...competitors. This new system proposal will provide Riordan with an increase in business productivity, improved internal and external networking functionalities, and a secured information infrastructure. Additionally, this system proposal addresses Riordan’s innovation request concerning their networking capabilities in the organization’s corporate headquarters. Once this system is fully integrated and operational, the Riordan Company will be far ahead of its competitors with the latest advancements that information technology has to offer. System description and its components Capacity Services (CAPSVC) is a fully automated and virtual service that gives the customer total access to their system from an office location or from the comfort of their own home. A basic system includes Blade Style Enclosures, software as a service (SAS), Network Accessible Storage (NAS) with several terabytes to suit company’s needs, Brocade Network Adapters (BNA), secure data connections and dual fiber redundancy. Vsphere, advanced software that allows system administrators to...
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...No doubt 2010 has been a big year for cloud computing. Businesses are making the move to cloud computing to reduce costs, increase productivity and simplify IT. The on-demand, scalable, affordable IT infrastructure services provided by different vendors is driving a need to respond more quickly to changing business demands. Chad Swartz, an IT manager at Preferred Hotel Group says one of the biggest bonuses of using a cloud provider is getting your hands on topnotch IT gear. "They can afford a whole different class of SAN. I can look at Dell; they can look at Hitachi and a lot of other devices that make things run much faster than we could." (Jo Maitland, Executive Editor of Search Cloud Computing, 2010). The Three Categories of Cloud Computing Service Currently there are three primary categories of cloud computing service: 1. Infrastructure as a service (IaaS) - Computing infrastructure, such as servers, storage, and network, delivered as a cloud service, typically through virtualization....
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...Zinnov Management Consulting IT Adoption in BFSI Sector in India 2012 This report is solely for the use of Zinnov Client and Zinnov Personnel. No Part of it may be quoted, circulated or reproduced for distribution outside the client organization without prior written approval from Zinnov. India is a fast growing IT market; BFSI vertical constitutes a significant share of the overall spending USD billion $13.7 17.1% FY12 FY11 Distribution of IT Spending in India, FY12 Energy 15.7% Government 15.4% Hardware $11.7 IT Services $12.6 14.4% $11.0 Manufacturing 28.8% BFSI 11.1% Telecom 7.2% Education 1.5% Healthcare 1.0% Software Products $4.2 19.5% Consumers 11.9% Others1 7.0% Retail 0.4% $3.5 Total domestic IT market FY12 ~ USD 30.4 billion Overall, BFSI vertical is contributing significantly to the growth of the Indian economy; its share in Indian GDP is estimated at ~8% Source: Company Annual Reports and Press Releases; Dataquest; Primary Interviews with Stakeholders in the Indian IT Ecosystem; MOSPI; Zinnov Analysis Note: 2 The rapid diversification of the sector including Banks, NBFCs and Insurance presents huge IT opportunity Over 97,000 Scheduled Banks in India (235) Commercial Banks (166) Co-operative Banks (69) Unscheduled Banks Public Sector Banks (26) Nationalized Banks (20) Foreign Banks in India (33) Private Sector Bank (21) Regional Rural Banks (82) Urban Cooperatives (53) State...
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...Association of Information Technology Professionals (AITP) recommends these “best practices” to obtain the benefits that virtualization offers. Copyright 2008, Association of Information Technology Professionals. Permission to copy for personal non-commercial use granted. When the paper is referenced or quoted, direct the reader to www.aitp.org. Special thanks to the following editor: Mike Hinton, Southwestern Illinois College AITP Research and Strategy Advisory Group October 14, 2008 Page 1 of 40 Virtualization and Its Benefits Executive Summary Virtualization has quickly evolved from concept to reality. The technologies that are used for servers, clients, storage, and networks are being virtualized to create flexible and cost effective IT infrastructures. The focus of this paper is the use of virtual technology for data center systems with management best practices. Given today‘s emphasis on Total Cost of Ownership (TCO) and Return On Investment (ROI), virtualization of servers is...
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...FROM THE SOLUTIONS CENTER Solution Guide: Migrating from Brocade Enterprise Fabric Connectivity Manager to Brocade Data Center Fabric Manager Brocade DCFM simplifies infrastructure management with the performance and scalability required in the Brocade data center fabric, which connects applications to infrastructure in the majority of the world’s data centers. FROM THE SOLUTIONS CENTER SOLUTION GUIDE CONTENTS Introduction........................................................................................................................................................................................................................................ 3 Supported Firmware ...................................................................................................................................................... 3 Upgrade Paths ............................................................................................................................................................... 4 Migration Facts .............................................................................................................................................................. 4 Migration Overview ......................................................................................................................................................................................................................... 4 Planning.......................................................
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...WeMakeConnections TTI Multi Campus Network Executive Summary: WeMakeConnections is an up-and-coming networking and infrastructure company; we offer network solutions that are customized to each client, and their specific financial and technical needs. We provide a le82vel of service you would expect from a close friend, not a company. We service all network sizes, large and small, and have worked extensively with existing network upgrades, as well as total network creation. WeMakeConnections offers personalized services to match any budget. In this day and age competition is fierce, and money is tight. That is why we only hire people who love networking; they know what works, what doesn't, and where we can cut waste. That is why WeMakeConnections is the only company that offers a complimentary follow up, one month after your network is complete. We want to make sure you love your network. Each of our eight core employee's graduated from the prestigious ITT Tech, San Diego. Each has a passion for networking, and genuine love for problem solving. From the cabling in the walls to workstations on the desks, a trained professional will be on the job. Based on the request for proposal from TTI, we have created what may be, our masterpiece work. The following pages detail our plan of action for TTI's success, and subsequent expansions. We are confident that our network provides the best return on investment for TTI's four additional campuses, and will be easily scaled to...
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...COMPANY PROFILE Dell Inc. REFERENCE CODE: 8E2C53C7-29AC-4848-9511-9B752758E3B4 PUBLICATION DATE: 24 Sep 2012 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. Dell Inc. TABLE OF CONTENTS TABLE OF CONTENTS Company Overview..............................................................................................3 Key Facts...............................................................................................................3 Business Description...........................................................................................4 History...................................................................................................................6 Key Employees...................................................................................................11 Key Employee Biographies................................................................................12 Major Products and Services............................................................................20 Revenue Analysis...............................................................................................21 SWOT Analysis...................................................................................................22 Top Competitors.................................................................................................28 Company View........................................................
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...Nintendo Co., Ltd. (???????, Nintendo Kabushiki gaisha?) is a multinational corporation located in Kyoto, Japan. Founded on September 23, 1889[2] by Fusajiro Yamauchi, it produced handmade hanafuda cards.[6] By 1963, the company had tried several small niche businesses, such as a cab company and a love hotel.[7]}} Nintendo developed into a video game company, becoming what is arguably the most influential in the industry, and Japan's third most valuable listed company, with a market value of over US$85 billion.[8] Also, Nintendo of America is the majority owner of the Seattle Mariners Major League Baseball team.[9] The name Nintendo can be roughly translated from Japanese to English as "leave luck to heaven".[10] As of October 18, 2010, Nintendo has sold over 565 million hardware units and 3.4 billion software units.[11] Contents * 1 History o 1.1 As a card company (1889–1956) o 1.2 New ventures (1956–1974) o 1.3 Electronic era (since 1974) + 1.3.1 Handheld console history * 2 Infrastructure o 2.1 Key Executives o 2.2 Offices and locations * 3 Software development studios o 3.1 First-party studios o 3.2 Second-party studios o 3.3 Former affiliates * 4 Policy o 4.1 Emulation o 4.2 Content guidelines o 4.3 License guidelines o 4.4 Seal of Quality + 4.4.1 NTSC regions + 4...
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...Future of the Internet A Compendium of European Projects on ICT Research Supported by the EU 7th Framework Programme for RTD European Commission I nform ati on S oc i et y and M ed ia ••• 2 Preface 5 priorities identified by the Internet Governance Forum: openness, security, access, diversity and critical Internet resources. The use of the Internet in public policies will considerably grow in areas such as education, culture, health and e-government. These topics will be at the core of our contribution to the OECD Seoul Summit in June. In the longer term, we have to prepare the future Internet, including for example, a 3D-Internet. This has already been pioneered through virtual environments such as “Second Life”. Turnover in online gaming has grown threefold over the past 5 years, and virtual worlds are estimated to attract more...
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...THE ART OF CYBER WAR — ASYMMETRIC PAYOFFS LEAD TO MORE SPENDING ON PROTECTION 151 As Physical Security Converges With IT Security and Becomes More Network-Based, Can Cisco Compete? Cisco recently introduced new video surveillance IP cameras and monitoring software targeted for small businesses. As corporate security technology and services become increasingly network-delivered and database-driven, the physical security market presents a compelling incremental growth opportunity for Cisco that we believe can exceed the billion dollar annual revenue threshold in the next 35 years. The physical security industry has been undergoing a paradigm shift toward convergence, whereby previously disjointed functions of IT security and physical security are experiencing greater formal cooperation. Organizations continue to implement more IP-based video surveillance cameras and building access controls both to upgrade capabilities and to reduce operational costs. Deploying IP-based security upgrades capabilities and reduces operational costs. Through the IP network a security system can assign priority to data and automatically discover new nodes such as IP cameras and control sensors, eliminating the time and effort of manual provisioning. Shifting building access controls from isolated networks to existing IP networks that house data, voice, and video can improve incident detection and assessment, authenticating both the user and device to provide efficient integrity checks. • Video...
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...Oracle DBA Interview Questions and Answers Compiled By Mohamed Fowjil Abdul Hameed Contents Oracle DBA Interviews - Overview 2 Oracle DBA Interview Questions and Answers – ARCHITECTURE 4 SENIOR ORACLE DBA INTERVIEW QUESTIONS 31 MID LEVEL ORACLE DBA INTERVIEW QUESTIONS 57 Oracle 11g Database New Features Interview Questions and Answers 65 Oracle RAC Interview Questions and Answers 70 Oracle RAC Interview Questions (10g) Questions and Answers 137 Oracle Data Guard Interview Questions and Answers 168 Oracle ASM Interview Questions and Answers 205 Oracle Patching,Cloning and Upgrade Interview Questions and Answers 219 Oracle Backup and Recovery Interview Questions and Answers 228 Oracle RMAN Interview Questions and Answers 232 Oracle Performance Tuning Interview Questions and Answers 237 Oracle Performance Tuning Interview Questions and Answers 245 Oracle Export/Import (exp/imp)- Data Pump (expdp/imp) Interview Questions and Answers 249 UNIX Interview Questions and Answers for Oracle DBAs 254 Oracle DBA Interviews - Overview Dear Readers, Hereby, I am sharing my experience of interviews asd technical discussion with various MNC Dba’s, Project managers and Project delivery managers and Technical architects, as part of my interview preparation, I used to refer my own work note as well as web sources below details are a consolidate form of my interview preparation and Oracle dba interviews questions and answers General Guide line:...
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...14–20, Portland, Oregon, USA. Copyright 2009 ACM 978-1-60558-744-8/09/11 ...$10.00. 100 Speedup (X) Parallel applications running across thousands of processors must protect themselves from inevitable system failures. Many applications insulate themselves from failures by checkpointing. For many applications, checkpointing into a shared single file is most convenient. With such an approach, the size of writes are often small and not aligned with file system boundaries. Unfortunately for these applications, this preferred data layout results in pathologically poor performance from the underlying file system which is optimized for large, aligned writes to non-shared files. To address this fundamental mismatch, we have developed a virtual parallel log structured file system, PLFS. PLFS remaps an application’s preferred data layout into one which is optimized for the underlying file system. Through testing on PanFS,...
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...Industrial and Corporate Change, Volume 19, Number 1, pp. 81–116 doi:10.1093/icc/dtp032 Advance Access published June 22, 2009 Who profits from innovation in global value chains?: a study of the iPod and notebook PCs Jason Dedrick, Kenneth L. Kraemer and Greg Linden This article analyzes the distribution of financial value from innovation in the global supply chains of iPods and notebook computers. We find that Apple has captured a great deal of value from the innovation embodied in the iPod, while notebook makers capture a more modest share of the value from PC innovation. In order to understand these differences, we employ concepts from theories of innovation and industrial organization, finding significant roles for industry evolution, complementary assets, appropriability, system integration, and bargaining power. Downloaded from icc.oxfordjournals.org at University of Dhaka on June 19, 2011 1. Introduction The power of innovation to reward pioneers with exceptional profits is well known. Yet, as recognized in various strains of the business strategy literature, the value generated from the innovation is generally shared by the innovator with some combination of component suppliers, intellectual property owners, providers of complementary products and services, competitors, and consumers. This is all the more true as firms focus on a set of core activities and rely on a network of allies and suppliers to help them create and produce innovative products. In such...
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...CORPORATE E-LEARNING: EXPLORING A NEW FRONTIER Trace A. Urdan Cornelia C. Weggen turdan@wrhambrecht.com cweggen@wrhambrecht.com 415.551.8600 “In a time of drastic change, it is the learners who inherit the future. The learned find themselves equipped to live in a world that no longer exists.” Eric Hoffer, in Vanguard Management, 1989 2 March 2000 Equity Research TABLE OF CONTENTS Executive Summary .....................................................................................................................................1 Education in the 21 Century – Creating a Learning Economy.......................................................................2 Why e-Learning?...........................................................................................................................................3 The Solution – Bring Learning to People .......................................................................................................6 Definitions – e-Learning versus Online Learning ............................................................................................8 Key Trends – The End of Learning as We Know It ........................................................................................10 The Corporate e-Learning Market – The Pie is Big ......................................................................................13 Market Segmentation – Claiming a Stake on the New Frontier ................................
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...9-797-137 REV. MAY 22, 2008 DAVID COLLIS GARY PISANO Intel Corporation: 1968-1997 By January 1997, Intel, a Silicon Valley start-up, had attained a stock market valuation of $113 billion that ranked it among the top five American companies. Much of Intel’s success had been due to microprocessors, a product it invented in 1971 and in which it continued to set the pace. Despite the company’s illustrious history and enviable success, its Chairman and CEO, Andy Grove, worried about the challenges ahead: Business success contains the seeds of its own destruction. The more successful you are, the more people want a chunk of your business and then another chunk and then another until there is nothing left. I believe that the prime responsibility of a manager is to guard constantly against other people’s attacks.1 This case begins by describing Intel’s origins as a semiconductor company before turning to its evolution into the leading manufacturer of microprocessors. Intel: The Early Years Intel was founded in 1968 by Robert Noyce (one of the co-inventors of the integrated circuit) and Gordon Moore, both of whom had been senior executives at Fairchild Semiconductors. They, in turn, recruited Andy Grove, who was then Assistant Director of Research at Fairchild. From the beginning, this trio was the driving force behind Intel. The company’s initial strategy was to develop semiconductor memory chips for mainframe computers and minicomputers. Andy Grove recalled that after receiving...
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