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000-P03 System p5 Technical Mastery test

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000-P03 exam Dumps Source : System p5 Technical Mastery test

Test Code : 000-P03
Test Name : System p5 Technical Mastery test
Vendor Name : IBM
Q&A : 76 Real Questions

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IBM System p5 Technical Mastery

How IBM is Bringing Watson to Wine | killexams.com Real Questions and Pass4sure dumps

IBM’s Watson super computer is studying to develop into a master winemaker.

At an unlimited winery outdoor Modesto, Calif., E&J Gallo vineyard is trying out a brand new irrigation gadget developed with IBM to grow grapes the usage of less water. The plan is to eventually follow the training realized to Watson in order that IBM’s records crunching expertise can aid farmers all over the world.

reducing water use can retailer big quantities of cash in the agriculture industry. it will probably additionally play a huge role in water conservation, above all all the way through droughts just like the one which has plagued California for a couple of years.

“Water conservation has been a valuable focal point,” referred to Dr. Nick Dokoozlian, vp, viticulture, chemistry, and enology at E&J Gallo. “Our stewardship of water continues.”

Even earlier than teaming with IBM (IBM), Gallo had used some innovative technology to make its huge farming operations extra effective. statistics scientists working for the enterprise robotically analyzed satellite imagery of virtually 20,000 acres of grape vines to choose their health.

despite the fact, Gallo’s irrigation device turned into imprecise, Dokoozlian explained. workers might only adjust the irrigation for plots as large as 10 acres, and never individual vegetation.

A Gallo winery outside of Modesto

Gallo’s vineyard backyard of Modesto, Calif.

in line with satellite imagery, Dokoozlian may see that some vines can be healthier. but sending worker's to water individual flora would be too a whole lot work.

To resolve the problem, Dokoozlian tapped IBM to support Gallo create a personalized irrigation gadget that could immediately water small sections of vines in accordance with the analyzed satellite data. The irrigation device combines the winery’s data analysis with custom-made hardware.

“here's superstar Wars technology,” Dokoozlian said.

Hendrik Hamann, a analysis supervisor in IBM’s actual sciences department and the Watson analysis group, led the project. He had little journey working with wineries, but lots of experience learning energy administration, sensor networks, and the physical sciences.

significant manage computer

He and Dokoozlian worked out the technical necessities. They additionally tapped irrigation-manufacturing company Netafim to advance the irrigation system’s piping, valves, and connected infrastructure.

IBM built a pc that acts as the control core for the ten-acre plot of Cabernet Sauvignon that serves as the verify bed. Housed in an oversized electrical field close the field, it controls the irrigation schedule and includes a mobile link to a Gallo-run computing device community in Modesto, the place Gallo’s information science group is based mostly.

Subscribe to records Sheet, Fortune’s each day publication on the company of expertise.

staff can handle water to a hundred and forty individual sections in the vineyard—15 meters with the aid of 15 meters each—that include 40 to 50 vines. adjustments to the electronics and valves assist them control the quantity of water fed to the irrigation line working in the course of the vines.

manage container for irrigation system

handle container for irrigation system

“We understand how tons water to observe,” pointed out Dokoozlian. “We simply obligatory a person to assist us to get the suitable amount of water to every field.”

thus far, Dokoozlian stated Gallo, centered greater than eighty years in the past, is glad with the consequences. compared with earlier than, the brand new gadget has reduce water use 25%. in the meantime, crop yield greater 26% in 2014, in accordance with a analysis paper by means of IBM and Gallo.

And sure, the wine made out of the test over the past three years is just excellent. closing 12 months, the harvest ended up as a version of Darkhorse Wines Cabernet Sauvignon.

IBM irrigation drip gadget

IBM irrigation drip device.

still, given that the irrigation system is only a prototype, there’s room for growth. It’s too complicated for a typical farm supervisor to function, Dokoozlian spoke of. moreover, the system comprises exposed wires and packing containers full of electronics, which makes it seem to be greater like a science challenge and less like a commercially attainable undertaking. Hamann acknowledged the inconvenience of a vast spider net of wires, and pointed out that plans are in the works for a instant-based equipment that’s easier to operate.

“this is the 1st step,” observed Dokoozlian.

presently, IBM is working on equivalent irrigation systems for other sorts of crops together with almond, citrus, and Marigold flora. The technology big wants to take what it learned from its test with Gallo and observe it to its other projects.

Hendrik Hamann, a research manager in IBM’s actual sciences department and Watson analysis neighborhood

Hendrik Hamann, a analysis manager in IBM’s physical sciences branch and Watson analysis group

IBM is hoping that it'll one day be able to promote records analytic technology to farmers that they can access via IBM’s cloud computing device. The farmers would wire up their irrigation techniques whereas IBM would crunch the numbers.

For more on IBM, check out the following Fortune video:

It’s corresponding to how healthcare companies can entry Watson to research their information. nonetheless, IBM would face a few challengers in records analytics for agriculture. It’s a scorching sector that contains a number of groups that sell similar precision irrigation systems like Canada-based mostly Hortau and Wisconsin-based Wellntel.

“it's reasonable to claim we spent a good amount of money,” Hamann stated concerning the can charge of the Gallo test. however he talked about it was worth it to be taught through doing.


global master statistics administration Market | recent trends, increase factors and enterprise development strategy 2019-2028 | killexams.com Real Questions and Pass4sure dumps

Feb 06, 2019 (WiredRelease via COMTEX) -- Market.us add the latest file on “world grasp statistics administration Market by using classification (consumer statistics, and Product records), through utility (Banking, Finance and insurance (BFSI), IT and Telecommunications, govt & health Care, and Manufacturing & Logistics), by means of location and Key organizations – trade phase Outlook, Market assessment, competitors state of affairs, trends and Forecast 2019-2028” to its gigantic file on-line shop.

grasp records administration Market 2019 offers first rate perception into the for the forecast from (2019-2028). The evaluation has lined the factors that are contributing to the boom of the international master statistics management market. Highlighting the basic tendencies comparable to drivers, grasp facts management market trends, along with restraints that are currently influencing. an indicator has been supplied by means of this report to the pursuers around the latest replace on the business.

Request For The sample document here:https://market.us/report/master-statistics-administration-market/request-sample/

The scope of this master information administration document

The international master records administration market covers product and scope summary to specify the product forms and may be offering step by step information concerning market dynamics. that is followed closely investigates and with the perspective and the grasp records management document is composed of these truths and attributes of this market regarding income and volume, profits and its growth pace.

with the aid of classification, the market is segmented into customer statistics, Product records. with the aid of application, the market is divided into Banking, Finance and insurance (BFSI), IT and Telecommunications, government & health Care, Manufacturing & Logistics. in keeping with geography, a market is analyzed throughout North america, Europe, Asia-Pacific, Latin the united states and center East and Africa. main gamers profiled within the document include SAP, Oracle, IBM, Informatica, Stibo programs, TIBCO software, Riversand technologies, Orchestra Networks, EnterWorks, Magnitude, Talend, SAS Institute, Microsoft, KPMG, Teradata organization, application AG, Agility Multichannel, VisionWare, SupplyOn AG, Sunway World, Yonyou.

one of the vital many vital points in grasp data management document can be aggressive analysis. The evaluation covers market plans of the gamers and international master data management market share, revenue construction and analysis, all the parameters like product advent, and promote expert views.

based on of this product forms especially split into:

consumer DataProduct data

by utility in particular split into:

Banking, Finance and assurance (BFSI)IT and TelecommunicationsGovernment & health CareManufacturing & Logistics

Regional prognosis:

North AmericaEuropeAsia-PacificLatin AmericaMiddle East and Africa

The grasp facts management market evaluating the trade status, highlighting alterations, hazard analysis, and leveraged with all tactical determination service. The business analysis is placing a great deal of center of attention on regulatory problems, macroeconomic impacting features, key master facts administration market measurement, and growth drivers which are altering the industry dynamics. In accession for the specified quantitative analysis of economic growth aspects and dangers, options inside grasp statistics management challenges and trade are lined at the outline area. As a method to discover a deeper point of view of financial system size, the aggressive landscape is given, i.e. income (Mn/Bn USD) by way of master records administration avid gamers (2019-2028), salary market share (p.c) by way of individuals (2019-2028) and a qualitative investigation is made against economic system immersion master data administration increase, product/carrier differences, and new entrants along with the technical developments.

Browse Full grasp facts administration research report with finished TOC @https://market.us/report/master-information-administration-market/

main Key producers of grasp statistics administration:

SAPOracleIBMInformaticaStibo SystemsTIBCO SoftwareRiversand TechnologiesOrchestra NetworksEnterWorksMagnitudeTalendSAS InstituteMicrosoftKPMGTeradata CorporationSoftware AGAgility MultichannelVisionWareSupplyOn AGSunway WorldYonyou

different attributes coated within the master records administration market bills are:

1. economic climate grasp information management tips: extent and cost counsel with expansion contrast for 2019-2028;

2. evaluation: importance and starting to be contrast to the overseas master records administration market with inputs inside a single part exhibit inner every classification and their shift available on the market share during the forecast duration for 2019-2028;

3. master facts administration Market deliver records: amount of salary within every phase via deliver stations;

four. Market avid gamers: share and size of master statistics administration market of deepest labels and brands;

main critical elements of foreign master information administration economy:

* foreign grasp data management market important producers with product counsel, company information, contact information, and manufacturing details;

* grasp statistics management document additionally simplifies merchants/distributors, market have an impact on variable evaluation and investigation of the plan;

* grasp records administration evaluation of the downstream sector, business sequence development and upstream sector;

* Intro of global master statistics administration market with prospective boom and standing;

* evaluation of grasp information administration market, expense, and benefit, ability, and creation of this market;

* economic climate prediction of with import and export, demand and distribution, world master statistics management market shares, income, and value;

* the economic tech of master statistics management document with opportunities and inclinations;

* grasp records administration market evaluation in conjunction with market rivalry and standing with the aid of countries and businesses;

* Trending factors impacting the market shares of their grasp facts administration in Europe, Asia-Pacific, North the us, Latin america and core East and Africa;

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Halo steward Bonnie Ross accepts the corridor of repute award on the cube Awards | killexams.com Real Questions and Pass4sure dumps

Bonnie Ross, the company vp at Microsoft and head of 343 Industries, acquired the corridor of fame award on the dice Awards.

Ross didn’t create Halo. That turned into Bungie. however she believed within the universe of Halo. When Bungie left Microsoft and went off to make destiny, Ross stayed with Halo at Microsoft, and she or he formed 343 Industries.

“a leader who is highly artistic,” observed her boss Phil Spencer. “one of the most defining world builders in gaming.”

She notion Halo may well be Microsoft’s star Wars. Ross gave an acceptance speech in entrance of a crowd of 700 at the dice Awards, the elite gaming experience run by means of the Academy of Interactive Arts & Sciences.

Ross is the twenty third recipient of the celebrated award from the peer-run body, the AIAS. She is without doubt one of the rare women honored by the trade for her achievements in the introduction of the Halo video video games in addition to her advertising of range and STEM (science, know-how, engineering, and math) education for women, under-represented minorities, and kids.

As Spencer referred to, Ross has been essential within the imaginative and prescient and growth of the Halo franchise that has continued to excite generations of enthusiasts, generating just about $6 billion in international income thus far and has transcended video games to develop into a worldwide leisure phenomenon.

Ross’ pastime in know-how and gaming all started at an early age, where her pursuit of advanced math and science classes ended in a degree in Technical verbal exchange and a awareness in Physics and laptop Science. Following faculty, she landed an internship at IBM before beginning her occupation at Microsoft, first engaged on working methods.

Ross begun her profession within the games business in 1994, when Microsoft created a computer activities gaming division, leading to her first online game release, NBA Full courtroom Press for windows. She advanced her career in gaming in numerous roles, including producer, lead producer, govt producer and conventional manager overseeing construction for all titles within the Microsoft game Studios portfolio.

In these roles, Ross worked with a number of main building studios within the co-construction or publishing of many prevalent titles, together with Counter-Strike (Xbox), Dungeon Siege, Fuzion Frenzy, Gears of struggle, Jade Empire, Mass impact, NBA: inner force, Pandora’s field, Psychonauts, and Zoo magnate.

In 2007, when Halo’s creators, Bungie, parted ways with Microsoft as a first-birthday party developer, Ross based 343 Industries, an entertainment studio dedicated to fostering the increase and expansion of the Halo franchise. In an interview with GamesBeat, Ross considered the formation of 343 Industries to be her proudest contribution. after all, if it fell apart after Bungie spun out, we wouldn’t have more Halo games.

At Microsoft game Studios and 343 Industries, Ross has labored with or at once overseen many smartly-loved Halo games: Halo three: ODST, Halo: attain, Halo: fight evolved Anniversary, Halo: Spartan Assault, Halo: Spartan Strike, Halo 4, Halo: The master Chief collection, Halo 5: Guardians, Halo Wars 2, Halo: Fireteam Raven, and the upcoming Halo limitless.

Halo has also been a transmedia effort. Ross has helped create the upcoming Halo tv sequence by using Showtime, and reside-action sequence, comparable to Halo: forward Unto morning time and Halo: nightfall. in addition, 12 of 17 Halo novels have been named to the ny instances gold standard retailers list and Halo consumer products have generated over $1.5 billion in purchaser spend.

When it comes to range, Ross cofounded the Microsoft women in Gaming group as a method for girls in the industry to community and support every different. starting as a small cocktail event with roughly 20 attendees, it has for the reason that then grown to become an annual lunch on the game builders convention (GDC) that counts greater than 1,500 in attendance.

Ross changed into named one of Fortune’s most powerful girls in gaming and is part of The ad Council’s “she will STEM” campaign.

previous AIAS corridor of fame recipients consist of: Todd Howard (2017), Hideo Kojima (2016), Leslie Benzies (2014), Dan and Sam Houser (2014) and Tim Sweeney (2012).


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Finding the Sweet Spot for Innovation Within Government Systems | killexams.com real questions and Pass4sure dumps

STiR network members meeting in Uganda.

“A good tennis player can play with a broom and still win their matches,” a former tennis coach once told me.

Later I learned Roger Federer—in many minds, the most naturally gifted player of all time—spent years working with the sports equipment manufacturer Wilson to build a perfectly honed racket head for his game; designed with a “sweet spot” on the strings which made the most of his type of shots.

Since the founding of STiR—an NGO that uses networks to motivate teachers and teacher-support officials within governments—nearly seven years ago, we’ve been playing with a proverbial broom, not quite knowing where we best fit within government-run education systems. We kept thinking, “Let’s just get our core approach to sparking intrinsic motivation clear, and the system around us will largely take care of itself.”

Well, it did, sort of. At times, our adaptations have confused our partners and supporters—and even ourselves. We were also almost certainly too swayed by the dominant thinking on scaling in international development. But patience from donors, partners, and the systems themselves have allowed us to clumsily but earnestly discover, rather than design upfront, our true sweet spot. We hope our experiences can prove useful to other groups working in education and other areas of international development, who are trying to find their place within government systems.

An Evolution

STiR began in 2012 with a single pilot involving 25 teachers in Delhi. Today, we work with 200,000 teachers and six million children across four states in India and a quarter of all districts in Uganda. With the benefit of hindsight, we can see that we’ve actually tried out four distinct brooms over time.

Over the years, we have tried, experimented and iterated on four different approaches—each with varying levels of ownership and varying levels of interaction with government-run education systems.

We’ve basically been moving from the left to the right of the continuum. We’ve almost overshot into “system controlled” in a few regions where we work, only to course correct. Each time, the impetus for testing a new sweet spot wasn’t the result of great internal wisdom; it was pressure from sage leaders within government-run education systems who saw a path we didn’t.

We’ve finally settled into the “system learning partnership” approach, and we’re starting to see positive early results on a system level. Last year, for example, the Delhi education government system achieved the best academic results in its history, with government schools even overtaking private schools.

Three Guiding Principles

Today, we know everything in our operating model—including our values, measurement approach, and people-development strategies—needs to align to achieve a genuine system learning partnership. We rely on three guiding principles:

1. People are the solution, not just conduits to drive processes.

Too often we design for the lowest common denominator, meaning we try to use processes to control people within systems. In education, for example, that can mean forcing (often good) prescriptive practices that crowd out any sense of teacher autonomy.

Teachers in our networks need case studies showing what improves teaching practice. For example, they need to see how creating effective routines can maximize available learning time. But they also need a collaborative space to decide how to put that evidence to use in their own classrooms. So rather than creating tight dependency on a rigidly prescribed approach, we help teachers develop their own professional judgement through working with peers. The feeling that they are in control of their classrooms motivates them to want to become better teachers and to work toward professional mastery. It sounds basic, but we’ve occasionally compromised this belief by making the network meetings too prescriptive. Each time we did, it came back to haunt us; teachers and district officials were less inclined to do the kind of deep reflection that can lead to sustained practice.

2. We need to design for system conditions that optimize interventions.

Many organizations focus on designing the perfect intervention to fit an identified challenge. But unless we can persuade systems to adopt them, it’s unlikely we’ll achieve success.

Great technical interventions abound in education—such as Pratham’s Teaching at the Right Level—and they’re growing ever more powerful. But much of the new systems research coming out of DFID’s RISE Education Systems Research Programme and elsewhere shows that demotivated teachers and local officials often fail to internalize and sometimes actively resist strong technical interventions. We’ve heard similar comments from colleagues in other sectors; Digital Green, for example, uses video to encourage farmers to change practices.  

This insight made us realize that if we can get our intrinsic motivation approach right (and we still have much to improve), we can create three pathways to system impact:

  • Direct: Developing more intrinsically motivated teachers should lead to students who are more engaged in the learning process, who apply themselves, and who believe in themselves and their teachers.
  • Amplification: Intrinsically motivated teachers will engage more deeply in the technical interventions already taking place in a system.
  • Structural: Improving the underlying structural conditions in systems sustains intrinsic motivation over time.
  • We’ve created self-reinforcing linkages between all three paths. For example, the Delhi system initially lacked a well-functioning cadre of officials to run the teacher networks within its large secondary schools. We worked with the government to define profiles of who we needed and helped design a robust recruitment process. This not only made our own approach more effective, but also created a new structure to make other technical interventions more effective. We now need to develop innovative methods for measuring all three paths, rather than just the first.

    3. Creating genuine partnerships is enormously demanding in terms of culture—but so worth it.

    Genuine system learning partnerships require real honesty on both sides. We call it the “chai test”: Can we sit down over a cup of chai (tea) with leading officials and have an open conversation about the tough stuff?

    A tough conversation around system conditions is really important, regardless of the sector you are in. We’ve come to learn that our particular approach is highly sensitive to four conditions:

  • The system itself must articulate a clear vision of what it really wants to prioritize achieving.
  • There must be a strong middle-tier of officials to lead the delivery and management of our approach.
  • There need to be other technical interventions that our approach can amplify (such as a reading program).
  • We need to establish basic system “hygiene” factors (such as getting teachers paid on time) to avoid de-motivating teachers before they start.
  • We’ve created a system diagnostic tool to help pinpoint these conditions. In general, we try to enter new government-run education systems either when these conditions already exist or when the government is authentically committed to them. But when we find ourselves working in a difficult system, we try to develop smart workaround strategies to circumvent challenges. For example, we found that we needed to introduce classroom observation to improve day-to-day classroom behavior. When existing supervisors didn’t have the time to assume that role in Uganda, we worked to allow teacher-to-teacher observation instead.

    In the medium- and long-term, we will need to work with the system—and often the bilateral and multilateral donors that contribute to the system’s funding—to improve underlying conditions. That might mean, in Uganda, for example, revitalizing and reinvesting in the roles of supervisors in the first place.

    Our hope is that by sharing these lessons from working within systems, we save others similar pain and perhaps fast track their gain. Every organization should think carefully and candidly about the system sweet spot they really want (and are best positioned) to occupy. And once they’re clear, they should align everything in their operating model around it—particularly their values and culture.

    Contrary to what my coach told me, there really is no need to play tennis with brooms. Roger that.


    Trump must listen to the North Korea experts, not his gut | killexams.com real questions and Pass4sure dumps

    By John Brennan

    February 15

    John Brennan served as director of the Central Intelligence Agency from March 2013 to January 2017.

    When Kim Jong Un became North Korea’s leader in December 2011, most Western intelligence agencies were uncertain whether the not-yet-27-year-old would be able to consolidate political power and secure the dynastic rule that his father and grandfather had maintained since the country’s official founding in 1948. With limited government experience and negligible involvement in foreign affairs, the young Kim catapulted to power overnight and assumed responsibility for navigating the many domestic, regional and international shoals ahead of him. One of the most challenging was bringing to fruition Pyongyang’s decades-long march to develop and deploy a nuclear weapons capability.

    After seven years in power, Kim has put to rest any doubt about his ability to rule North Korea with an iron hand. He has developed his own cult of personality, instilling both abject fear and strong fealty among impoverished North Korean masses and within North Korea’s military and security establishment. After ruthlessly eliminating real and perceived pretenders to the throne, as well as senior officials with suspect loyalty, Kim is now fully in command and exercises as much political power as his predecessors, if not more. Moreover, he evinces a confidence and sophistication well beyond his 35 years, which has further strengthened his domestic position.

    His real mastery, however, has been his adroit handling and manipulation of the international stage upon which he struts and others fret. Like his grandfather, Kim Il Sung, and his father, Kim Jong Il, the young Kim assumed his leadership perch consumed with the need to deter a U.S.-led effort, military or otherwise, to unify the Korean Peninsula under South Korean domination. With sizable and increasingly capable U.S. and South Korean forces only a short hop across the tense border — the result of an armistice-suspended war that killed more than 1 million North Koreans — the quest to acquire a nuclear deterrent became more ingrained in the DNA of each successive Kim.

    In the last two years of the Obama administration, Kim appeared bent on increasing the pace of his nuclear and ballistic missile programs. Despite international isolation, stiff economic sanctions and increased pressure from China, Kim was determined to achieve the technical capability to launch a nuclear warhead atop a ballistic missile that could reach the United States. With it, he believed he could deter any U.S. effort to topple his regime and reunify the Korean Peninsula.

    The change of U.S. administrations in January 2017 provided Kim the opportunity to complement this rather aggressive program with a political strategy to curry favor with the new and inexperienced U.S. president. His objective was clear: gain tacit U.S. and international acceptance of North Korea’s nuclear status — much like the de facto international acceptance of nuclear weapons programs in Israel, India and Pakistan. If successful, North Korea would be able to keep its deterrent nuclear stockpile and delivery systems, while at the same time ending its international pariah status, which could bring much-needed economic assistance and opportunities.

    Kim’s strategy in 2017 was “escalate to deescalate.” He ratcheted up the pace and technical capabilities of his strategic programs, conducting North Korea’s sixth nuclear test, with a reported yield five to 15 times the size of Hiroshima’s atomic bomb, and a missile test that technically put much of the continental United States in Pyongyang’s crosshairs. Rhetorical saber-rattling accompanied the missile and nuclear tests, and President Trump took the bait, with both sides trading insults — ”dotard,” “rocket man,” “sick puppy” — and threats that made the specter of military confrontation, and even a nuclear exchange, more real.

    Then, much like the American basketball players he admires, Kim sharply pivoted, shedding his outwardly reckless and confrontational behavior in favor of a polished patina of accommodation and international responsibility. He was a model of good behavior during the Winter Olympics in South Korea, even agreeing to field a joint women’s hockey team with his Peninsula rivals. Kim released the tortured and mortally injured U.S. citizen Otto Warmbier and the remains of U.S. servicemen killed during the Korean War. He also made ear-pleasing yet vague public references about his willingness to engage in denuclearization talks.

    For these superficial gestures, Kim was granted a high-profile summit in Singapore with the president of the United States — Kim’s long-sought goal of achieving public relations parity with the world’s most powerful nation and South Korea’s ultimate security guarantor. Prone to flattery and not recognizing Kim’s agile feint, Trump once again swallowed the bait — hook, line and sinker. By his own admission, Trump “fell in love” with the crafty Kim, canceling U.S. military exercises in the region and ruminating about a reduction of U.S. forces in South Korea. Invective from both sides ceased, and international censure and pressure on Pyongyang lessened. Most significantly, money, people, fuel and black-market commerce reportedly began to flow once again across the North Korea-China border, a show of appreciation by Beijing for Kim’s statesmanlike performance.

    As a second summit between Trump and Kim nears, it is indeed a very good thing that the heightened tension between the United States and North Korea, initiated by Kim and abetted by Trump barely a year ago, has subsided. During such times of strategic antagonism, an inadvertent military skirmish along the land border between North and South Korea or on their coastal seas could quickly spiral out of control, with potentially devastating consequences. And an ongoing, albeit seemingly unproductive, diplomatic dialogue between Washington and Pyongyang also is a positive development, as talking with one’s adversaries is always better than not.

    Nevertheless, Kim won the last round with the United States, and he is poised to continue his successful game of four-corner stall. He maintains firm control over his stockpile of nuclear warheads and ballistic missiles, as well as the facilities that produce their feed materials and delivery systems. North Korea’s major nuclear scientific research center at Yongbyon has expanded, according to mid-2018 satellite imagery, and Kim has refused to grant outside access to any of his well-scattered nuclear- and ballistic missile-related facilities. And with a half-dozen nuclear and several dozen ballistic missile tests under its belt, Pyongyang likely has the technical confidence it requires for a viable nuclear deterrent, thus reducing the need for additional controversial tests, at least in the near term.

    The Clinton, George W. Bush and Obama administrations each bear a share of responsibility for failing to develop and implement a strategy that would have prevented North Korea from developing its current nuclear weapons program. Now it has that nuclear capability, and as the U.S. intelligence community has publicly stated, North Korea is virtually certain not to give up what it considers its only safeguard against an existential threat. If Kim had ever entertained the notion that he would enter a denuclearization agreement with Washington, that idea was forever shelved when the Trump administration reneged on compliance with the U.S. nuclear deal with Iran.

    It is now up to the Trump administration to deal with this conundrum and decide the way ahead. There is no good military option vis-a-vis North Korea to force it to denuclearize; a conventional war on the Peninsula could leave a million Koreans and many, many thousands of Americans and other expatriates dead. A nuclear exchange would be far worse. Accepting the reality of a nuclear weapons-capable North Korea under Kim’s mercurial leadership, however, would be a very risky and dangerous pill to swallow. Not only would it pose an ever-present threat to the region and the U.S. homeland, but it also would send the wrong signal to other nuclear weapons aspirants such as Iran, Saudi Arabia and the United Arab Emirates.

    The Trump administration rightly continues to insist on North Korea’s “comprehensive, verifiable and irreversible denuclearization,” but the pursuit of this goal will be a long, complicated and frustrating journey requiring “strategic patience.” A sensible approach would be to explore what North Korea is willing to give up and what it expects in return. Might Kim be willing to allow experts from the International Atomic Energy Agency to access and inventory North Korea’s nuclear weapons stockpile and facilities in exchange for some economic assistance? Would he be willing to implement stringent technical safeguards at his nuclear facilities and allow international observers to monitor compliance in a trade for reduced international sanctions? Would he agree to the verifiable destruction initially of some of his nuclear warheads and fissile production facilities over a set period of time for even greater relaxation of sanctions? And if he realizes significant economic and political benefit from these partial steps, might he decide to quicken the pace and extent of North Korea’s denuclearization?

    As hard as it was to forge the deal halting Iran’s development of a nuclear weapons program, it will be far more difficult to reach an agreement with North Korea that sharply constrains — much less eliminates — its nuclear and ballistic missile programs. As with most seemingly intractable international problems, especially those involving proliferation matters, a clear-eyed and strategically sound U.S. approach is absolutely essential to making real progress.

    The U.S. intelligence community, diplomatic corps and armed forces have world-class experts who are well-schooled on nuclear weapons, ballistic missiles, North Korea and international security matters. During my three and a half decades of working closely with them, I found them neither naive nor passive. Before sitting down for another photo op with Kim, Trump would be well advised to listen to them rather than to his gut.

    Read more:

    Josh Rogin: Congress sends a warning shot to Moon and Trump on North Korea

    The Post’s View: The dangers of a second North Korea summit

    David Ignatius: Trump’s summit with Kim Jong Un is partly hot air. It could also make the world safer.

    Andrei Lankov: The U.S. can still make progress on North Korea — but time is running out

    Josh Rogin: North Korean spy chief’s visit to Washington shrouded in mystery

    Thomas J. Byrne: The U.S.-South Korea alliance can withstand the current diplomatic pressures


    Observability-Driven Development for Tackling the Great Unknown | killexams.com real questions and Pass4sure dumps

    Key Takeaways
  • As microservices and containers make systems more distributed and complicated, there is an increase of unknown unknowns.
  • Monitoring only after release no longer scales, you can only succeed when you fully understand the potential failures of your system.
  • Observability-driven development (ODD) uses a mix of tools and devs to observe the state and behavior of a system in a way that you learn more about its patterns of weakness.
  • Monitoring is traditionally done by operations after release, while observability is event-first testing in production.
  • Observability, like the entire DevOps movement, is about being a better software steward, leaving bread crumbs to explain to the next developer why you did that to your product.
  • There’s no doubt that systems become more and more complicated the more distributed they are. It makes 24/7 monitoring and on-call rotations essential for most companies. But how has observability affected our ever shorter DevOps feedback loops? In this article, we summarize learnings about observability-driven development from  Charity Majors, founder of Honeycomb and fierce proponent of observability.

    DevOps is called upon to re-motivate developers

    "Originally the feedback loop was you would break stuff, people would yell at you, and then they would praise you when you fixed it, but then the Internet became a thing and our systems got more complicated,” Majors told the crowd at CloudNative 2018 in London. 

    Majors recalled that we all began by owning our own software — because who else was going to own it — but, as we got farther from that ownership, we lost the ability to know when something isn’t right. Silos got developers further and further away from running their code and the DevOps movement appeared as “an attempt to return to grace, to return to the state of that virtuous feedback loop,” Majors said. 

    Each developer needs to own their code, from writing to deploying to debugging and deploying again. Anything less is not full DevOps ownership, Majors argues:

    It makes software better, the person who is debugging has the most relevant context to debug it when it’s live.

    She went on to offer Charity’s Law of DevOps:

    They who write the code can and should deploy their code and support it in production.

    The purpose of DevOps automation isn’t just speed, it’s about leveraging the intrinsic motivation and creativity of developers again by freeing them from non-creative, tedious repair work:

    What makes us feel fulfilled and satisfied is all about autonomy, feeling empowered, building something that matters, and caring about it being done well.

    This, of course, is in line with Dan Pink’s three key intrinsic motivators for knowledge workers: autonomy, mastery, and purpose.

    However, time and again devs are releasing code that looks fine in their local setup, but as soon as they deploy, all sorts of issues ensue. It can take days to discover what’s wrong, let alone fixing the issue. Majors warns:

    The first lesson of a distributed system is that your system is never up — its many catastrophic states exist at any given time.

    However, once observability-driven development is in place with the right stack, instrumentation, and, especially, visualization, those same system flaws can be discovered and addressed much faster, typically hours or even minutes.

    How observability-driven development is educating developers about their systems

    What is observability-driven development? It’s leveraging tools and hands-on developers to observe the state and behavior of a system in a way that you learn more about said system, including patterns of weakness. ODD is actually interrogating the system, while monitoring is just setting and measuring thresholds for it.

    Majors argues that test-driven development — the process of writing a test and then writing code that passes that test — is now ready to evolve into observability-driven development. Both fall under the umbrella of behavior-driven development, but ODD shows a greater understanding of that behavior.

    Majors says observability-driven development is a process that you can use to be on call as well. Observability is part of control theory which examines how we can possibly control complicated distributed systems.

    You understand what’s happening inside your system, inside your code, just by interrogating it. Can you answer new questions without shipping new code?

    Majors emphasized that it’s about achieving the right level of abstraction, not contributing to a more complicated codebase: 

    When you do have an observable system your team will quickly and reliably track down any new problem with no prior knowledge. [They will] understand UX and behavior and reasons for your codes and bugs.

    Observability doesn’t negate monitoring, which is still an important piece of DevOps coverage. But according to Majors, monitoring has not kept up in the last 20 years, being still mostly suited for on-premise requirements.

    It takes the remnants of outages gone past to translate it into what those dashboards mean — only about two percent of software engineers understand that.

    Majors quoted workflow for automation tool Sensu’s VP of Engineering Greg Poirier saying “monitoring is dead.” Poirier argues that it’s the act of observing and checking the behavior and outputs of a system and its components over time — a good definition of observability-driven development — which makes monitoring an outdated model for complex systems.

    "It’s important to build tools for people that make sense with them so they live in one reality", Majors said, talking about the need for clear, cross-organizational dashboards 

    For Majors, observability is about making sure the “known unknowns” are greater than or equal to the “unknown unknowns.

    There are some problems you can only see if you are way out. You have to gather the detail that will let you find any of those.

    Majors calls observability a game of looking for outliers — if you have a dozen failures, what do they all have in common, based on collected and queried data? She said you should care about whether each request can succeed and if you can get the resources to work end-to-end.

    The immense challenge of distributed systems is compounded by the fact that they’re actually more akin to an interconnected network of systems, many of which are out of our sphere of control. They are therefore impossible to observe directly.

    Monitoring is monitoring. Observing is event-first testing in production.

    "Every piece of architecture is unique so you have to test it. And you have to test it in prod because you can only test so much before you get into prod", Majors said, explaining that deploying code is not an on-off, binary switch.

    You could, of course, test before deploy in staging and after deploy in production, but that might exhaust the often limited engineering resources. Majors advocates for embracing the reality that you are testing in production whether you intend to or not, and recommends using techniques like canary testing as guardrails to help achieve observability.

    She calls observability the missing link, allowing software owners to test in production, offering an event-first perspective of the software, how it’s being used and how it’s reacting to that use.

    Majors says good automated monitoring includes these best practices:

  • Many actionable active checks and alerts
  • Proactively notifying engineers of failures and warnings
  • Maintaining a runbook for stability and predictability in production systems
  • Expecting clusters and clumps of tightly coupled systems to all break at once
  • But with microservices it gets much more complicated, with many more of the “unknown unknowns.”

    There are so many components and storage systems, you cannot model the entire system in your head. The health of the system is irrelevant — the health of every individual request is of supreme consequence.

    TDD only covers the known unknowns, which become a support problem. These are predictable and can be dealt within a predictable time frame, and can be monitored on a dashboard. 

    The “unknown unknowns” remain an engineering problem. These are often open-ended in the timeframe it takes to fix, and they require exploration of the systems and creativity. It’s what devs should be spending their time on. Observability tackles this great unknown.

    Observability is about hunting your unknowns and uncovering your events

    Majors says, to do observability right, you should bring it in the moment you even consider building something, making it an inherent part of your development process. 

    She says it’s about hunting your unknowns, fine-tuning your instruments from the inside-out. And it’s about being a good software steward for the next user, even if that user is you six months down the line wondering why you ever made that choice. 

    Getting inside the software’s head and explaining it back to you and a naive user — finding those breadcrumbs and leaving them so your future self can trace it back to the source.

    Monitoring is mostly about metrics, while observability is about events. Majors recommends that you first focus on debugging high-cardinality events — important but often unique information like identification numbers, usernames, and email addresses — because these involve a lot of context and tracking.

    She says events tell stories that help you uncover that context and the outliers, which in turn helps you identify what’s wrong. She continued that bandwidth and cost restrict your ability to store "all the data all of the time”, but it’s essential to structure your aggregated data logs “because this how our brains work and this is how our code works.”

    According to Majors, creating a dashboard is not the answer: "It’s an artifact of some past failure. It jumps to the answer instead of starting with a question", Majors argues for everything in real-time, instead of grasping at trends. She continued to explain that observability requires the ability to drill down the sampled data all the way to the raw requests. Aggregation doesn’t work because you can never expand again the data that was previously merged together. Sampling, however, allows you to retain a sufficient level of detail for asking more questions later on. Observability is about asking a question and following the answer. Then ask a new question. And repeating this cycle until you discover that “unknown unknown”.

    Service owners, not just operators

    Services really do need owners, not operators, and they need their owners to care about observability before you even write one line of code.

    In the new world of always-on DevOps, this means developers need a higher level of operational literacy and to be fluent in their own code. Majors says to achieve this proficiency and to really get a grasp on what “abnormal” looks like, devs need to be watching their code run in production. Majors suggests this could bring down the number of production incidents by up to 80 percent.

    She reckons that at some point in the future artificial intelligence and machine learning will get to the level that software becomes context-aware and self-healing.

    Majors’ key premise is that proper observability will lead to drastically fewer pager alerts, with only latency complaints flagging up.

    About the Author

    Jennifer Riggins is a tech storyteller and writer, where digital transformation meets culture, hopefully changing the world for a better place. Follow her on Twitter @jkriggins.



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    References :


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    Dropmark-Text : http://killexams.dropmark.com/367904/12916307
    Blogspot : http://killexams-braindumps.blogspot.com/2018/01/exactly-same-000-p03-questions-as-in.html
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