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920-221 exam Dumps Source : Nortel Converged Campus ERS Installation & Configuration
Test Code : 920-221
Test Name : Nortel Converged Campus ERS Installation & Configuration
Vendor Name : Nortel
Q&A : 59 Real Questions
Dino DiPerna, VP of Transport and Switching R&D at Ciena, led the team that saved Nortel's optical community. Julie Oliver / Ottawa Citizen
on the time, it gave the impression the area became ending.
Lehman Brothers’ funding financial institution had filed for bankruptcy on Sept. 15, 2008, triggering a worldwide financial crisis. The subsequent evening, Dino DiPerna – the pinnacle of R&D for Nortel Networks’ optical networks group – become attempting to calm down in his Boston hotel room when he received a name from his boss, Philippe Morin. one more shock. Morin informed his colleague their neighborhood would be put up for sale right here morning.
DiPerna — a protracted-serving veteran of this unforgiving business – knew there would be fallout, loads of it. certainly, Nortel’s rivals lost no time spreading vicious gossip in regards to the weaknesses within. They claimed Nortel’s optical business had been starved of resources, its engineering skill drained away. These and different rumours multiplied in January 2009 when Nortel sought the insurance plan of chapter court docket.
DiPerna knew the gossip, most of it, wasn’t true. however to persuade Nortel’s consumers, he and his colleagues logged a whole lot of hundreds of miles to reassure them in grownup. yet another equally crucial mission was to evade opponents from poaching Nortel’s surest engineers.
“I’m proud to assert they received only a few of our americans within the end,” DiPerna says. “we've a tradition of sticking it out through hard times, a perception in ourselves, in our potential to innovate.”
The stretch of giant uncertainty produced an surprising benefit.
“It became us in opposition t everybody,” DiPerna adds, “and it made us more desirable.”
extra to the aspect, DiPerna’s optical products group – called Metro Ethernet Networks – grew to become a extremely sought property.
On March 19, 2010 – greater than a year into Nortel’s intestine-wrenching chapter – Maryland-primarily based Ciena shelled out $774 million US to purchase the Metro Ethernet Networks unit.
The minute it did, the industry gossip stopped and a gruelling multi-year integration of the two organizations began.related
Now, ultimately, the payoff is apparent.
For the past yr, Kanata commuters had been handled to the rare sight of a big new excessive-tech campus below building alongside Terry Fox power just west of March street.
Ciena personnel are relocating in waves from Nortel’s longtime base at Carling Avenue and Moodie power in the west conclusion of Ottawa. the first group is filling an adjoining one hundred seventy,600 square-foot facility at 5050 Innovation Dr. up to now constructed by means of BlackBerry however not ever occupied. starting in January, the relaxation of the Ciena employees will move into two new towers on Terry Fox force — comprising an additional 254,300 square toes of leased area.
by the point the brand new Ciena task is achieved, obviously in September 2017, the cluster will condominium about 1,600 personnel — confirming the company’s status as the location’s 2nd-biggest know-how organization after Nokia.
more critical than the measurement of the Ciena campus is its role: a majority of the business’s world R&D is carried out here. And when it comes to optical expertise — the excessive-velocity core of today’s internet — Ciena is the No. 2 company on the planet in the back of China’s Huawei, and No. 1 in North america.
“It became the deal of a lifetime,” says James Frodsham, Ciena’s chief method officer — and the guy in charge of buying different businesses.
nonetheless it took much more than one harmful bet to make this combo work. It required a series of them – via Ciena and Nortel alike. here is the story of how they did it.
in case you are looking to understand why Ciena survived and Nortel did not, the most excellent starting point is February 2001 – the month the telecom industry’s foundations cracked. On Feb. 9, Ciena achieved the sale of convertible debt and eleven million shares for a web payoff of $1.6 billion US. The Maryland company acquired in just under the wire. Six days later, Nortel published its revenues would slow — the first of many such announcements that yr.
by means of the conclusion of 2001, Nortel would listing annual revenue of simply $17 billion compared to its usual forecast of $forty billion. with no conclusion in sight to the sales slide or the multi-billion greenback annual losses, Nortel now not had the alternative of shoring up its stability sheet by using issuing shares to buyers. no one was involved.
Former Nortel Campus on Moodie Dr. Chris Mikula / Ottawa Citizen
The company’s failure to promote shares when it was flying excessive would go away it fatally vulnerable all the way through the 2008-09 world monetary disaster.
It was a tons different circumstance at cash-prosperous Ciena, which in 2001 had the flexibility to be artistic. The enterprise reached that position no longer because it became terribly prescient — hardly ever any individual in the industry saw what was coming that yr. youngsters, Ciena most effective had around six years of operations beneath its belt at the time. It became very much a startup, and intensely conscious of the should raise funds when conditions authorized. And so it did.
From 2001 to 2004 — the telecom industry’s “nuclear wintry weather” — Ciena shelled out greater than $2 billion to purchase 5 networking technology experts, including Akara and Catena Networks from Ottawa. via these purchases, Ciena significantly broadened its product lines.
“if you happen to get these intervals of great uncertainty, chance and dislocation, it’s a chance to alternate the video game,” Ciena CEO Gary Smith says. “We positioned some very big bets however i'd say they have been calculated.”
At Nortel’s Metro Ethernet Networks unit, equally large risks were being pondered. but these were triggered through desperation as opposed to probability.
Nortel purchasers corresponding to Qwest Communications and Verizon appreciably pared again orders for communications apparatus starting in 2001. That’s when DiPerna and his engineering group knew they had a large difficulty — quite aside from the lack of revenues.
The challenge was charge: their products were expensive to provide, anything that hadn’t mattered all over the telecom boom. however now it did.
Nortel had won the late Nineteen Nineties international race to supply an optical transmission know-how in a position to pushing records through the information superhighway at speeds of 10 billion bits per second (10 gigabits). Bumping up the speed in subsequent-technology techniques (40 gigabits) down an identical direction of expertise would require using higher-pleasant optical fibre and high priced items of equipment to regenerate signals.
no longer best have been valued clientele now unwilling to pay for these technical enhancements, they nonetheless wanted better speeds so as to accommodate the growing use of online video and other digital traffic.
DiPerna and his team spent months brainstorming in conjunction with experts in wireless technology and electro-optical contraptions. They reached a fateful conclusion. instead of force clients so as to add costly new optical methods, they might create know-how for noticeably increasing the ability of existing optical fibre — anything that demanded distinct technical breakthroughs. The group wasn’t sure it can be achieved.
The engineers shrank analog-to-digital converters and utilized digital sign processing in entertaining ways. They used these constructing blocks to design a new 40-gigabit chip, which they unveiled in 2005 and started trying out it right here 12 months. This, in flip, formed the coronary heart of the 40-gigabit optical system — which Nortel introduced in March 2008. That changed into simply six months before DiPerna realized Nortel would put his Metro Ethernet Networks unit up for sale.
nonetheless it was enough. the new 40-gigabit equipment — dubbed digital coherent optical — become fitting the industry’s new average for sending information alongside the cyber web’s spine. “We wager every thing on coherent,” says DiPerna, “That’s what stored us going throughout the 2000s.”
possession would quickly circulate from Nortel. but the good news became digital coherent technology gave the Metro Ethernet Networks unit some true value.
Ciena become one of the crucial first competencies consumers to express activity in purchasing it.
“We’d been looking for a very long time at Metro Ethernet, chiefly a expertise known as coherent,” Ciena’s Gary Smith says. “These guys were manner forward of us.”
Ciena CEO, Gary Smith, offers a presentation on the convergence of Nortel and Ciena to former Nortel personnel from Ottawa and Montreal in 2010. THE OTTAWA CITIZEN
James Frodsham — a Ciena govt due to the fact that 2005 and a former Nortel supervisor — led the examination of Metro Ethernet Networks. He was accepted with Nortel’s optical technology group and knew what they had been in a position to doing. What neither he nor his boss Smith might be sure about turned into the best of Nortel’s product line. When Nortel changed into dropping buckets of funds throughout the telecom crash, just how plenty funds had been withheld from R&D? And which projects had been damage probably the most?
here's what they discovered: “Philippe and Dino needed to an outstanding extent blanketed the assets and the team from frankly the entire trauma and mismanagement on the good within the broader Nortel,” Smith says. “they had managed to shoestring investments collectively and stored the skill. It changed into a big surprise.”
DiPerna’s huge worry became that Metro Ethernet Networks could be bought to an organization involved most effective in ingredients of the product portfolio — ensuing within the breakup of the unit and its 2,000 plus employees. a different negative effect, as a minimum from his point of view, would have viewed Nortel’s optical group disappear into the underbelly of a large multinational.
“If we’d been bought by a big business like Ericsson, Alcatel-Lucent or NSN (Nokia Siemens Networks), we might were just a mere a part of a huge machine,” DiPerna observes. “That’s now not who we are.”
When Ciena prevailed in the bidding for Metro Ethernet Networks in 2010, DiPerna’s considerations weren’t fully allayed. earlier than the telecom crash, Nortel and Ciena had competed without delay in promoting optical methods. What if Ciena was acquiring Metro Ethernet Networks effectively to strip it of expertise then shut it down?
Smith and Frodsham quickly reassured him. all over the nuclear wintry weather both firms had focused on very distinct elements of the optical technology puzzle. whereas Nortel had concentrated on core, lengthy-haul optical systems, Ciena had bought lots of the different items linked to excessive-pace networking. whereas there became still some overlap, the businesses complemented each different more than Diperna had expected.
James Frodsham, Senior VP and Chief method Officer of Ciena speaks on the authentic ground breaking of the new Ciena constructions in Kanata North in 2015. Jean Levac / Ottawa Citizen
This supposed merging the corporations’ operations changed into just a little simpler than it could were, but the fees — and dangers — had been still massive. Ciena estimates it spent pretty much $200 million on integration and restructuring fees ranging from consulting prices to severance costs.
Nor become the financial system amazing. Ciena’s revenues in 2009 had slipped to $653 million from $902 million the previous 12 months and had been recuperating slowly. The loss in 2009 had topped $580 million compared to a old 12 months earnings of $39 million.
“The economic backdrop was pretty tepid,” Smith says, “so it took us a bit longer than our initial plan known as for” to make the buy of Metro Ethernet repay.
indeed, Ciena lost funds for six straight years until 2015 when, eventually, the company posted a small earnings of $12 million on sales of $2.four billion. but the items are at last falling into area.
along with its acquisition last year of Cyan — a California-based networking utility expert — Ciena’s products these days direct site visitors along the cyber web’s densest routes. A consensus forecast prepared by using Thomson Reuters suggests Ciena’s revenues will grow essentially seven per cent this year and 15 per cent in 2017 to attain an estimated $three billion, paced by multiplied orders for swifter optical equipment and connected application.
As Ciena continues buying different companies, the relative contribution of the enterprise’s 1,600 Kanata employees will curb somewhat. As of last October, the business employed 5,345 globally compared to 4,300 in 2011. having said that, there is little denying the magnitude of the Canadians in the company.
The historic Ciena and Nortel product traces have converged and the business’s engineers are busy collectively reinventing networking technology in optical techniques, application and functions. The company claims 70 per cent of its patents filed in view that it obtained Nortel’s Metro Ethernet Networks unit include at least one Canadian inventor.
Ciena apparatus is now processing video and facts via optical fibre at speeds of 400 billions bits per 2d — in reside networks the present state of the art is 200 gigabits.
“In challenging instances we had to decide upon and choose what we concentrated on,” says DiPerna, “but we never took our eye off innovation.”related
In Ciena, he found an organization that has for 16 years maneuvered successfully in the course of the submit-telecom crash and a worldwide economic crisis — transitions that Nortel failed. He also found a company inclined to collaborate together with his engineers, and not treat Kanata like a branch plant R&D shop.
Will the components continue to work? This vicinity has viewed too many extraordinary failures in excessive-tech to reply this definitively. the field is effortlessly too aggressive. “here is now not an trade where you let up,” Frodsham concurs.
When the high-tech world crashed after 2000, top annual revenue at Ciena slumped from $1.6 billion to below $300 million. At Nortel, revenues within the optical unit collapsed from $10 billion to simply $1.5 billion. Losses at both operations were remarkable.
seen during this gentle, Ciena and Nortel’s optical neighborhood beat the chances with no trouble by means of surviving. That they went on to collectively build an organization that claims first or second spot in most of its product traces is all of the extra fabulous.
“people like readability should you do these kinds of mergers,” says Smith, “We’ve invested heavily in R&D and run the business for the lengthy-term — the consequences have ceaselessly better.”
It’s the form of steadiness and faith within the company’s own skill that Nortel’s excellent executives had abandoned right through their enterprise’s heyday. more challenges loom as Ciena adapts its product strains to extra utility-intensive networks — extra flexible methods that depend much less on raw hardware.
but this time DiPerna’s engineers are pushing the perimeters of expertise while not having to be anxious whether their enterprise is set to implode. It’s a global of change from simply a couple of years ago.
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Ciena’s path of acquisitions given that the 2001 telecom crash:
2002: ONI programs of California for $398M
2003: Wavesmith Networks of California for $178M
2003: Akara of Ottawa for $46M
2004: Catena Networks of Ottawa for $314M
2004: cyber web Photonics of Massachusetts for $100M
2008: world wide Packets of California for $296M
2010: Nortel’s optical products unit of Ottawa and Montreal for $774M
2015: Cyan of California for $415M
a brief heritage of Nortel’s optical items unit
1989: Nortel launches Fibre World – its intention to build a household of optical transmission products
1993: Nortel gives the go-forward for OC-192, which transmits statistics at 10 billion bits per 2nd
1995: Secures preliminary order of OC-192 from MCI Communications
1996: First year of giant shipments for OC-192
Late 1990s: Upstart carriers including Worldcom and Qwest Communications location big orders
2000: Nortel revenue of fibre-optic items hit $10 billion – one-third of enterprise revenues – making it the globe’s No. 1 company
2001: Telecom business crashes as weakening inventory market deprives carriers of an incredible supply of cash. Nortel begins its ancient downsizing
2001: Nortel’s optical items unit – which would become referred to as Metro Ethernet Networks – begins work on a novel solution to raise the pace of records with out forcing carriers to set up new programs. The expertise is dubbed “coherent optical”
2005-06: Nortel engineers unveil new chips to achieve this
March 12, 2008: Nortel unveils industry’s first coherent expertise equipment, to run at forty billion bits per second
Sept. 17, 2008: Nortel publicizes Metro Ethernet Networks will be sold to elevate cash for the relaxation of the firm
Jan. 14, 2009: Nortel data for bankruptcy insurance plan, and soon presents all its business devices on the market
March 19, 2010: Ciena pays $774 million to acquire Nortel’s optical products unit
2015: development starts off on a brand new campus in Kanata to residence 1,600 employees, most of them formerly with Nortel
2017: New Ciena campus is anticipated to be achieved, and will control nearly all of the company’s international R&D
November 07, 2006
Nortel Opens New global Operations core of Excellence in Turkey
by means of Anuradha Shukla, TMCnet Contributing EditorNortel has introduced new world Operations middle of Excellence in Turkey observed on the R&D campus of its Turkish subsidiary Nortel (news - Alert) Netas in Umraniye, Istanbul.
the brand new Operations center of Excellence is a component of Nortel’s ongoing business transformation and is expected to create round 300 jobs for graduates and skilled community support experts.
The international Operations middle of Excellence will go into provider in the first half of 2007, and the primary employees of the middle have already commenced in-depth training on Nortel’s options and features portfolio.
Nortel plans to reduce over one hundred international centers and create fewer, greater concentrated, centers of Excellence. The concentrated approach will permit Nortel to enrich the nice of its technical product aid, integration, and acceptance functions via efficiencies of scale, corporation optimizations and system improvements.
The middle will perform particular functions together with world community technical assist for consumers in North the usa and Europe, the center East and Africa, world product assist, and solution integration and acceptance for EMEA.
in line with Joel Hackney, senior vp, world Operations and best, Nortel, their company goals to can charge readily give a high degree of client assist.
Hackney mentioned that since the brand new Operations middle of Excellence is discovered in the heart of their EMEA location, it benefits from its proximity to essential valued clientele whilst drawing on a robust labor pool and improving their cost competitiveness.“next yr Nortel Netas, our Turkish subsidiary, will rejoice its 40th anniversary,” observed Tim Watkins, president Northern Europe, the core East and Turkey, Nortel in a statement.
He continued: “Our appreciable event working within the location enables us to be assured of the merits that the new middle of Excellence will carry. We already habits a substantial quantity of world main R&D at Nortel Netas and predict that this ethos of excellence could be transferred to the brand new center of Excellence.”Nortel has these days opened a complicated new facility at Wangjing, in the electronic city zone of Beijing’s Zhongguancun Science & know-how Park.
the brand new Wangjing campus will fortify Nortel’s R&D capabilities in China and support the construction of items for customers in Asia and world markets.
the ability aspects a fresh state-of-the-artwork R&D lab where next-generation communications expertise will be designed to aid drive customer profitability and aggressive talents.For greater advice, talk over with Nortel.
remodeling Richmond’s public housing communities turned into the problem of the day at a summit Tuesday that brought collectively local companies, nonprofits, government leaders and residents.
greater than a hundred and fifty americans responded to Mayor Levar Stoney’s call for a summit on the concern of ageing public housing that has lengthy challenged the city. The gathering become announced in the wake of a string of homicides in early September that covered four in Richmond’s Gilpin court docket housing complex.
Attendees converged on the campus of Virginia Union institution to take part in the summit, put on with the aid of the Richmond group development Alliance and led with the aid of the Richmond affiliation of Realtors and local nonprofit improved Housing Coalition.
individuals representing Richmond corporations and banks labored alongside true estate developers, govt officials, nonprofits and public housing residents to brainstorm methods towards redefining and redeveloping public housing, as well as picking out earnings sources to fund initiatives.
Stoney mentioned decentralizing poverty and transitioning to mixed-profits housing models is a vital part of addressing violent crime, along with enhancing education, group of workers building and entry to jobs by means of public transit.
“we are able to do it, however should be performed together,” he said. “It’s no accident that in this room, there are folks from each the public and private sectors, residents of our neighborhoods, faith leaders, philanthropists, real estate developers and nonprofits … This effort requires anybody.”
Stoney known as the problem of reworking public housing a true precedence because it lays a foundation for attaining other dreams.
“Our present model keeping apart our lowest-profits residents into growing old buildings effortlessly does not work,” he noted. “These neighborhoods too regularly had been cauldrons of violence and trauma instead of launchpads for achievement.”
Assigned to tables strategically to make certain a mixture of representation, attendees broke off into agencies to excellent-tune dreams recognized from old plans, corresponding to guaranteeing the upkeep of combined-income communities by using increasing the number of earnings-based housing contraptions.
The summit concluded with the businesses reporting their findings and voting on priorities moving ahead.
Laura Lafayette, CEO of Richmond association of Realtors, said subsequent steps will encompass revising a draft plan, called “One Richmond: A Housing Plan for the city’s Future,” with input bought at the summit and sharing consequences with attendees in a couple of month.
Lafayette talked about outcomes will rely heavily on the participation and aid of Richmond’s company group.
“The plan says we’re going to make a specific ask of each the corporate entities and the philanthropic community to align their giving with the intention of redeveloping public housing,” she pointed out. “we now have big corporate residents during this region, and that they have a stake in even if or no longer our city is a essential metropolis.
“We’re asking them, like we’re asking all and sundry else, if we’re going to be One Richmond, we’ve acquired to be all-in, and that means finding the supplies to move this plan ahead.”
native businesses that registered for the summit blanketed Altria, Astrya Corp., financial institution of the united states, Bon Secours, Catina Wright buildings, CoStar, Davenport & Co., Fountainhead properties, Genworth, The Hanson Co., SWA construction, Union bank, United precise estate Richmond, city Core, Virginia residence and management affiliation, Virginia community Capital and Wells Fargo, as well as particular person contractors and homebuilders.
920-221 exam Dumps Source : Nortel Converged Campus ERS Installation & Configuration
Test Code : 920-221
Test Name : Nortel Converged Campus ERS Installation & Configuration
Vendor Name : Nortel
Q&A : 59 Real Questions
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