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00M-232 IBM Solutions for Smart Business Sales(R) Mastery Test v1

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00M-232 exam Dumps Source : IBM Solutions for Smart Business Sales(R) Mastery Test v1

Test Code : 00M-232
Test Name : IBM Solutions for Smart Business Sales(R) Mastery Test v1
Vendor Name : IBM
Q&A : 25 Real Questions

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IBM IBM Solutions for Smart

smart ERP options Launches New smart Analytics web page | killexams.com Real Questions and Pass4sure dumps

SmartERP has launched a new website that supports their Analytics, enterprise Intelligence and large information capabilities and options

PLEASANTON, Calif. (PRWEB) February 28, 2019

smart ERP solutions, Inc. (SmartERP), a number one company of business business utility options and functions, announced the launch of their new web site, smarterpanalytics.com. the new cell-responsive website permits friends an in-depth and straightforward technique to learn about SmartERP's company Intelligence, big facts and Analytics capabilities and solutions.

Smarterpanalytics.com content material presents assistance about how groups can create and keep a magnificent analytics solution that leverages their existing programs. The website content material presents groups a view into how business Intelligence emphasizes the intrinsic cost of a sound company strategy in accordance with a holistic approach to suggestions technology. covered in the web site are a few case stories that summarize the BI, big records and Analytics challenges that groups confronted and the realized merits after working with SmartERP.

the brand new website offers assistance about what SmartERP can deliver to organizations, equivalent to conclusion-to-conclusion BI/Analytics service for massive statistics, statistics Warehouse and ETL initiatives together with:

  • BI approach, Assessments and Proof of price engagements
  • BI Consulting and Implementation
  • Analytics know-how throughout diverse BI, Analytics, DW, ETL and large data platforms
  • BI management and support
  • "we are very excited in regards to the new wise Analytics website, because it will enable organizations to greater take into account what SmartERP's large records group is concentrated on and the degree of expertise that we can installation to our shoppers," stated David Testa, vice chairman, North the us Oracle Cloud and BI practice, wise ERP options. "Our large records crew is focused on working with our shoppers to verify and strategize on a way to uncover hidden patterns, unknown correlations, market developments, client preferences, and other beneficial suggestions from their statistics throughout the enterprise."

    Smarterpanalytics.com speaks to insights that alternate how organizations make choices and aid them to re-engineer and automate company procedures to empower them and discover and capture growth.These insights can deliver:

  • more advantageous resolution making and partnering throughout the company's enterprise
  • expanded competitiveness of their core groups.
  • means to simplify and in the reduction of the possibility associated with the launch of new businesses and product/features round information and analytics
  • About smart ERP SolutionsSmart ERP options® is a unique firm established in 2005 by using former Oracle/PeopleSoft company and IT executives. SmartERP has cross-trade experience and use situations that consist of: demand forecasting and SCM optimization, financial funding optimization and income planning, budgeting and forecasting, ability and HR evaluation and fraud and risk detection. SmartERP is a developer of options and capabilities that boost and help their purchasers' diverse application and expertise structures. The corporation is committed to providing inventive and leading-edge company Intelligence options and functions in response to numerous technologies, together with Oracle, Microsoft, IBM, SAP and a lot of different third-celebration BI applications and tools.

    MEDIA CONTACTDave ReikSmart ERP solutions, Inc.1(925)271-0200 Ext: 125

    For the usual version on PRWeb discuss with: https://www.prweb.com/releases/smart_erp_solutions_launches_new_smart_analytics_website/prweb16136006.htm


    IBM (IBM) Up 3.9% due to the fact that ultimate income document: Can It continue? | killexams.com Real Questions and Pass4sure dumps

    A month has gone by given that the remaining profits document for IBM (IBM). Shares have added about 3.9% in that time body, underperforming the S&P 500.

    Will the fresh positive vogue proceed main as much as its next salary liberate, or is IBM due for a pullback? before we dive into how investors and analysts have reacted as of late, let's take a brief seem at the most contemporary profits file so as to get a higher tackle on the crucial drivers.

    IBM this autumn profits Beat Estimates, Revenues Decline Y/Y

    international enterprise Machines Corp delivered fourth-quarter 2018 non-GAAP income of $4.87 per share, which beat the Zacks Consensus Estimate of $four.eighty one per share. youngsters, earnings per share (EPS) reduced 5.9% from the yr-in the past quarter. The yr-over-year decline in EPS will also be attributed to better tax cost.

    Revenues of $21.76 billion have been essentially in line with the Zacks Consensus Estimate of $21.seventy four billion and declined three.5% on a 12 months-over-12 months groundwork. At constant foreign money (cc), revenues dipped 1%. The year-over-yr decline can primarily be attributed to foreign money fluctuation and headwinds from IBM Z product cycle.

    certainly, IBM brought up that signings surged 21% on cc basis to $15.8 billion. services backlog declined 1% year over yr and came in at $116 billion.

    Geographic revenue particulars

    Revenues from Americas have been down four%, reflecting the headwind from the IBM Z product cycle. youngsters, persisted increase in Latin the united states was a good.

    Europe, middle-East and Africa accelerated 2% from the yr-in the past quarter above all as a result of growth in Spain, Germany, Italy and the U.okay.

    Asia-Pacific revenues declined 1% on a 12 months-over-yr foundation with modest increase in Japan.

    Strategic Imperatives growth Continues

    Strategic Imperatives (cloud, analytics, mobility and protection) grew 5% at cc from the year-ago quarter to $11.5 billion. aside from IBM Z product cycle impact Strategic Imperatives grew eleven% 12 months over yr.

    safety revenues surged 17% (excluding IBM Z product cycle influence) and declined three% on cc groundwork. On a trailing 12-month basis, Strategic Imperatives revenues were $40 billion, up 9%.

    Cloud revenues surged 6% from the yr-in the past quarter to $5.7 billion and 19% (except IBM Z product cycle have an effect on). The annual run price for cloud as-a-provider revenues extended 21% at cc on a 12 months-over-year groundwork to $12.2 billion.

    Cloud revenues of $19.2 billion on a trailing 12-month basis increased 12% year over 12 months.

    Cognitive Revenues Surge

    Cognitive solutions’ revenues-external improved 2% year over year (on cc basis) to $5.5 billion. Revenues from Cognitive solutions (together with solutions utility and transaction processing) elevated primarily because of increase in options utility, together with analytics and synthetic intelligence (AI).

    Segmental revenues concerning Strategic Imperatives and Cloud expanded 9% and 5%, respectively. Cloud as-a-service profits annual run expense turned into $2 billion.

    solutions utility includes choices in strategic verticals like fitness, area-selected capabilities like analytics and security, and IBM’s rising technologies of AI and blockchain. The section additionally comprises offerings that address horizontal domains like collaboration, commerce and skill. in the reported quarter, options application revenues extended three% year over yr.

    IBM pointed out that the combination of AI into offerings like consumer event analytics in commerce domain helped SaaS signings to grow in double digit in the suggested quarter.

    Transaction Processing utility contains software that runs mission-crucial workloads, leveraging IBM’s hardware platforms. Revenues have been up 1% on a 12 months-over-year foundation.

    IBM witnessed increase in business verticals like health, key areas of analytics and protection in the quarter. Watson health witnessed extensive-based mostly boom in Payer, company, Imaging and life Sciences domains.

    all through the fourth quarter, IBM increased partnership with Vodafone community. Per the deal, IBM’s superior hybrid cloud platform, AI, internet of things (“IoT”) capabilities will aid Vodafone business with digital transformation initiatives.

    IBM brought up that analytics performed neatly within the quarter, pushed by using records science choices and IBM Cloud inner most for facts providing.

    protection boom was driven by choices in orchestration, information security and endpoint management.

    Story continues

    In blockchain, IBM announced addition of several new shoppers all the way through the quarter, which comprises “work with smart Dubai on the core East’s first executive-counseled blockchain platform.” The business additionally unveiled an on-prem providing all the way through the reported quarter, the IBM Blockchain Platform for IBM Cloud deepest. a number of new deal wins is also helping IBM to fortify its foothold in blockchain expertise.

    global enterprise features Revenues raise

    Revenues from international enterprise capabilities-exterior phase had been $4.3 billion, up four% from the year-in the past quarter (up 6% at cc). The 12 months-over-yr enhance became essentially due to growth across all three enterprise areas particularly consulting, utility administration and world process functions.

    Segmental revenues concerning Strategic Imperatives grew 14%. Cloud apply surged 34%. Cloud as-a-service earnings annual run expense changed into $2.1 billion.

    utility management revenues improved 4% from the 12 months-ago quarter. world technique functions revenues climbed 5%. additionally, Consulting revenues improved 10% year over yr, pushed with the aid of effective efficiency from IBM’s digital company.

    technology features & Cloud platforms: Revenues Dip

    Revenues from expertise functions & Cloud systems-external reduced three% from the year-ago quarter (flat at cc) to $8.9 billion. Segmental revenues touching on Strategic Imperatives advanced 13%, pushed by means of hybrid cloud capabilities. Cloud surged 22% from the yr-in the past quarter. Cloud as-a-provider earnings annual run rate became $8 billion.

    Integration application multiplied four% from the 12 months-in the past quarter. during the reported quarter, more than a hundred businesses worldwide chosen IBM Cloud inner most providing. Infrastructure capabilities revenues were flat on a yr-over-year groundwork.

    Technical assist functions revenues reduced three% from the 12 months-in the past quarter.

    vigour & z14 power methods Revenues

    methods revenues reduced 21% on a year-over-year groundwork (down 20% at cc) to $2.6 billion, basically because of impact of the IBM Z product cycle. Segmental revenues relating Strategic Imperatives plunged 22%, while Cloud revenues declined 31%.

    IBM Z revenues lowered 44% 12 months over yr. although, MIPS means has improved round 20%, pushed through huge-primarily based adoption of the z14 mainframe.

    energy revenues multiplied 10% from the 12 months-in the past quarter. The upside become in particular due to Linux and potent adoption across the newest POWER9-based mostly structure.

    all the way through the fourth quarter, IBM achieved the launch of its subsequent generation POWER9 processors for midrange and excessive-conclusion systems which are designed for dealing with advanced analytics, cloud environments and facts-intensive workloads in AI, HANA, and UNIX markets.

    IBM also brought new choices optimizing each hardware and software for AI. administration believes that products like PowerAI imaginative and prescient and PowerAI commercial enterprise will support drive new customer adoption.

    although, storage hardware revenues declined due to weak performance in the mid-range end, in part offset by way of amazing increase in All Flash Arrays. IBM mentioned that pricing power in the immensely aggressive storage market is hurting revenues. The company announced its new FlashSystems with next generation NVMe know-how throughout the mentioned quarter.

    working systems application revenues declined 3%, whereas techniques Hardware slumped 23% from the 12 months-in the past quarter.

    ultimately, world Financing (includes financing and used gadget earnings) revenues decreased eleven% 12 months over year and 9% at cc to $402 million.

    operating particulars

    Non-GAAP gross margin remained unchanged from the year-ago quarter at 49.5%. The gross margin benefited essentially by means of a hundred ninety foundation aspects (bps) expansion in capabilities margin. besides the fact that children, negative mix in IBM Z product cycle absolutely offset this enlargement.

    operating fee declined 5.3% 12 months over year, due to consciousness of acquisition synergies and enhancing operational efficiencies. IBM continues to invest in impulsively turning out to be fields like hybrid cloud, artificial intelligence (AI), safety and blockchain.

    Pre-tax margin from carrying on with operations improved 50 bps on a yr-over-12 months foundation to 23.1%.

    Cognitive options and global business services phase pre-tax margins extended 290 bps and 520 bps, respectively, on a yr-over-yr foundation. youngsters, expertise features & Cloud structures section pre-tax margin gotten smaller 20 bps.

    Non-GAAP working margins from carrying on with operations contracted ninety bps and got here in at 20.3%.

    balance Sheet & money move details

    IBM ended fourth-quarter 2018 with $eleven.ninety nine billion in total money and marketable securities in comparison with $14.70 billion on the end of third-quarter 2018. total debt (including current component) become $forty five.eight billion, down from $46.9 million from the previous quarter.

    IBM said money movement from operations (excluding world Financing receivables) of $7.three billion and generated free cash stream of $6.5 billion in the quarter below assessment.

    within the suggested quarter, the company again $3.5 billion to shareholders via dividends and share repurchases. The company again greater than $10 billion to shareholders through dividends and share repurchases for the entire fiscal 12 months.

    on the conclusion of the 12 months, the company had $3.three billion remaining below existing buyback authorization.

    Fiscal 2018 Highlights

    IBM stated fiscal 2018 non-GAAP salary of $13.eighty one per share, the place as revenues got here in at $seventy nine.6 billion, up 1% each and every year over 12 months.

    Revenues from Cognitive solutions, world enterprise capabilities, expertise functions & Cloud structures, techniques and international Financing got here in at $18.forty eight billion, $16.82 billion, $34.forty six billion, $8.03 billion and $1.fifty nine billion, respectively.

    guidance

    IBM expects non-GAAP EPS forecast for 2019 to be at least $13.90.

    IBM still anticipates 2019 free money circulation of $12 billion.

    How Have Estimates Been moving in view that Then?

    It turns out, clean estimates flatlined throughout the previous month.

    VGM rankings

    at the moment, IBM has a subpar growth score of D, however its Momentum ranking is doing a whole lot superior with a B. Charting a somewhat an identical path, the stock changed into allocated a grade of A on the value side, inserting it within the proper quintile for this funding approach.

    basic, the stock has an aggregate VGM ranking of B. if you aren't concentrated on one approach, this rating is the one make sure to be drawn to.

    Outlook

    IBM has a Zacks Rank #3 (dangle). We are expecting an in-line return from the inventory within the following few months.

    need the newest concepts from Zacks investment analysis? these days, that you would be able to download 7 greatest shares for the subsequent 30 Days. click on to get this free report international company Machines business enterprise (IBM) : Free stock evaluation report To read this text on Zacks.com click on right here. Zacks funding research


    smart Transportation Market dimension Forecast showing 20% CAGR to 2024: correct Key gamers Siemens AG, Thales community, IBM organisation, Cisco techniques | killexams.com Real Questions and Pass4sure dumps

    Feb 28, 2019 (Heraldkeeper by the use of COMTEX) -- The newly released analysis at Market analyze file LLC titled "2018-2024 global smart Transportation Market document" offers data, information, brief analysis, company profiles, facts for past years and forecasts for following couple of years.

    The IoT-enabled transport capabilities are also widely being leveraged for wise parking options, telematics options, ticket management, protection and surveillance, and passenger suggestions techniques. moreover, as a result of the smart metropolis revolution, the executive of a number of countries are investing huge dollars within the sensible city initiatives, which help in constructing connected car technologies, smart infrastructure, and optimizing traffic patterns thereby making transport programs extra efficient and legitimate. for example, in 2017, the Indian govt invested USD 15 billion for the construction of wise infrastructure and management services under the sensible city initiative. wise Transportation Market is projected to surpass USD 130 billion by 2024.

    Request a pattern of this top class analysis record at:https://www.marketstudyreport.com/request-a-sample/1047507/

    North the us is projected to dominate the smart transportation market via 2024 because of speedy deployment of sensible transportation options, which present facets corresponding to real-time site visitors assistance, parking counsel, adaptive traffic signal handle, electronic toll collection, and precise-time suggestions for public transit programs. Asia Pacific is the quickest becoming region in the sensible transportation market owing to the government initiatives for building of sensible city options during this vicinity. The developed international locations including Australia and Japan have already adopted wise transportation amenities as they're politically and technologically superior.

    The wise transportation market is estimated to chronicle its identify among some of the most remunerative spheres of the twenty first century, as a result of the swift implementation of traffic surveillance systems and wise parking administration to be certain passenger safety and comfort on the roads. The business sphere will depict a commendable increase throughout principal geographies, notwithstanding India has been touted to be one of the crucial predominant revenue pockets.

    India is one among the BRIC countries that is constructing at an accelerated cost, leading to a continuing rise in urbanization within the area resulting in site visitors congestions, collisions, crowded roads, and poor traffic management. although, the govt has been making principal efforts to improve the existing condition of Indian roads. a major illustration for here is Gurugram's Public safety and Adaptive traffic management system venture for you to have CCTV cameras put in at 220 intersections right through the first phase and in 140 more junctions later. For helpful monitoring, cameras could be linked to the integrated Command and manage center by way of optical fiber networks. Rising emergence of similar trends will force the smart transportation market increase in area in the coming years.

    elevated traffic jam, growing to be toxins, and high occurrences of accidents are the major factors enabling the countries to globally undertake the sensible transportation system. These programs allow the combination of a considerable number of wise technologies reminiscent of IoT, synthetic intelligence, and wise sensors into transportation vehicles, thereby driving the market boom. The systems aid in enhancing the fleet & logistics management, goods & features management, driver tips for site visitors administration, and automation of roadways, railways, and airways, accelerating the smart transportation adopt the smart market demand.

    Roadways account for the optimum share within the sensible transportation market and are predicted to dominate the market growing to be at a CAGR of 20 p.c with USD 36 billion in 2017 to attain USD 108 billion with the aid of 2024. about 1745.5 million metric CO2 emissions come from the transportation sector, accounting for 28 % of total emissions globally. The adoption of sensible transportation options, equivalent to wise fuels and connected automobiles, helps in reducing the full carbon emissions and enhancing the environmental safeguard. The railway sector is anticipated to grow at the fastest fee over the forecast duration. It consists of billions of tons of freight and passengers each and every year, which results within the construction of productive wise rail infrastructure and applied sciences. The govt of a number of nations are additionally taking over initiatives and implementing rules for the building of the sensible railway gadget. In some international locations together with China, the government has invested USD 28 billion in various PPP tasks for imposing sensible railways.

    sensible ticketing options assist cities in reducing frauds, income loss, and upkeep fees. These options boost accessibility to built-in transport methods; hence, the sensible ticketing market value is expected to develop at a fast cost and attain USD eleven.four billion by using 2024. They present improved flexibility, quicker transactions, and reliability by featuring entry to new fee kinds. the uk executive invested USD 98 million to introduce smart ticketing in England and Wales by using the end of 2018.

    The agencies working in the smart transportation market are investing in research and construction ideas aimed at new product developments. These products aid in improving transport efficiency by means of featuring site visitors manage, parking guidance & management, and electronic toll collection options. some of the avid gamers working within the wise transportation market include Accenture PLC, Cisco programs, Inc., Cubic service provider, ordinary electric enterprise, IBM agency, Siemens AG, Thales group, and WS Atkins.

    table of content:

    Chapter 1. Methodology & Scope

    1.1. Methodology

    1.1.1. preliminary records exploration

    1.1.2. Statistical model and forecast

    1.1.three. industry insights and validation

    1.1.four. Scope

    1.1.5. Definition and forecast parameters

    1.2. facts Sources

    1.2.1. simple

    1.2.2. Secondary

    Chapter 2. executive summary

    2.1. smart transportation business 360º synopsis, 2013 – 2024

    2.1.1. Regional trends

    2.1.2. Mode of transportation developments

    2.1.3. element developments

    2.1.4. software tendencies

    2.1.5. provider traits

    2.1.6. Deployment mannequin trends

    Chapter three. wise Transportation Market industry Insights

    3.1. Introduction

    three.2. business segmentation

    3.three. smart transportation trade landscape, 2013 – 2024

    three.4. sensible transportation trade ecosystem analysis

    three.5. smart transportation evolution

    3.6. Market news

    3.7. sensible transportation laws

    3.7.1. Safer Journeys motion Plan (New Zealand)

    three.7.2. Bharat Stage Emission standards (India)

    3.7.three. items vehicles Licensing of Operators Act (Northern ireland)

    three.7.four. The Transport Act, 2000

    three.8. technology & innovation panorama

    3.eight.1. cellular cyber web services built-in with intelligent transport

    3.8.2. expanding popularity of AI integrated with smart transportation

    3.eight.3. enhanced consumer journey and stronger culture

    three.9. industry have an effect on forces

    three.9.1. growth drivers

    3.9.1.1. speedy urbanizations and govt funding in smart transportation

    3.9.1.2. Adoption of linked automobiles for boosting public defense and safety

    three.9.1.three. discount in collision

    3.9.1.4. better life with wise parking and sensible ticketing

    three.9.1.5. atmosphere protection

    3.9.1.6. advanced infrastructure

    3.9.2. trade pitfalls & challenges

    3.9.2.1. big capital requirement

    3.9.2.2. massive statistics increases complexity

    three.9.2.3. long downtime for replacing the present device

    three.9.2.4. Immature market conditions

    3.10. increase capabilities analysis

    3.eleven. Porter’s analysis

    three.12. PESTEL analysis

    Chapter four. competitive panorama

    4.1. Introduction

    4.2. Market leaders, 2017

    four.2.1. Cubic corporation

    4.2.2. IBM

    4.2.three. TomTom

    four.2.4. Siemens AG

    four.2.5. Thales neighborhood

    4.three. Innovation leaders, 2017

    4.3.1. Avail technologies, Inc.

    four.3.2. suave gadgets Ltd.

    4.3.three. ETA Transit systems

    four.three.four. GMV Innovating options

    four.3.5. Trapeze utility

    4.4. other admired vendors

    Chapter 5. global smart Transportation Market, with the aid of Mode of Transportation

    5.1. global smart transportation market, key takeaways, by mode of transportation

    5.2. Roadways

    5.2.1. Market estimates and forecast, 2013 – 2024

    5.2.2. Market estimates and forecast, by means of vicinity, 2013 – 2024

    5.three. Railways

    5.3.1. Market estimates and forecast, 2013 – 2024

    5.3.2. Market estimates and forecast, by region, 2013 – 2024

    5.4. Airways

    5.four.1. Market estimates and forecast, 2013 – 2024

    5.4.2. Market estimates and forecast, by vicinity, 2013 – 2024

    Chapter 6. international sensible Transportation Market, by means of component

    6.1. international smart transportation market, key takeaways, by way of element

    6.2. utility

    6.2.1. Telematics

    6.2.1.1. Market estimates and forecast, 2013 – 2024

    6.2.1.2. Market estimates and forecast, with the aid of location, 2013 – 2024

    6.2.2. Parking administration

    6.2.2.1. Market estimates and forecast, 2013 – 2024

    6.2.2.2. Market estimates and forecast, by means of region, 2013 - 2024

    price of file: $ 4500 (Single user License) purchase finished report at:https://www.marketstudyreport.com/securecheckout/paymenta/1047507?msfpaycode=sumsf?utm_source=Marketwatch&utm_medium=SP

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    THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age. | killexams.com real questions and Pass4sure dumps

    THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age.

    By Louis S. Richman

    (FORTUNE Magazine) – Chances are pretty good that Beth Malloy will play a major role in making a scientific discovery that may one day save your life. A laboratory technician on the cardiovascular research team at Genentech, the biotechnology company in South San Francisco, Malloy, 35, isolates and analyzes rare proteins found in plasma, the substances that when cloned form the building blocks of biotech drugs. A decade ago the mastery of such esoteric procedures was the province of Nobel laureates. Now, Malloy, a chemist with a master's degree from San Francisco State University, and many of Genentech's 369 other science technologists perform these miracles routinely. She and her colleagues are but a small part of the large and rapidly growing population of technicians -- a new worker elite who are transforming the American labor force and potentially every organization that employs them. As the farm hand was to the agrarian economy of a century ago and the machine operator was to the electromechanical industrial era of recent decades, the technician is becoming the core employee of the digital Information Age. The trend reflects what Stephen R. Barley, an ethnographer at Stanford University's school of engineering, describes as the "technization" of American labor. The sheer growth in the number of technicians and the diversity of occupations they hold bespeak a profound change in their importance to companies that hope to survive and thrive in an era of epochal change. Since 1950 the number of technical workers has increased nearly 300% -- triple the growth rate for the work force as a whole -- to some 20 million. With one out of every four new jobs going to a technical worker, the Bureau of Labor Statistics (BLS) forecasts that this army of techno-competents -- already the largest broad occupational category in the U.S. -- will represent a fifth of total employment within a decade (see chart). The convergence of two large forces are giving technicians new importance. First, increasingly powerful, versatile, and user-friendly new technologies -- from the software that electronics technicians use to test printed circuitboards to the automated protein analyzers Beth Malloy programs to run experiments -- are eliminating the need for workers to perform many time- consuming routine tasks, the donkey work of the advanced industrial age. Thus they are freed to tackle more challenging activities that require judgment and skills. Second, as more companies rely on technology to help eliminate quality defects, speed up product development, and improve customer service, technicians become the front-line workers they depend on. So thoroughly has technology suffused the workplace that technical workers are beginning to emerge from the virtually invisible middling stratum they've traditionally occupied. No longer are they mere subordinates to managers and just a notch above the less-skilled blue- and pink-collar masses. As corporate hierarchies collapse and the boundaries between organizations dissolve, employers are beginning to gain a new appreciation for the work technicians do -- and their insights into how it should be done. In the new economy, says Michael Arthur, a management professor at Suffolk University in Boston, it is competence rather than a place in a hierarchical pecking order that defines an employee's value: "Technical occupations are becoming the new anchor for people's careers." Who better for the smart employer to enlist in the effort to gain a competitive edge than those who actually man the equipment that will carry us into the future? Technical workers help design, manufacture, and service the wondrous medical devices that allow hospital technologists to peer into the body's tissue. Engineering technicians test the integrity of materials used in the construction of bridges, buildings, and dams. They are the developers and caretakers of the computer and telecommunications networks that keep your business running, and they produce the dazzling computer-graphic presentations that help your sales force land new customers. Technicians bring varying levels of formal education and credentials to their work. Many enter technical fields with no more than a high school diploma and a splash of training acquired on the job. Since the smaller armed forces of today no longer turn out technicians in the numbers they did during the Cold War years, more aspiring technical workers are coming to these careers from a trade school or a community college. And an ever-increasing number of them have a four-year university education or advanced degrees. According to projections made by BLS economist Kristina J. Shelley, the number of college graduates who take jobs in technical fields will grow by 75%, to 2.2 million, over the coming decade. To profit fully from the expanded opportunities open to them in the new economy requires that technical workers -- and the companies that employ them -- adopt a new mindset. Because many technicians enter the labor force as hourly employees, they too often view the work they do as a job instead of as the foundation of a career. The distinction is growing more critical. Jobholders, Suffolk University's Arthur explains, perform a limited range of tasks within the context of a specific organization. Careerists, by contrast, define themselves by the cluster of skills they bring to their work -- competencies that are transferable from employer to employer and which they can expand over the course of their working lives. They're ever on the prowl for the next exciting project to work on. And companies that would harness their talents must learn new lessons of how to manage, motivate, and reward them accordingly.

    -- Give your technical workers room to grow -- or someone else will. Richard Mixon, 41, is one of the new breed who is actively managing his career. A senior electronics engineering technician in the seismic testing division of the Western Atlas oil exploration company in Houston, Mixon early on made it his mission to seek out jobs that would allow him to grow. "I wanted to have a broad enough spectrum of skills to be able to fit into any technical environment," he says. The son of a construction worker, Richard studied electronics for two years at the University of Houston with the aim of working in the computer industry. Lacking the funds to continue his studies, however, he took a job with IBM ! repairing office equipment. The five years he spent as a service representative taught him valuable lessons in how to deal with customers, but it wasn't getting him any closer to his goal of working with engineers who design computer circuitboards. He left IBM, in 1978, to join Texas Instruments, which hired him to repair integrated-circuit test systems. Inside a year, Mixon realized that without a four-year engineering degree his chances for advancement with TI were limited. But he could see that printed-circuit technology was beginning to spread to many other industries besides computers -- and with it, his opportunities to take on more challenging projects. So when he learned about an opening for an electronics lab technician at Halliburton, an oil-field services company that was booming in the energy-short years of the early 1980s, he jumped. The move exposed Mixon to the kind of work he had been longing to do. Over the next nine years at Halliburton and, later at Schlumberger, which offered him both more money and more interesting assignments, Mixon assisted electronics design engineers in developing circuitboards that would go into the latest geologic data-acquisition equipment. Despite the challenge, after a while Mixon could see no further career advancement awaiting him at Schlumberger, so he began to look for opportunities outside the company. A recruiter sounded him out about moving to a bigger job with Western Atlas, and he grabbed the offer. In his current position, Mixon is helping to develop an electronic sensing system that will be used to locate oil. In addition to working on the design of new circuitry, he is the point man delegated to work with manufacturing to bring the new gear quickly into production. And he's always on the lookout for new tasks to take on. Says Mixon: "It's better to ask for forgiveness than for permission." Mixon's ultimate goal is to build on the broad technical base by starting his own business.

    -- Technical workers are moving from the back office to the customer interface. With the new corporate focus on customer satisfaction, companies like TIE Communications, a telecommunications equipment supplier with annual revenues of $110 million, are relying more heavily on their technicians. TIE hopes to win market share from its scores of smaller rivals and crack new markets that the big regional phone companies are leaving behind. But executives at TIE's headquarters in Overland Park, Kansas, realized that growth would not come simply by pushing more hardware. They also needed to distinguish their company with superior customer service. Falling prices for telecom gear were bringing products like videoteleconferencing equipment and advanced multiplexers for data transmission within reach of the small and midsize businesses that TIE targets. Problem was, the new, integrated black-box telephony is intimidatingly complex, some of it far beyond the servicing capabilities of many of TIE's 400 technicians. Says executive vice president Eric Carter: "Unless we did a better job of training them, our technicians would drive clients away." TIE set out to mold all of its technical service reps into, as Carter puts it, "ambassadors to the customers." The company contracted with the Corporate Educational Services division of DeVry Institute of Technology, a leading for- profit technical training academy that operates 13 schools throughout North America, to help design a curriculum. In addition to providing its technicians with a firm grounding in how the complex new circuitry and software work, TIE wanted the new courses to improve their communications skills so that they could help sell customers on new products and services. The training, which began last fall, brings groups of some 20 service reps from TIE's 58 district offices to Overland Park during the first two weeks of each month. TIE plans to cycle all of its technical workers through each of three progressively more advanced levels of training over the coming six years. An added benefit of this instruction: By mingling with colleagues from different offices, the customer service techs swap war stories on problems they've encountered in the field and take hands-on solutions back to work. Technicians who have been through the training's first phase are enthusiastic: Steve Barbier, 32, an eight-year TIE veteran in the St. Louis office, says the program "turned on major light bulbs." Barbier is a high school graduate who had worked his way up from the lowly $4.25-per-hour job of pulling cables to a skilled $16-an-hour position supervising new installations and more sophisticated equipment repair. But his limited understanding of the systems' inner workings made him reluctant to recommend to customers that they upgrade their networks with gear he was unsure he could service. That lack of confidence is no longer an issue. Says Barbier: "Where I would once take five steps back to avoid a problem, I now take two steps forward with a new solution that helps the customer, TIE, and me."

    -- Today's technicians are tomorrow's executives. Some organizations are starting to make the mastery of a technical speciality the prerequisite for career growth. At Union Pacific, for example, all new employees who aspire to a management position must first become a "data integrity analyst." Why the hurdle? Union Pacific carries 13,000 shipments a day on 700 trains running on 19,000 miles of track. Coordinating that massive traffic flow poses a huge data management challenge, one that required a new approach to the rail business. Says national customer services vice president Jim Damman: "We saw that the company's future growth would depend more on the ability of our managers to be masters of technical data rather than overseers of the hourly workers." Since 1986, Union Pacific has been replacing the paper mountain of shipping orders, bills of lading, and invoices it once swapped with its customers and their shipping agents with a computerized electronic data interchange (EDI) system it has developed. Now, some two-thirds of all the railroad's client communications -- up from just 3% eight years ago -- are managed via EDI from a single customer-service center in St. Louis rather than through the 40 offices that formerly handled the unwieldy paper flow. Empowered by EDI, the data integrity analysts keep tabs on all of the customers' contacts with the railroad. They create detailed electronic profiles for each shipper that permit the customer service representatives to facilitate order taking or resolve questions. They also provide the information that dispatchers in Omaha use to track shipments and that clerks in accounting rely on for accurate billing information. Just as valuable as the huge improvement in efficiency that EDI has wrought (employee productivity at the St. Louis center is up 300% since 1986) are the fabulously rich strategic uses Union Pacific can make of the amassed data. The railroad's goal is to mine that treasure-trove to be able to offer customers higher value-added services tailored to their needs. Thus, veterans of the data integrity job, like Robyn Bohnert, are promoted to the more advanced technical roles of finding ways to organize the data for new business uses. Hired as a customer service representative in 1990, Bohnert, now 26, spent two years as a data integrity analyst. Last February she advanced to a position as project manager for new systems development, which pays her some $35,000 a year. Her job draws heavily not only on her technological skills but also on her knowledge of marketing. She uses the EDI customer profiles to build new databases that might, say, help a team that works with grain commodity shippers uncover evolving patterns in their usage of the railroad's services and sell them on new ones. She has also put her technical talent to use in helping Union Pacific improve its own performance, extracting from the databases she's created the sources of customer problems and how much it cost the railroad to address them. Says Bohnert: "We're just beginning to scratch the surface of the improvements that a technical analysis of the data will reveal."

    -- Technical workers turn black-box technology into productivity gains. Long the jealously guarded privilege of management, access to information virtually defined power and status in the traditional corporate bureaucracy. But with the advent of networked computing, it is fast becoming the common wealth of every employee. Stephen Kellogg, the computer system administrator for an Atlanta engineering and architecture firm called Armour Cape & Pond (AC&P), plays midwife to that revolutionary change. Hired into the newly created position last October, Kellogg, 26, is responsible for the hardware and software that together make up AC&P's electronic umbilical cord to the 60 architects, drafters, and sales and administrative support staff in Atlanta and Washington. The job demands full use of the programming, systems-analysis, and electronics-maintenance skills he acquired in the Coast Guard and later developed at a technical institute. Keeping the system running and handholding the firm's neophyte computer users would be job enough to earn Kellogg his $30,000 annual compensation. But he must also keep data moving smoothly among the AC&P's computer workstations, allowing drafters to translate architect's concepts into full-scale renderings and keeping track of their frequent design changes. The network must also accommodate the sales force and allow the folks in accounting to track invoices, payments, and payrolls. Says Kellogg: "The payoff from the new technology comes when the whole organization applies its power to work in dramatically new ways." Kellogg is the one who makes sure that AC&P capitalizes fully on technological advances. To that end, he has formed a power-users' group, a | committee made up of staffers who are masters of the intricacies of the system. He calls on them to lead monthly training sessions open to all employees to quicken the spread of the best practices throughout the firm. Kellogg is also busily scouting out the newest hardware and applications software that will keep his firm on the cutting edge of technology. So important do AC&P partners see that task that they now include Kellogg in all their weekly meetings. "I see no limit to the potential growth of my role," he says.

    -- The payoff from technical training is big. Automation of manufacturing has been a job killer for tens of thousands of semi-skilled industrial workers. But for factory technicians who know how to operate the new, computer- controlled production equipment, career opportunities have seldom been better. That's because, as Tom Blunt, a manufacturing consultant from Louisville, puts it: "Employers who automate but take people out of the process are lobotomizing their factories. A human is the cheapest, lightest, totally flexible and reprogrammable machine money can buy." Rockwell International's Allen-Bradley unit, a maker of industrial automation equipment since 1903, is getting more than its money's worth from the 140 technicians who operate its new Electronic Manufacturing Strategy (EMS) production lines. Through the late 1980s, most of the machine tools the company built lacked the smart internal controls that customers wanted. Unless it could leapfrog the competition by building in-house the specialized circuitboards its products lacked, the company would continue to lose market share to nimbler foreign companies. The challenge Allen-Bradley set for itself in developing EMS was formidable. The company offers 50 different product lines, and each would require several different boards of varying size and configuration. No company had ever produced so large a mix of such elaborate componentry in the low volumes needed to customize each finished product to customer specifications. EMS, which went on-line in 1990, met the exacting criteria. But what new kind of worker would it take to go mano a machino with the fearsomely efficient equipment? Answer: one with technical skills unlike any Allen-Bradley had required of its factory hands in the past. Most of the company's hourly production workers assembled simple electrical switches and relays, a repetitive job that required an iron butt to sit at a workbench for eight hours a day but little thinking. Working in EMS would be another story entirely. It demands that the specialist understand how the process operates in its entirety and be able to intervene whenever trouble arises. "Technicians are the doctors of the system," says Larry Yost, the senior vice president for the operations group that developed EMS. "They have to be able to respond to the countless ways the equipment can misalign components or encounter programming glitches." Rather than recruit these specialists from outside, Allen-Bradley decided to retrain volunteers from within its production ranks in the new technical skills. For Larry Hanson, 51, who joined the company out of high school in 1961 as an assembler, the new opportunity was a godsend. For years Hanson hungered to escape the tedium of his factory job, but with a growing family to support he couldn't afford to give up the job he had and move to another company. Hanson had applied for other technical manufacturing openings within Allen- Bradley but was passed up because he lacked the requisite skills. To remedy this deficiency and improve his chances of being accepted into EMS, he enrolled in computer programming courses at a local college. "There was nothing I liked about my job apart from my paycheck. I wasn't going to let anything stand in my way of joining this project," he says. Together with the other volunteers chosen for EMS, Hanson learned on the job how to sequence the flow of circuitboards through the system, spot potential defects in the spacing of components packed as close as 0.02-inch apart, and eliminate the bottlenecks that could slow production. They also spent two days a week after- hours for two years studying college-level algebra and trigonometry, computer programming, and principles of solid-state electronics manufacturing -- a curriculum developed and taught by the nearby Milwaukee School of Engineering and paid for by Allen-Bradley. The training is now continuing in a second two-year program with courses in cost accounting, business strategy, and team-building skills. Says technician Hanson of his new role: "My job is fascinating. There's not a day that doesn't fly by."

    -- Technical workers demand recognition. As with most people who take pride in their work, technical specialists value recognition nearly as much as good pay. And today they have more options to get both. Office equipment repair technicians, nurses who provide home health care services, and computer-aided graphic artists and drafters, among many others, are discovering new outlets of career satisfaction by taking jobs in smaller companies whose principal business is to provide technical services. Rather than toil unappreciated for employers who fail to acknowledge the contribution they make, they are enjoying both the opportunity to stretch their abilities and the rewards that come with it in specialized firms. Dixie Williams, a paralegal by training, has accelerated her career from a stall to the fast track by making such a move to a litigation support services firm in Houston called Looney & Co. A 29-year-old Dallas native with the energy of a Texas twister, Williams is a college graduate who earned her paralegal certification by attending school five hours a night, five nights a week, for seven months while holding a full-time day job. Like most paralegals, she hired on with a law firm, in her case an $18,500 a year position -- the going rate in 1987 -- with a prominent Dallas practice. Not long into the job, however, Williams discovered the frustrations that come with being a junior professional in an outfit run by temperamental, big- ego attorneys. She expected to do research, interviewing witnesses, drafting pleadings, or assisting at trial as she was trained to do. Instead, her supervisor, whom Williams calls the "dungeon master," assigned her to a senior partner who gave her stultifying tasks like summarizing depositions and indexing documents. More grating for her was watching the choicer assignments -- ones she felt qualified for -- go to the firm's far-better-paid junior associates, the freshly minted law school graduates whom she derisively refers to as "baby attorneys." Williams's workload and morale improved dramatically after she successfully lobbied to be transferred to a job assisting another partner, who trusted her to take on a bigger role. She was given day-to-day oversight for some of the larger cases the partner supervised but which required only occasional direct involvement by an attorney. She also took it upon herself to learn how to research cases using the new computers the firm began to acquire in the late 1980s. Her new expertise helped win a major lawsuit in 1991, and made her one of the firm's most sought-after paralegals. But by then she recognized her career ceiling at the firm would be too low to contain her tall ambitions. Though she had doubled her initial salary, she saw that pay for the most senior $ paralegals topped out at some $60,000 a year by the time they retired -- about what the "baby attorneys" made to start. Williams's big break came when, in the course of assisting at a deposition, she met Richard Looney, then a court reporter. Looney, too, had seen the potential for applying to legal practice the power of computers and the optical scanner technology that converts text on paper documents into digital form the computers can "read." Few law firms would be able to make sufficient use of the computer technology to warrant the expense of purchasing it. By acquiring the latest equipment and hiring paralegals to use it to do the research that supports the litigation of major cases, he figured that he would be able to sell his company's services directly to insurance companies and other major corporations eager to cut their legal bills. Impressed with Dixie's computer know-how and paralegal skills, Looney hired her. Once aboard with Looney & Co. in 1992, nothing was going to hold Dixie back. She started in the Houston office, training other paralegals in the use of the equipment and in the legal procedures to which it would be applied. Within a year, Looney made her the office manager and put her in charge of hiring all the paralegals -- who now total 30 -- to staff three other offices he had opened throughout Texas. Williams's career switch has not just freed her from the frustrations of dealing with curmudgeonly "dungeon masters." With Looney & Co. revenues growing by some 20% a year to $7.7 million in 1993, she expects that her earnings will soon leave those of the "baby attorneys" in the dust. The new power of the technical work force is not only liberating employees from the monotony of the industrial age, but it is also providing companies with the know-how to alter their destiny -- to make competitive leaps, to break into new markets, and to offer their employees wider horizons and far more opportunity than any generation of workers has encountered before.

    CHART: NOT AVAILABLE CREDIT: FORTUNE TABLE/SOURCE: BUREAU OF LABOR STATISTICS CAPTION: HOW THEY'RE GROWING Job growth for technicians will far outpace that for other workers over the coming decade, with paralegals and medical technicians setting the pace.


    Finisar Delivers Enhanced WaveShaper Programmable Optical Processors for Optical R&D and Test Applications | killexams.com real questions and Pass4sure dumps

    By Marketwired .

    Article Rating:

    September 14, 2009 05:00 AM EDT

    Reads:

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    SUNNYVALE, CA -- (Marketwire) -- 09/14/09 -- Finisar Corporation (NASDAQ: FNSR), a global technology leader for fiber optic subsystems and components for communication applications, today introduced the new WaveShaper S-Series extending the flexibility and performance of its family of Programmable Optical Processors. These enhanced optical processors provide advanced arbitrary filter generation and switching capabilities to simplify and increase the precision of optical system development and production test. They are well-suited for telecom equipment and systems manufacturers, R&D laboratories, and universities.

    WaveShaper optical processors offer the ideal tool for DWDM system and component testing, optical pulse shaping and control, and high-speed optical research and development. The new WaveShaper S-Series extends this already powerful platform with:

    -- Enhancements to the Liquid Crystal on Silicon (LCoS) optical engine to provide even higher optical resolution for improved control of filter shape and dispersion; -- New software, including drivers for LabVIEW and Linux, to simplify integration of the WaveShaper into complex test systems; -- Smaller form factor to free up valuable space within test systems.

    "With the new S-Series, Finisar continues to demonstrate its leadership in optical filtering and Wavelength Selective Switch technology," said Simon Poole, Director of New Business Ventures for Finisar. "By leveraging our extensive optical expertise, we have again delivered unmatched control, precision, and flexibility to our customers."

    The WaveShaper is the only fully programmable Optical Filter and Wavelength Selective Switch available on the market. Its unique ability to control both the amplitude and phase characteristics of filters and switches not only simplifies testing of high-speed optical systems and subsystems at 40 and 100 Gb/s, but also makes possible research and development in entirely new areas. For example, with the WaveShaper, researchers are able to perform Optical Fourier Domain Waveform Manipulation as required for femtosecond laser pulse generation.

    "The WaveShaper has a unique capability to generate optical transfer functions with arbitrary amplitude and phase," said Professor Ben Eggleton, at the University of Sydney. "The ability to easily and precisely implement Optical Fourier Domain Waveform transformations has opened up whole new areas of optical communications research based on the WaveShaper's precise control of pulse shape and timing."

    The new WaveShaper 1000S and WaveShaper 4000S are available now. Finisar will demonstrate both enhanced WaveShaper S-Series Programmable Optical Processors next week in booth #640 at ECOC in Vienna.

    About Finisar

    Finisar Corporation (NASDAQ: FNSR) is a global technology leader for fiber optic subsystems and components that enable high-speed voice, video and data communications for networking, storage, wireless, and cable TV applications. For more than 20 years, Finisar has provided critical optics technologies to system manufacturers to meet the increasing demands for network bandwidth and storage. Finisar is headquartered in Sunnyvale, California, USA with R&D, manufacturing sites, and sales offices worldwide. For additional information, visit www.finisar.com.

    SAFE HARBOR UNDER THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995

    The statements contained in this press release that are not purely historical are forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended. All forward-looking statements included in this press release are based upon information available to Finisar as of the date hereof, and Finisar assumes no obligation to update any such forward-looking statements. Forward-looking statements involve risks and uncertainties which could cause actual results to differ materially from those projected. Examples of such risks include those associated with: the uncertainty of customer demand for Finisar's products; the rapidly evolving markets for Finisar's products and uncertainty regarding the development of these markets; Finisar's historical dependence on sales to a limited number of customers and fluctuations in the mix of products and customers in any period; ongoing new product development and introduction of new and enhanced products; the challenges of rapid growth followed by periods of contraction; and intensive competition. Additional risks include the potential impact of pending civil litigation arising from the investigation of Finisar's historical option granting practices. Further information regarding these and other risks relating to Finisar's business is set forth in Finisar's annual report on Form 10-K (filed July 9, 2009).

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    Embedded Analytics and Statistics for Big Data | killexams.com real questions and Pass4sure dumps

    This article first appeared in IEEE Software magazine and is brought to you by InfoQ & IEEE Computer Society. 

    Embedded analytics and statistics for big data have emerged as an important topic across industries. As the volumes of data have increased, software engineers are called to support data analysis and applying some kind of statistics to them. This article provides an overview of tools and libraries for embedded data analytics and statistics, both stand-alone software packages and programming languages with statistical capabilities. I look forward to hearing from both readers and prospective column authors about this column and the technologies you want to know more about. —Christof Ebert

    Big data has emerged as a key concept both in the information technology and the embedded technology worlds.1 Such software systems are characterized by a multitude of heterogeneous connected software applications, middleware, and components such as sensors. The growing usage of cloud infrastructure makes available a wealth of data resources; smart grids, intelligent vehicle technology, and medicine are recent examples of such interconnected data sources. We’re producing approximately 1,200 exabytes of data annually, and that figure is only growing.2,3 Such a massive amount of unstructured data presents enormous and mounting challenges for business and IT executives.

    Big data is defined by four dimensions: volume, source complexity, production rate, and potential number of users. The data needs to be organized to transform the countless bits and bytes into actionable information—the sheer abundance of data won’t be helpful unless we have ways to make sense out of it. Traditionally, programmers wrote code and statisticians did statistics. Programmers typically used a general-purpose programming language, whereas statisticians plied their trade using specialized programs such as IBM’s SPSS (Statistical Package for the Social Sciences). Statisticians pored over national statistics or market research usually only available to select groups of people, whereas programmers handled large amounts of data in databases or log files. Big data’s availability from the cloud to virtually everybody changed all that.

    (Click on the image to enlarge it)

    As the volumes and types of data have increased, software engineers are called more and more often to perform different statistical analyses with them. Software engineers are active in gathering and analyzing data on an unprecedented scale to make it useful and grow new business models.1 As an example, consider proactive maintenance. We can continuously monitor machines, networks, and processes to immediately detect irregularities and failures, allowing us to correct them before damage occurs or the system comes to a standstill. This reduces maintenance costs in both material cost as well as human intervention. Often, processing and making sense of data is just part of a bigger project or is embedded in some software, configuration, or hardware optimization problem. Luckily, the community has responded to this need by creating a set of tools that bring some of statisticians’ magic to programmers—in fact, these are often more powerful than traditional statistics tools because they can handle volumes that are scales of magnitudes larger than old statistical samples.

    Technologies for Embedded Analytics and Statistics

    There’s a wealth of software available for performing statistical analysis; Table 1 shows the most popular ones. They differ in the statistical sophistication required from their users, ease of use, and whether they’re primarily stand-alone software packages or programming languages with statistical capabilities.

    Three entries in Table 1 stood out to us: R, Python, and D3 (Data Driver Documents). R is a language geared toward statistics. Python is a general-purpose programming language that has proven popular with scientists and researchers who want to do scientific and statistical computations. D3 is a JavaScript library that lets users create visualizations with which they can interact (for instance, by zooming in, zooming out, collapsing, and expanding) using a Web browser. R, Python, and D3 are well suited for embedded statistics for several reasons:

  • Because these are stand-alone programming languages, they’re relatively easy to interface with other systems via standard language mechanisms or by importing and exporting data in various formats.
  • Scripts in Python and R can be embedded directly into larger analytical workflows.
  • Python and R programs can be directly used to build applications that read data from various sources and interact directly with the user for analysis and visualization via the Web.
  • Through D3, users can elevate analytics to a higher level by interactively manipulating statistical graphics via Web browsers.
  • These are much closer to a programmer’s frame of mind than specialized statistical packages are.
  • With the exception of D3, all entries in the table provide facilities for carrying out advanced statistics, such as multivariate and time-series analysis, either by themselves or via libraries. Each one, though, has a particular focus that will better suit working on a given target problem. Python’s Pandas package, for instance, has good support for time-series analysis because part of it was written to cater to such analysis regarding financial data.

    The Python Statistics Ecosystem

    The most popular general-purpose programming language for doing statistics today is Python. It’s always been a favorite for scientific computation, and several excellent Python tools are available for doing even complex statistical tasks. The fundamental scientific library in Python is NumPy. Its main addition to Python is a homogeneous, multidimensional array that offers a host of methods for manipulating data. It can integrate with C/C++ and Fortran and comes with several functions for performing advanced mathematics and statistics. Internally, it primarily uses its own data structures, implemented in native code, so that matrix calculations in NumPy are much faster than equivalent calculations in Python. SciPy, which builds on top of NumPy, offers a number of higher-level mathematical and statistical functions. SciPy deals again with NumPy’s arrays; these are fine for doing mathematics but a bit cumbersome for handling heterogeneous data with possibly missing values. Pandas solves that problem by offering a flexible data structure that allows easy indexing, slicing, and even merging and joining (similar to joins between SQL tables). One attractive setup involves using iPython, an interactive Python shell with commandline completion, nice history facilities, and many other features that are particularly useful when manipulating data. Matplotlib can then visualize the results.

    An Example

    The World Bank is a trove of information, and it makes a lot of its data available over the Web. For more sophisticated analysis, the public can download data from the World Bank’s Data Catalog or access it through an API. The most popular dataset is the World Development Indicators (WDI). WDI contains, according to the World Bank, “the most current and accurate global development data available, and includes national, regional and global estimates.” WDI comes in two downloadable forms: Microsoft Excel and commaseparated values (CSV) files. (Because Microsoft Excel files aren’t suitable for programmatic analysis, we deal with the CSV files here.)

    Figure 1. A program for calculating World Development Indicators correlations using Python. The program collects the top 30 most measured indicators, calculates the Spearman pairwise correlations, and shows the results graphically.

    The WDI CSV bundle is a 42.5-Mbyte zipped archive. After downloading and unzipping it, you’ll see that the main file is called WDI_Data.csv. A good way to get an overview of the file contents is to examine it interactively. Because we’ll be using Python, the best way to interact with the tools that we’ll use is by launching a session of iPython, and then loading the data:

    In [1]: import pandas as pd

    In [2]: data = pd.read_csv(“WDI_Data.csv”)

    The result, in data, is a DataFrame containing the data. Think of a DataFrame as a two-dimensional array with some extra features that allow for easy manipulation. In a DataFrame, data is organized in columns and an index (corresponding to the rows). If we enter

    In [3]: data.columns

    we’ll get an output that shows the names of the columns: the country name, the code for that country, an indicator name, and an indicator code. These are followed by columns for each year from 1960 to 2012. Similarly, if we enter

    In [4]: data.index

    we’ll see that the data contains 317,094 rows. Each row corresponds to the values of one particular indicator for one country for the years 1960 to 2012; years without values in a row indicate no measurement in that year for that indicator in that country. Let’s see first, how many indicators there are

    In [5]: len(data[‘Indicator Name’].unique())Out[5]: 1289

    and second, how many countries there are

    In [6]: len(data[‘Country Name’].unique())Out[6]: 246

    Now we have a problem to solve: Are the indicators independent among themselves, or are some of them related to others?

    Because we measure indicators by year and by country, we must more precisely define the problem by de-ciding which parameters to retain as constant. In general, we get the best statistical results as our samples increase. It makes sense then to rephrase the problem: For the year in which we have most measurements, are the most measured indicators independent among themselves, or as some of them related to others? By “most measured indicators,” we mean those that have been measured in more countries. It turns out that we can find the answer to the question in about 50 LOC. Figure 1 contains the full program.

    Lines 1–10 are imports of the libraries that we’ll be using. Line 11 reads the data. In line 13, we give the number of most measured indicators that we would like to examine. In line 15, we find the zero-based position of the first column with yearly measurements. After that, we’re able in line 17 to find the column with the most measurements (the year 2005). We then remove all data for which measurements aren’t available. In lines 20–26, we get the most measured indicators.

    The actual statistical calculations start from line 28, where we prepare a table of ones to hold the result of the correlation values between each pair of indicators. In the loop that follows, we calculate each pairwise correlation and store it in the table we prepared. Finally, in lines 41–52, we display the results on screen and save them to a PDF file (see Figure 2). We take care to reverse the vertical order of the correlation matrix so that the most important indicator comes on the top of the matrix (lines 41 and 49).

    The diagonal has perfect correlation—as it should, because we’re examining the same indicators. In addition to that, we do see that there are indicators that correlate with each other—some positively, even strongly so, and some negatively or very negatively.

    Figure 2. World Development Indicators correlations matrix with Python created from the program in Figure 1.

    More Advanced Components in the Python Ecosystem

    As Python has attracted interest from the research community, several specialized tools have emerged. Among them, Scikit-learn builds on NumPy, SciPy, and matplotlib and offers a comprehensive machine-learning toolkit. For very big datasets that follow a hierarchical schema, Python offers PyTables, which are built on top of the HDF5 library. This is a hot topic, and DARPA awarded US$3 million in 2013 to Continuum Analytics as part of the XDATA program to develop further Python data analytics tools. You can expect the ecosystem to keep evolving steadily over the next few years.

    The R Project for Statistical Computing

    R is a language for doing statistics. You can think of Python bringing statistics to programmers and R bringing statisticians to programming. It’s a language centered on the efficient manipulation of objects representing statistical datasets. These objects are typically vectors, lists, and data frames that represent datasets organized in rows and columns. R has the usual control flow constructs and even uses ideas from object-oriented programming (although its implementation of object orientation differs considerably from the concepts we find in more traditional object-oriented languages). R excels in the variety of statistical libraries it offers. It’s unlikely that a statistical test or method isn’t already implemented in an R library (whereas in Python, you might find that you have to roll out your own implementation). To get an idea of what it looks like, Figure 3 shows the same program as Figure 1 and adopts the same logic, but using R instead of Python. Figure 4 shows the results.

    Figure 3. A program similar to that in Figure 1 that calculates World Development Indicators correlations using R.

    Combining, Federating, and Integrating Embedded Analytics Technologies

    The examples we give in this article are typical of the way different applications can be merged to handle big data. Data flows from the source (in some raw format) to a format acceptable to our statistical package. The package must have some means of manipulating and querying data so that we can get the data subsets that we want to examine. These are subject to statistical analysis. The results of the statistical analysis can be rendered in textual form or as a figure. We can perform this process on a local computer or via the Web (in which case data crunching and processing is performed by a server, and parameters, results, and figures go through a Web browser). This is a powerful concept, because a host of different settings, from an ERP framework to car diagnostic software, can export their data in simple formats like CSV—in fact, we would see a warning sign whenever we encounter a piece of software that doesn’t allow exporting to anything but closed and proprietary data formats.

    To analyze your data in any way you will, you must first have access to it. So you should by all means select technologies that facilitate the exchange of data, either by simple export mechanisms or via suitable calls, for instance through a REST (representational state transfer) API.

    Data is getting bigger all the time, so you must investigate whether the tool you’re considering will be able to handle your data. It’s not necessary for you to be able to process all the data in main memory. For instance, R has the big memory library, which lets us handle huge datasets by using shared memory and memory-mapped files. Also, make sure that the software package can handle not only big input but also big data structures: if table sizes are limited to 32-bit integers, for instance, you won’t be able to handle tables with 5 million entries.

    In the examples above, the alert reader will have noticed that we’ve spent more code manipulating the data to bring it to the appropriate format for statistical analysis than on the statistical analysis per se, which was provided anyway by functions already written for us. Our examples were somewhat trite, so these ratios of preprocessing to actual processing might have been especially top-heavy, but the examples highlight the fact that data manipulation is usually as important (and demanding) as the analysis. In effect, real proficiency in R and NumPy/SciPy doesn’t come from mastery of statistics but from knowing how to work efficiently with the data structures they offer. And this is essentially work for programmers, not statisticians. Further reading is available elsewhere.4-7

    Figure 4. World Development Indicators correlations matrix with R.

    References

    1C. Ebert and R. Dumke, Software Measurement, Springer, 2007.2K. Michael and K.W. Miller, eds., Computer, vol. 46, no. 6, 2013.3T. Menzies and T. Zimmermann, eds., IEEE Software, vol. 30, no. 4, 2013.

    About the Authors

    Panos Louridas is a consultant with the Greek Research and Technology Network and a researcher at the Athens University of Economics and Business. Contact him at louridas@grnet.gr or louridas@aueb.gr.

    Christof Ebert is managing director at Vector Consulting Services. He’s a senior member of IEEE and is the editor of the Software Technology department of IEEE Software. Contact him at christof.ebert@vector.com.

    This article first appeared in IEEE Software magazine. IEEE Software's mission is to build the community of leading and future software practitioners. The magazine delivers reliable, useful, leading-edge software development information to keep engineers and managers abreast of rapid technology change.



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