teen Vogue was facilitated in part by a mentor and CMC alumnus, who connected Beall with the magazine. Teen Vogue then flew Beall and his creations out to New York. The article can be seen here: http://thestrangerblog.com/lotus/.

As for the future of Inspired Origami, Beall said the business is something he would like to pursue after college.

His advice to aspiring entrepreneurs is to start early. As a sophomore in high school, Beall had more time to devote to his project, and he felt that people were more willing to help him at a young age.


Lotus position: ABS a “happy Notes camper” | killexams.com real questions and Pass4sure dumps

blog We couldn’t help but laugh when we read this excellent interview with Australian Bureau of Statistics chief information officer Patrick Hadley, describing the agency’s ongoing commitment to IBM’s Lotus Notes/Domino platform as part of its recently released and wide-ranging ICT strategy (PDF here). iTNews quotes Hadley (we recommend you click here for the full article):

“We have Notes programming skills in our team. They are very smart and very technologically literate,” he said. “We are a happy Notes camper.”

Now, if you examine the ABS’ ICT strategy (which we plan to go into in a great deal more detail at a future date), you’ll find the organisation is not just using Notes as a stand-alone collaboration environment; it’s actually using the complete suite, ranging from Lotus Notes 8.5.3 Mail and Calendar, SameTime for instant messaging, Connections for “social/business networking”, Work Group Databases for collaboration and knowledge management, Lotus Live and Quickr (“external collaboration”) and Lotus iNotes and Traveler Mail and Calendar via web. In short, Notes is highly entrenched at the ABS and it would be a complete platform overhaul to get it out and replace it with Microsoft Outlook/Exchange in one of its several iterations.

However, we can’t help but suspect that while Hadley might be a “happy Notes camper”, not everyone at the ABS will be. It’s hard to imagine that junior staff entering the workforce after using Gmail, Yahoo Mail or any of Microsoft’s Windows Live options in their private lives will be happy being force-fed Notes at work, and we imagine the same will be true for senior executives at the ABS, who would no doubt prefer the agency shift to the standardised Outlook/Exchange ecosystem which most people are familiar with. In fact, that’s precisely what’s happening at Hadley’s old outfit, the Department of Human Services (he joined the ABS in February this year). Will the ABS still be using Notes in five years or more? Only time will tell. In any case, I am sure Microsoft and Google have already marked the agency down on their ‘high-priority’ sales target lists.

Image credit: Aidy Spencer, Creative Commons



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