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HP0-065 - Planning and Designing ProLiant Solutions for the Enterprise - Dump Information

Vendor : HP
Exam Code : HP0-065
Exam Name : Planning and Designing ProLiant Solutions for the Enterprise
Questions and Answers : 134 Q & A
Updated On : October 17, 2018
PDF Download Mirror : HP0-065 Brain Dump
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HP0-065 Questions and Answers

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HP0-065 Planning and Designing ProLiant Solutions for the Enterprise

Study Guide Prepared by Killexams.com HP Dumps Experts


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HP0-065 exam Dumps Source : Planning and Designing ProLiant Solutions for the Enterprise

Test Code : HP0-065
Test Name : Planning and Designing ProLiant Solutions for the Enterprise
Vendor Name : HP
Q&A : 134 Real Questions

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HP HP Planning and Designing

HP improvements Sprocket to increase Presence in Printing Market | killexams.com Real Questions and Pass4sure dumps

HP Inc. HPQ is bolstering its competitive place in the photograph printing market via persisted innovation. The enterprise currently upgraded its HP Sprocket 2nd edition, a pocket-sized transportable image printer.

The company had launched the Sprocket in 2016 aiming to faucet the pocket printing area. The upgraded version will allow dissimilar users to snap pictures on their cellular gadgets and instantly connect with the Sprocket and queue up their photos which they wish to print. during this edition, the print great has also been stronger.

Efforts in Printing drive increase

HP has been focusing on its income-generating Printing enterprise for a while now. The section’s revenues constituted 35.6% of complete revenues within the ultimate reported quarter, up eleven% yr over yr. recently, HP announced that it expects as a minimum sixteen% working margin for the printing section for fiscal 2019.

HP Inc. income (TTM)

a close up of a map© provided through Zacks funding research Inc

HP Inc. earnings (TTM) | HP Inc. Quote

To supply further enhance to its Printing company, HP is expanding investments in A3 multifunction printers. Per administration, the A3 company held a market share of 9.1% in the outdated quarter. despite the fact the boom expense isn't anticipated to be the identical every quarter, administration believes that it is on the right track to achieve 12% market share through 2020.

moreover, HP expects its upcoming acquisition of Europe’s greatest impartial company of print and document functions, Apogee business enterprise, to pressure growth in contractual workplace print market.

It these days launched the brand new DesignJet Z huge structure image printers, which is anticipated to be adopted greatly and, in turn, increase revenues.

HP also announced upgrades across its Indigo Digital Press portfolio, and unveiled the HP SmartStream Collage — an automatic variable design characteristic for HP Indigo printing — aimed to advantage converters.

The acquisition of Samsung Electronics’ printer business (S-Print), accomplished ultimate 12 months, is believed to be a strategic stream by way of HP to turn around the printer enterprise. The S-Print enterprise has greater than 6,500 printing patents, that will support HP extend in the domain. All these will support development and manufacturing of HP printers, going ahead.

furthermore, it is going to assist the company benefit market share from its jap competitors — Canon CAJ and Epson SEKEY — and manage prices. aside from this, the acquisition will additionally supply HP entry to Samsung’s partners and toughen its place across numerous geographies.

in particular, within the 2d quarter of 2018, the Indian printing market become dominated with the aid of HP, which sold 391,940 instruments and loved 47% share.

The business currently added that the Printing segment is probably going to outgrow the markets and profit gigantic share going forward.

mainly, per MarketsandMarkets, the world digital printing market is anticipated to attain $28.9 billion via 2023, at a CAGR of four.forty eight% between 2017 and 2023, pushed peculiarly via turning out to be demand for sustainable printing, building of packaging and cloth industries, and reduction in per unit cost of printing with digital printers.

Zacks Rank & one more Key opt for

HP currently contains a Zacks Rank #2 (buy).

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HP Sees up to five,000 Job Cuts as a part of Restructuring Plan | killexams.com Real Questions and Pass4sure dumps

No outcomes discovered, try new key phrase!REUTERS/Stephen Lam/File image Reuters (Reuters) - HP Inc now expects 4,500 to five,000 employees to depart the enterprise by means of the conclusion of fiscal 2019 as part of an ongoing restructuring plan, the laptop maker sai...

Yamaha planning for 850cc, 115 hp experience bike? | killexams.com Real Questions and Pass4sure dumps

huge event bikes are definitely normal, based on the income figures of the BMW Motorrad GS1200-series machines and the resurgence of the legendary Honda Africa Twin. however what of Yamaha and its XT1200Z tremendous Tenere?

A document has emerged by the use of online magazine advrider about Yamaha’s plans to produce an 850 cc, three-cylinder one hundred fifteen hp adventure-styled laptop. Such an providing would enter a market currently populated via machines such as the BMW Motorrad F800 GS (RM61,900) and Triumph Tiger 800 (XrX – RM66,900).

regardless of the Yamaha MT-09 Tracer (RM59,900) being in the Yamaha catalogue, the Tracer is a twin-goal styled tourer with a road-bias. in the case of the extra off-street oriented Tenere-series, there has long been a niche in Yamaha’s line-up for a mid-sized, do-the rest, go-anyplace, lengthy-travel suspension laptop.

using the 849 cc triple from the MT-09 experience, and this ties-in with the showing of the Yamaha T7 Tenere thought on the EICMA display in Milan, remaining yr. The T7 Tenere concept takes the 689 cc, 74.eight PS Crossplane 2 engine from the Yamaha MT-07, geared up into a super-tall, lifted body rolling on a 21-inch front wheel.

What do you consider? Does a core-weight Yamaha Tenere have a place in the Malaysian market? depart a comment along with your suggestions and opinions, below.

GALLERY: 2017 Yamaha super Tenere


HP0-065 Planning and Designing ProLiant Solutions for the Enterprise

Study Guide Prepared by Killexams.com HP Dumps Experts


Killexams.com HP0-065 Dumps and Real Questions

100% Real Questions - Exam Pass Guarantee with High Marks - Just Memorize the Answers



HP0-065 exam Dumps Source : Planning and Designing ProLiant Solutions for the Enterprise

Test Code : HP0-065
Test Name : Planning and Designing ProLiant Solutions for the Enterprise
Vendor Name : HP
Q&A : 134 Real Questions

worked difficult on HP0-065 books, but the whole thing turned into on this study manual.
Simply exceeded the HP0-065 exam manner to Killexams. The questions are all correct and real. This instruction percent may be very solidand reliable, completely surpassed my expectations. Ive already shared my perspectives with colleagues who handed the HP0-065 exam,. So if you are looking for dependable thoughts dumps for any examination, that may be a first rate desire. As a minimum HP0-065 examis definitely dependable


clearly incredible revel in!
After a few weeks of HP0-065 preparation with this killexams.com set, I passed the HP0-065 exam. I must admit, I am relieved to leave it behind, yet happy that I found killexams.com to help me get through this exam. The questions and answers they include in the bundle are correct. The answers are right, and the questions have been taken from the real HP0-065 exam, and I got them while taking the exam. It made things a lot easier, and I got a score somewhat higher than I had hoped for.


I found a great place for HP0-065 dumps
It is not the first time im using killexamsfor my HP0-065 exam, i have tried their materials for a few vendors examinations, and havent failed once. I fully depend on this guidance. This time, I also had some technical troubles with my laptop, so I had to touch their customer support to double test something. Theyve been first-rate and have helped me kind things out, despite the fact that the hassle become on my stop, not their software program.


Can i am getting brand new dumps with real Q & A of HP0-065 examination?
As I gone through the street, I made heads flip and every single character that walked beyond me was searching at me. The cause of my sudden reputation became that I had gotten the pleasant marks in my Cisco test and all people changed into taken aback at it. i used to be astonished too however I knew how such an fulfillment become feasible for me without killexams.com QAs and that become all due to the preparatory training that I took in this Killexams.com. They had been best sufficient to make me carry out so good.


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The killexams.Com dumps offer the look at cloth with the right features. Their Dumps are making learning easy and quick to put together. The provided cloth is surprisingly custom designed without becoming overwhelming or burdensome. The ILT ebook is used along with their cloth and located its effectiveness. I suggest this to my friends at the workplace and to every body looking for the first-rate solution for the HP0-065 exam. Thank you.


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At remaining, my score 90% turned into greater than preference. At the factor whilst the exam HP0-065 was only 1 week away, my planning become in an indiscriminate circumstance. I anticipated that I might need to retake inside the event of disappointment to get eighty% pass imprints. Taking after a companions advice, I bought the Q&A from killexams.Com and will take a mild arrangement by way of normally composed substance.


Little effor required to prepare HP0-065 real question bank.
I sought HP0-065 help at the net and determined this killexams.com. It gave me numerous cool stuff to have a look at from for my HP0-065 test. Its needless to mention that i used to be able to get via the check with out problems.


Little effor, Big output, Great questions and answers.
I were given an first-rate cease result with this package. Amazing outstanding, questions are accurate and i had been given maximum of them at the examination. After ive exceeded it, I advocated killexams.com to my colleagues, and all and sundry exceeded their tests, too (some of them took Cisco assessments, others did Microsoft, VMware, and many others). I have not heard a awful assessment of killexams.com, so this must be the tremendous IT education you could currently find on line.


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I passed this exam HP0-065 nowadays with a ninety two% score. Killexams.Com changed into my principal instruction useful resource, so in case you plan to take this examination, you can absolutely expect this HP0-065 questions source. All information is applicable, the HP0-065 questions are correct. I am very happy with Killexams.Com. This is the first time I used it, but now Im assured Ill come returned to this website for all my HP0-065 certification checks


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The Clatterbridge Cancer Centre Joins Reference Site Roster for Sun Nuclear's SunCHECK™ Enterprise Quality Management Platform | killexams.com real questions and Pass4sure dumps

MELBOURNE, Fla., Oct. 11, 2018 /PRNewswire-PRWeb/ -- Sun Nuclear Corporation announced today that The Clatterbridge Cancer Centre NHS Foundation Trust has signed on as a reference site for its SunCHECK™ Quality Management Platform. The Centre joins leading facilities worldwide already in the reference site program. Globally, SunCHECK technology is used for radiation therapy Quality Management on almost 1,500 linear accelerators at nearly 500 sites.

In partnering with Sun Nuclear as a SunCHECK reference site, The Clatterbridge Cancer Centre will support development of best practices for clinical use, advise on ongoing platform development, and serve as a regional resource for a rapidly-growing community of SunCHECK users.

SunCHECK is an integrated, independent enterprise software solution – featuring automation and direct quality assurance (QA) device connectivity – for radiation therapy. Able to support a broad combination of Oncology Information Systems, treatment planning and delivery technologies, SunCHECK streamlines and standardizes critical Patient and Machine QA workflows, allowing greater focus on Patient Safety. A secure, browser-based network architecture connects multiple systems and can support different geographic locations, offering a top-down view through a single dashboard, supported by a single database.

The Clatterbridge Cancer Centre, with 10 Varian radiation therapy delivery systems across two sites in northwest England, selected SunCHECK as its Quality Management Platform. Robert Biggar, principal clinical scientist for the Centre, was involved in early beta-testing and immediately saw SunCHECK's independent and unified architecture as key to improving efficiency.

"It can be difficult to get different pieces of radiotherapy equipment, databases and patient information systems to interact," said Biggar. "Sun Nuclear has managed to integrate these information flows into a single platform. One of the biggest benefits we get is automation. By automating previously-manual data syncing or mapping, we can focus our resources on the cases that need the most attention."

Additional SunCHECK reference sites include: I.R.C.C.S di Candiolo (Candiolo, Italy), Radium Hospital (Oslo, Norway), UF Health Cancer Center at Orlando Health (Florida, US), Mercy Health Partners (Michigan, US), and Cleveland Clinic North Coast (Ohio, US).

SunCHECK will be featured at the upcoming 2018 ASTRO Annual Meeting in Booth 1302, and addressed during user presentations and live demonstrations throughout the conference.

About Sun Nuclear CorporationSun Nuclear is the worldwide leader in QA and dosimetry solutions for Radiation Oncology. We design and manufacture devices and software for delivery systems and patient prescription verification. We hold numerous patents for groundbreaking product designs, and distribute solutions globally, both directly and through a network of 60+ distributors. Gammex, a leader in laser alignment technology and QA tools for the diagnostic radiology field, is a wholly-owned subsidiary. Visit us: sunnuclear.com. Follow us: @sunnuclear.

 

SOURCE Sun Nuclear Corporation


Executive Insights on the Current and Future State of the Cloud | killexams.com real questions and Pass4sure dumps

This article is featured in the new DZone Guide to Cloud: Serverless, Functions, and Multi-Cloud. Get your free copy for more insightful articles, industry statistics, and more!

To gather insights on the current and future state of the cloud, we talk- ed to IT executives from 33 companies about their, and their clients’, use of the cloud. Here’s who we talked to:

  • Bikram Gupta Sarma, Vice President of Platform Engineering, Actian

  • Glenn Luft, V.P. of Operations, Archive360

  • Bill Tolson, V.P. of Marketing, Archive360

  • Andreas Pettersson, CEO, Arcules

  • Steven Mih, CEO, Aviatrix

  • Frank Cabri, V.P. of Marketing, Aviatrix

  • Linus Chang, Founder, BackupAssist and Scram Software

  • Tim Jefferson, VP Public Cloud, Barracuda Networks

  • Julian Dunn, Director of Product Marketing, Chef

  • Andrew Larkin, Head of Content, Cloud Academy

  • Sabapathy Arumugam, Co-founder and CTO, CoreStack

  • OJ Ngo, CTO, DH2i

  • Jeff Chou, CEO, Diamanti

  • Shiven Ramji, VP, Product at DigitalOcean

  • Kelly Stirman, CMO, Dremio

  • Mike Milinkovich, Executive Director, Eclipse Foundation

  • Lucas R. Vogel, Principal Consultant, Endpoint Systems

  • Jason McGee, VP and CTO, Cloud Platform, IBM

  • Erik Kaulberg,Senior Director, INFINIDAT

  • Rich Peterson, President and Co-founder, JetStream Software

  • Mark Brewer, CEO, Lightbend

  • Adnan Mahmud, CEO and Founder, LiveStories

  • Jack Norris, V.P. Data and Applications, MapR

  • Bill Peterson, V.P. Industry Solutions, MapR

  • Ryan Duguid, SVP Technology Strategy, Nintex

  • Sebastian Straub, Senior Systems Engineer, N2WS

  • Chris Brown, Technical Marketing Manager, Nutanix

  • Vamsi Kiran Chemitiganti, Chief Strategist, Platform9

  • Mike LaFleur, Global Director of Solution Architecture, Provenir

  • Simon Galbraith, CEO, Red Gate Software

  • Jamie Tischart, V.P. Operations, SendGrid

  • Christian Kleinerman, Vice President, Product, Snowflake

  • Aaron Brooks, Director of Innovation, Softchoice

  • Rafi Rainshtein, Vice President of R&D and DevOps, SysAid

  • Rob Lalonde, VP, GM NavOps, Univa

  • Rajesh Ganesan, Vice President, Zoho Corporation

  • KEY FINDINGS

    1. The most important elements of the cloud are scalability, availability, security, maintenance, and cost. The cloud makes it easy for customers to quickly start-up and scale applications on demand.

    Customers need easy machine availability that’s scalable, flexible, and enables access to computing resources quickly. They need their solutions to be simple, reliable, and always on. Cloud providers also provide near unlimited availability as well as specialized resources like GPUs and memory.

    The cloud provides backup, security, and privacy. Customers can pay per use based on demand. This results in predictable and competitive pricing.

    2. There are a number of problems being solved by the cloud ultimately resulting in the delivery of better software, faster and at a lower cost with flexible scalability. There are economies of scale inherent in the cloud. At the big picture level, the most important problem the cloud solves is the inherent disadvantages of economies of scale where small, smart, focused teams have access to powerful platforms that previously would be beyond their reach – financially and operationally.

    There are no servers or environments to manage. Organizations have the ability to refocus valuable staff and rent servers as needed. This reduces the data center footprint and avoids hardware purchases.

    Organizations can scale infrastructure and services, making them available for everyone in a consumption-based service model. There's near-limitless capacity with the scalability and elasticity to handle demands from various constituencies of an enterprise without worrying about infrastructure, procurement, installation, product tuning, and monitoring.

    3. The most significant change in the cloud environment has been the growth of serverless computing as well as containers. Continued abstraction away from cloud primitives has given way to new technologies like serverless. Serverless computing is kicking into high gear. DynamoDB and AWS Aurora Serverless makes it easy to put high-end computing at everyone’s fingertips.

    Containers have added to the agility and ease of applications in the cloud and the ability to move on-premise to cloud. Containerization is making a huge impact on architecture in planning, designing, and implementing cloud applications.

    4. The three greatest obstacles to success in moving to the cloud are security, data, and perception. There is a lack of understanding of security implications, as well as data security. Developers need to understand the shared responsibility model between the cloud provider and the customer.

    Data security and moving data from on-premise to the cloud is not easy, fast, or cheap. Not all data can easily migrate to the cloud, so you may be using a hybrid solution until you can recode the frontend. There is complexity in synchronizing data for hybrid cloud users, including data ingress and egress charges for companies with large data sets.

    Organizations do not have realistic expectations of what is involved with public cloud deployments with regards to time, expertise, and expense. There’s a perception the cloud is like the data center, with the only difference that someone else is managing it. It's not. It requires a different set of skills and way of thinking about infrastructure.

    5. While the concerns  were not significant relative to the benefits the cloud is providing, the main areas of concern were security, vendor lock-in, and speed and complexity of change. Security coding rests with solution providers. You need to insure they encrypt data at rest and you have the master key, not the provider. Many consumers of the cloud do not understand they share responsibility for security of the cloud with their provider. The cloud is not a fully managed service; the cloud provider promises to build a secure cloud, but the customer is still responsible for configuring their infrastructure inside the cloud appropriately.

    As cloud providers continue “moving up the stack” by creating higher level services, such as solutions for IoT, data analytics, and hosted databases, customers risk being increasingly locked into their cloud provider, especially as more data sets are stored there. There is some concern with lack of choice whether we end up with two cloud providers, AWS and Azure, or ten, rather than hundreds. Each one is proprietary and you’re getting locked into something.

    While it’s a very exciting time, there’s a danger that technology is changing so fast, it’s easy to make a bet on the wrong horse. The number of options is growing exponentially. It’s getting more complex for enterprises to make well informed decisions. The cloud has turned into a complex ERP implementation. Stacks do not have to be as complex as suppliers are making them.

    6. The future of the cloud is more companies pursuing hybrid multi-cloud environments and the number of services to meet specific customer needs. The cloud is becoming pervasive and cloud-based services are becoming the norm for start-ups and enterprises. Currently, 60% of companies are either in the cloud or evaluating cloud strategies. We’ll reach general acceptance of 80% at 2021. Cloud services are becoming a utility like power and water. Everything will be on the cloud with backups of backups.

    There will be more services with more capabilities, and more quiet ways to lock in clients at higher levels of value to their business. More services will work across cloud vendors. There will be more democracy in the ecosystem and consolidation of platform definition to establish a de facto software platform moving forward. There will be a proliferation of one-off services offering very specific microservices and APIs that perform discrete functions.

    7. Security is mentioned most frequently as what developers need to keep in mind when developing for and deploying to the cloud. Security is always a priority. Adopt the concept of security as code. While security controls are specified by the security team in conjunction with development and operations, security design and architecture are specified and updated by the development team.

    This article is featured in the new DZone Guide to Cloud: Serverless, Functions, and Multi-Cloud. Get your free copy for more insightful articles, industry statistics, and more!

    Topics:

    cloud ,cloud guide ,cloud security ,executive insights ,microservices ,cloud containers ,hybrid multi cloud


    Managing to the Next Century - The 5 Big Things For Agile Transitions | killexams.com real questions and Pass4sure dumps

    Key Takeaways
  • Successful transformation needs strong leadership to support and protect agile culture
  • Help teams and stakeholders to self-organize
  • Manage your portfolio with Outcomes (not Output)
  • Systematically remove sources of waste and delay faced by Agile teams
  • Measure and improve value delivered with frequent feedback (Inspect and Adapt)
  • Moving to Agile is hard, but necessary

    As we move into the digital age, organizations increasingly want to be more agile. Maybe it is motivated by loss; loss of customers, employees, market share or brand value. It also could be driven by a need to “keep up with the Joneses” and the desire to be as cool as Amazon or Netflix. Motivation not withstanding agile transitions are common place with many organizations looking to become “more agile”.

    However, for many organizations, the journey to becoming “more agile” is littered with false starts, unhappy stakeholders and annoyed and confused leaders. Becoming agile is difficult, not just because of agility, but actually because any change is hard for organizations to embark upon. To quote Niccolo Machiavelli:

    There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. - The Prince (1532)

    And the move to agile is a new order of things, a much more fundamental change than the adoption of a new methodology or process framework. Carlota Perez world famous economist describes the change as common-sense response to the digital age.

    No one today would propose a centralized, rigid, top-down organizational structure, where you cannot communicate across functions except through your bosses. However, that was precisely what Alfred Sloan set up at General Motors, to a great advantage at his time. With today’s communications and flexible technologies, agile creative networks make more sense and lead to much more productivity.

    Perez goes on to argue that the previous age focused on mass production. Which by its very nature is different from digital production. Mass product focuses on reducing the unit cost, and increasing quality by process optimization, conformity and standardization. Digital on the other hand, focuses on the unit size of one, where everything is unique in terms of the problem, solution and ultimate value stream. But how many organizations still manage their digital products with the same mass production paradigm with resource optimizations, standardized process and specialism of labor? The agile age requires a different approach to outcomes, work, teams and management.

    A focus on outcomes – taking ownership of the business value

    Instead of a focus on getting work done in the most cost-efficient, consistent, risk adverse manner, agile teams concentrate on delivering value in the most effective way. They focus not on the work, but instead the outcomes they are trying to deliver. Scrum, the world’s most popular agile framework, is empirical in approach. Thus, problems are broken down into small experiments with frequent observation which may result in changes. Smaller batches of work coupled with the need to concentrate on value means:

  • Ownership becomes a top priority - In most traditional organizations, decisions are made in a slow, consensus driven manner. Documents are used to store the details and are signed off to ensure that everyone knows who was involved. Change is treated as a problem with expensive management processes, review committees and escalation approaches. Agility requires decisions to be made, and work to be delivered allowing feedback and improvement. That requires ownership.
  • Value needs to be clearly understood and measured, which seems like a simple requirement - The reality is that much work does not have a clear connection to value. Measurement is also very difficult as organizations wrestle with visibility, transparency and ownership.
  • Teams must be aligned to customers – Often teams have a poor understanding of their relationship with a customer and even if they have the benefit of knowing the customer they neither are aligned to them or can get access to them. Customers are managed by the front end of the business, sales, marketing and support. Product development has to work with these organizations to get access and feedback.
  • Frequent understanding requires frequent observation – For digital products, that means delivering them to customers to be used. Delivering frequently has huge implications on every part of the development process from how requirements are managed, to how the product is tested. How the underlying software is architected also changes to support smaller more frequent changes. For non-digital or hybrid products the need to gather frequent feedback also changes the way work is done with more of a focus on frequent review, simulation and testing.  
  • Work is not owned by a manager

    In the new agile world, it is neither possible to tell people to do a particular task or plan at the same level of breadth or depth. Work is defined, managed and executed by empowered teams who are not focused on the task, but instead the outcome they are trying to achieve. Quality including technical debt is treated in the same way that value is treated allowing the team and the business to make explicit, transparent decisions on trade-offs. But moving away from traditional managed work to a more agile approach requires more than managers stepping away but requires organizations to have:

  • Clarity of accountability and ownership – In most modern organizations everyone is responsible, but no one is accountable. In an agile organization, it is clear that the team is responsible for the outcomes, the business for deciding where to focus the team in terms of value and the organization accountable for building the environment for the team to be successful. By having clear responsibilities and allowing teams to make decisions agile organizations can quickly cut away lots of the waste associated with traditional top down management approaches.
  • Management focused on building the right environment – Many managers get their position because they are good at doing the work. That leads to a culture of “parental-ism” with managers telling people what to do. For simple work this can be effective, but when work becomes complex and process variable it is very difficult requiring the manager to be always there. The management role therefore has to change to coaching, and servant leadership helping the team deal with the work and focus on the outcomes.
  • Projects replaced by products – For many organizations, work is done through projects, and at any one time there are thousands of projects being run. Each project has funding, resources and lots of documentation. People work on multiple projects and teams are created and destroyed frequently. Agility does not force an organization not to do projects, but does encourage a more focused, team centric approach to work. By reducing projects and moving to a product or customer alignment, teams can better focus on outcomes. Additional benefits are simpler planning cycles, reduced complexity of communication and reducing of the dreaded context switching problem. Projects will still exist for initiatives that cross multiple customer / product / outcome boundaries, but they will not be the norm. 
  • Teams are real

    At the very heart of the agile organization is a collection of teams, self-organized and empowered to make decisions. They have all the right skills to deliver value and are supported by an organization that fills in any gaps and helps them to get better.  At scale that means teams of teams and the adoption of practices to ensure that dependencies are effectively managed. But unlike in the world of mass production, agile organizations do not benefit from “throwing lots of bodies at a problem”, and instead encourage leaner, “smarter” organizational models. Organizations may need to change their approach to teams by:

  • Concentrating on building long lived teams – Teams are not a new concept for organizations, in fact for many they like the idea so much they put people on multiple teams. Agile organizations encourage a more focused, people centric model with teams having an identity and consistent membership. That means that work is brought to the team rather than the team forms around the work. This will require a change in thinking and process for many project management organizations.  
  • Separating of work management from people management – It is very hard to be transparent when the person who reviews you, determines your bonus and decides on promotions is working with you on a daily basis. By having a clear separation of work management and people management on agile teams encourages transparency and openness. Work is managed by the team, people development and management is either managed by some sort of community or guild, or by more traditional management.
  • Incrementally evolving the architecture towards customers – For many organizations, individuals are aligned to applications and those applications are reused in many different customer or value contexts. That leads to complexity with everything affecting everything. Modern, agile enterprise architectures focus on optimizing for agility. That may mean that some things are duplicated and that the total cost of ownership for an individual application might be higher, but ultimately the value of responding to the market outweighs that cost. Optimization moves in terms of location in the stack as it has done previous with changes to the cost of disk space or processing.
  • Diversity matters – To respond to complex problems requires experienced teams with a variety of different perspectives and skills. Diversity of opinion, idea and solution are crucial for delivering value. But for many organizations team boundaries re-enforce departmental, system and experience boundaries. For agile to work, and for organizations to deliver great customer solutions it is important to build diverse teams that challenge the status quo, look and feel different.
  • Introducing the 5 challenges of Agile Transition

    Moving to the “new order” is not easy, and many organizations have begun the journey with the adoption of Scrum, and are looking at scaling frameworks such as LeSS, SAFe and Nexus, and organizational models like the Spotify. Unfortunately, there is no single silver bullet for “transforming” your organization into an agile, digital native enterprise. Looking at organizational frameworks and scaling models are great tools and just one piece of the puzzle, as the move requires a more holistic approach to agility. It also cannot be thought of as replacing one methodology with another, but instead something more fundamental to the way the organization responds to the market and delivers value. Organizations should concentrate on 5 broad challenges.

  • Support and protect agile culture with strong leadership
  • Help teams and stakeholders to self-organize
  • Manage your portfolio with outcomes (not output)
  • Systematically remove sources of waste and delay faced by Agile teams
  • Measure and improve value delivered with frequent feedback (inspect and adapt)
  • Support and protect agile culture with strong leadership

    The culture of the organization is defined by the norms enacted by the organization in how they do everything. Leadership defines and re-enforces those norms in the actions and words. Having leaders that embody the values of agility and reinforce its principles is crucial for any transition. For example, agility requires a continuous approach to learning and understanding, but if leaders focus on mistakes and apportioning blame, then it is likely that any empirical process will not work.

    Help teams and stakeholders to self-organize

    Creating an environment where teams self-organize and are empowered to make decisions that deliver value is the foundation for agility.  Unfortunately, just telling teams to be empowered and self-organize is not an effective way to introduce those ideas. Instead change needs to be introduced incrementally and practices such as Delegation Board from management 3.0 can help slowly move teams to taking the lead.  

    Manage your portfolio with outcomes (not output)

    Agility like anything is only as good as the outcome you are focused on. By building an agile enterprise that is focused on customer outcomes rather than work you not only enable better alignment, but you also drive a clear vision and objective. Traditional organizations have always focused on the system, with only small parts of the organization being connected to the customer and the outcomes they seek. Modern, agile enterprises make outcomes in the context of customers’ needs front and center and make everyone responsible for them.

    Systematically remove sources of waste and delay faced by Agile teams

    Waste is the enemy not of efficiency but of value. Waste to agile teams is anything that stops them from delivering value and improving. Waste such as hand-offs to external departments to waste in time spent in review meetings. To become more agile everything is on the “waste removal” agenda and nothing is “set in stone”. That means that groups such as finance, audit and compliance need to be part of the change allowing them to be review existing processes with a view to change. Planning is often an area where waste is present with long term planning cycles and change management processes taking valuable time away from key stakeholders and delivery teams. In Scrum, waste is managed throughout by making it transparent in the daily Scrum and opportunities for improvement being discussed in Sprint Review and Retrospective. But outside of any particular framework agile teams look at everything with an eye to learn and improve. They also have the courage to challenge the status quo.

    Measure and improve value delivered with frequent feedback (Inspect and Adapt)

    If you were going to measure one thing to determine if an enterprise is agile it would be how frequently they get their customers, stakeholders and teams to review the delivered items. Getting real data on the use on what you have delivered, coupled with a desire to create the simplest thing to get feedback are cornerstones to agility. Famous agile organization customer centric organization Amazon famously delivers software every 11.6 seconds. Not because it wants to add more features, but because it wants to try new ideas with its customers and get feedback.

    Summary

    It seems ironic, but many organizations think of a move to agile as a hill to be climbed using traditional approaches. Build a plan, find the resources and then execute. But becoming an agile enterprise is much more than adopting a particular process framework or changing job titles. It is a fundamental change to the way in which you respond to the market. Organizational models, processes, tools and even the underlying products will change frequently in response the needs of the customer, market and stakeholders. An agile enterprise is at its heart a customer-centric learning organization. Peter Senge in his book the 5 Discipline, The Art and Practice of a learning organization describes the need for an organization to becoming focused on learning.

    “The only sustainable competitive advantage is an organization's ability to learn faster than the competition”.

    Ultimately, by concentrating on the 5 challenges of agile leadership, self-organization, becoming customer outcome centric, waste adverse and frequently delivering learning the culture of the organization, organizations will become more focused on learning and will become more agile.  

    About the Author

    Dave West is the Product Owner and CEO at Scrum.org. He is a frequent keynote at major industry conferences and is a widely published author of articles and research reports. He also is the co-author of two books, The Nexus Framework For Scaling Scrum and Head First Object-Oriented Analysis and Design. He led the development of the Rational Unified Process (RUP) for IBM/Rational. After IBM/Rational, West returned to consulting and managed Ivar Jacobson Consulting for North America. Then as VP, research director Forrester Research, he ran the software development and delivery practice. Prior to joining Scrum.org he was Chief Product Officer at Tasktop where he was responsible for product management, engineering and architecture. As a member of the company’s executive management team was also instrumental in growing Tasktop from a services business into a VC backed product business with a team of almost 100.



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    HP HP0-065 Exam (Planning and Designing ProLiant Solutions for the Enterprise) Detailed Information



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