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C2140-047 - Rational System Architect - BPMN Emphasis - Dump Information

Vendor : IBM
Exam Code : C2140-047
Exam Name : Rational System Architect - BPMN Emphasis
Questions and Answers : 63 Q & A
Updated On : October 19, 2018
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C2140-047 Questions and Answers

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C2140-047 Rational System Architect - BPMN Emphasis

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C2140-047 exam Dumps Source : Rational System Architect - BPMN Emphasis

Test Code : C2140-047
Test Name : Rational System Architect - BPMN Emphasis
Vendor Name : IBM
Q&A : 63 Real Questions

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IBM IBM Rational System Architect

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modern classes From A sparkling IBM i Developer | killexams.com Real Questions and Pass4sure dumps

October eight, 2018 Alex Woodie

utility modernization is a big nut to crack on IBM i. that is to say, there are many easy methods to tackle the issue, from the code and enterprise good judgment to the databases and user interfaces. but when it involves the category of builders be sure to seek and how they may still spend their time, Kody Robinson has a number of pointers that may well be worth keeping in mind.

Robinson was a member of the primary batch of “clean Faces” that IBM put ahead in 2017 to exhibit the indisputable fact that younger individuals are constructing careers on the platform, and that it’s not composed completely of individuals in their 50s. That equal yr, Robinson became named an IBM Champion, rounding out an astounding yr for Robinson.

At simply 25 years of age, Robinson doesn’t have the in-depth potential of the platform that a profession IBM i knowledgeable can convey to his job. however that relative newness additionally works the other way and gives Robinson a freshness of viewpoint on what in reality concerns to businesses that rely on the IBM i server and the americans who make it run. And it’s enjoyable to watch a new generation re-discover the time-tested advantages the IBM i platform brings.

For starters, it’s refreshing to hear that today’s adolescence can admire decent platform architecture. “i love it. It’s cozy. It’s as modern as you need it to be,” Robinson talked about all through an interview with IT Jungle on the POWERUp convention in Texas this past can also. “anyone who says it’s ancient or outdated is lazy and uninformed. I guess that’s the excellent method to put it.”

Robinson was hired right out of faculty three years ago via Arkansas electric Cooperative Corp, a wholesale issuer of electricity to 17 individuals that cowl more than 60 % of the state. The co-op automatically set him out to learn RPG, which the college of Arkansas at Monticello didn’t train him.

Kody Robinson is an IBM i developer at Arkansas electric powered Cooperative Corp.

Now, now not everybody is cut out to be an IBM i developer, let alone work in RPG, which continues to drop in recognition, according to the TIOBE Index. along with COBOL – one more mainframe business language that many youth spell B-O-R-I-N-G – RPG is one of the remaining languages that a youthful developer would decide to study, if given their druthers.

however Robinson had a head delivery on the company technique, thanks partly to his computing device science software in school. instead of giving him high-stage theory for four years, like many computing device science majors do, the UofA required him to take accounting, business, and information classes. In other phrases, Robinson become uncovered to the functional awareness that characterizes many RPG analyst/programmers in the actual world, so he was already forward of the online game.

Robinson has a unique position at AECC, which has been using the IBM midrange server for nearly four a long time and is in the process of modernizing its homegrown RPG functions. principally, he changed into introduced in to function bridge between the older code and coders and the brand new crop of code and coders that will define the IBM i platform’s subsequent forty years at AECE.

“i was hired in to be trained RPG, to study the historical green-reveal stuff, to assist these extra experienced developers that are going to retire in the next 5 to 10 years, and modernize as i am going, form of shift the existing considering to more modern and RPG free, internet, and so on.” Robinson says.

AECE has heaps of RPG purposes, written in a mixture of RPG III and RPG IV. As Robinson comes throughout an older app during the every day path of enterprise, he’ll open it up in his Rational Developer for IBM i (RDi) code editor, run it via an ARCAD utility code converter to transition it to free kind RPG IV, and maybe generate a php-primarily based interface for it using Fresche solutions‘ WebSmart. Robinson has transformed upwards of 400 classes in the remaining few years the use of this method.

The aim is to beginning AECC on the route to modernization, if now not complete it. “The goal isn’t to only assist me bridge this studying curve, however to aid anyone we hire coming in after me, no longer to have them take years to be trained this ancient RPG code that they’re now not going to use,” Robinson says. “They’re going to learn the free-kind RPG. It’s a mixture of modernization, and assisting any new person who is available in behind me kick-birth their gaining knowledge of method and be as constructive to the business as feasible, within the shortest period of time.”

Robinson learned right now that now not every application needs to game a contemporary-looking GUI. “Our accounting and warehousing people, they love the eco-friendly display,” he says. “they have that 10-key memorized, one-four-six, out the door, on the truck, and get it quick.”

however on the identical time, some AECC workers have taken to contemporary php apps tons more willingly than Robinson would have notion. “Most americans don’t like alternate, so when we provide them this nice new relatively web entrance-conclusion, I figured they’d say no, I need the eco-friendly monitor, it’s what I’m used to,” he says. “but I haven’t had any of that thus far. in order that they’ve been pretty adept to change and like the means it looks.”

The modernization process isn’t finished at AECC. Having hundreds of applications will do this to you. however the co-op has still found success in its strategy, in Robinson methodical method to iterative development. in reality, AECC won an IBM Innovation Award at the regular conference in New Orleans two years in the past for the work it’s executed with its applications.

alongside the style, Robinson has learned just a few instructions. One is that gaining knowledge of fixed-layout RPG is a waste of time, primarily when good code converters will also be had for just a couple thousand dollars. whereas the syntaxes are identical between free-structure and glued-structure RPG, the presentation makes all of the difference on this planet.

however knowing free-layout RPG – now, that can also be a pretty good for job safety, even for more youthful folks. “RPG pays pretty good, because it’s a trade that no longer a lot of people be aware of,” he says. “in case you be aware of Java, you’re going to compete, principally in a bigger city, with 200 or 300 people for that job. You’ll probably be competing with five to ten americans for an RPG position, and probably seven times out of ten these older individuals are extra skilled, up in their 40s and 50s.”

younger builders who recognize RPG should still agree with their relative youth to be an competencies, he says. “My personal opinion is that they are looking to hire someone more youthful in order to mildew them to application the style they wish to, and get 30 to forty yr out of them,” he says, “versus hiring someone who’s greater skilled and may has a bit bit more expertise of RPG but is going to depart the business in 5 to 10 years and retire.”

Robinson says the readability of free-kind RPG and the vigor of the IBM i latest a mighty mixture for productivity.

“It’s relatively simple and you are feeling achieved rolling out an utility that you just comprehend your shoppers will love, and it’s relatively handy to alternate the code in the event that they say, ‘whats up I need to add on these new elements,'” he says. “On some other type of platform, windows or Linux or some other enterprise – common sense code, there’s much more nitpicky stuff that’s more time-drinking. in case you get into time-drinking stuff, you don’t have as a lot time to application and serve your shoppers the way they need to be served.”

Simplicity – in building and administration – has all the time been an indicator of the IBM i platform, however’s a characteristic that looks to get overshadowed via one of the vital challenges of running this device, like the historic code, retiring coders, and the dreaded “legacy” label.

So it’s fresh to listen to someone like Robinson, who has his complete profession in front of him, to recognize these advantages, to place himself to leverage them, to internalize them the style that tens of heaps of AS/400, iSeries, gadget i, and IBM i builders have executed before, and to share these recommendations with the area.

“The previous three years I’ve grown to like the IBM i platform,” Robinson says. “It’s what I want my career to be in accordance with. I’m green with envy of the older developers who have had their 30 years on the platform. I haven’t had one grownup who talked about they weren’t simply absolutely in love and proud that they had their 30 or forty years on this platform. That’s what I need to make my have an effect on on the realm on the IBM i.”

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Key Takeaways
  • a success transformation wants robust leadership to support and give protection to agile lifestyle
  • support teams and stakeholders to self-arrange
  • manipulate your portfolio with consequences (no longer Output)
  • Systematically remove sources of waste and delay confronted by way of Agile groups
  • Measure and enhance value delivered with usual remarks (investigate cross-check and Adapt)
  • moving to Agile is difficult, however indispensable

    As we circulate into the digital age, corporations increasingly wish to be more agile. might be it's stimulated via loss; lack of consumers, employees, market share or company cost. It also may well be pushed by a necessity to “sustain with the Joneses” and the need to be as cool as Amazon or Netflix. Motivation not withstanding agile transitions are common location with many businesses seeking to develop into “extra agile”.

    youngsters, for a lot of corporations, the experience to fitting “extra agile” is affected by false starts, unhappy stakeholders and irritated and perplexed leaders. fitting agile is intricate, now not just as a result of agility, but actually because any trade is tough for agencies to embark upon. to quote Niccolo Machiavelli:

    there is nothing more problematic to soak up hand, more perilous to habits, or extra uncertain in its success, than to take the lead in the introduction of a brand new order of things. - The Prince (1532)

    And the circulate to agile is a brand new order of things, a a whole lot more simple change than the adoption of a brand new methodology or method framework. Carlota Perez world famous economist describes the alternate as typical-feel response to the digital age.

    no person today would suggest a centralized, rigid, true-down organizational constitution, where you can't communicate throughout capabilities apart from via your bosses. besides the fact that children, that changed into exactly what Alfred Sloan install at widespread Motors, to a very good skills at his time. With these days’s communications and flexible technologies, agile creative networks make greater experience and result in a good deal more productiveness.

    Perez goes on to argue that the outdated age concentrated on mass construction. Which by its very nature is distinctive from digital creation. Mass product focuses on reducing the unit cost, and lengthening quality by process optimization, conformity and standardization. Digital however, specializes in the unit size of 1, where everything is exciting when it comes to the problem, answer and ultimate price movement. however what number of agencies nonetheless manipulate their digital products with the same mass production paradigm with useful resource optimizations, standardized procedure and specialism of labor? The agile age requires a unique strategy to results, work, groups and management.

    a spotlight on results – taking ownership of the business value

    as an alternative of a focus on getting work performed within the most reasonably priced, constant, possibility adverse method, agile groups be aware of providing price in the most constructive approach. They focal point now not on the work, but in its place the outcomes they are attempting to convey. Scrum, the world’s most conventional agile framework, is empirical in method. accordingly, problems are damaged down into small experiments with prevalent statement which can result in alterations. Smaller batches of work coupled with the deserve to concentrate on value capacity:

  • possession becomes a accurate precedence - In most normal corporations, selections are made in a sluggish, consensus pushed manner. files are used to store the details and are signed off to make sure that everyone is aware of who become worried. trade is treated as a problem with expensive management techniques, review committees and escalation tactics. Agility requires choices to be made, and work to be delivered allowing feedback and improvement. That requires ownership.
  • price needs to be certainly understood and measured, which looks like an easy requirement - The reality is that a lot work doesn't have a clear connection to price. measurement is also very elaborate as companies wrestle with visibility, transparency and possession.
  • teams must be aligned to consumers – commonly teams have a negative figuring out of their relationship with a consumer and even though they have got the benefit of knowing the consumer they neither are aligned to them or can get access to them. valued clientele are managed via the front end of the enterprise, revenue, advertising and support. Product building has to work with these businesses to get access and feedback.
  • customary realizing requires usual remark – For digital products, that potential delivering them to consumers for use. supplying frequently has big implications on each a part of the construction method from how necessities are managed, to how the product is proven. How the underlying application is architected also alterations to support smaller greater normal alterations. For non-digital or hybrid products the need to gather regular comments also changes the way work is achieved with greater of a focus on generic review, simulation and trying out.  
  • Work is not owned through a manager

    in the new agile world, it is neither feasible to tell people to do a particular task or plan on the identical level of breadth or depth. Work is described, managed and done by empowered teams who aren't focused on the project, but as a substitute the influence they are attempting to obtain. best together with technical debt is handled in the equal means that value is handled permitting the crew and the company to make specific, clear choices on exchange-offs. but relocating away from natural managed work to a greater agile strategy requires greater than managers stepping away however requires corporations to have:

  • clarity of accountability and ownership – In most contemporary groups every person is responsible, but nobody is in charge. In an agile firm, it is apparent that the group is answerable for the outcomes, the enterprise for deciding where to focus the group in terms of cost and the organization dependable for building the atmosphere for the team to be successful. by using having clear responsibilities and enabling teams to make selections agile companies can immediately reduce away a lot of the waste associated with traditional true down management procedures.
  • management focused on constructing the appropriate atmosphere – Many managers get their position as a result of they are first rate at doing the work. That ends up in a tradition of “parental-ism” with managers telling people what to do. For primary work this will also be helpful, however when work turns into complex and method variable it is terribly complicated requiring the supervisor to be at all times there. The administration position hence has to trade to teaching, and servant leadership helping the team deal with the work and focal point on the effects.
  • tasks replaced by using products – for many companies, work is completed through initiatives, and at any one time there are hundreds of tasks being run. every project has funding, supplies and lots of documentation. people work on distinct initiatives and groups are created and destroyed frequently. Agility doesn't force an organization no longer to do tasks, but does inspire a greater focused, crew centric approach to work. with the aid of reducing tasks and relocating to a product or consumer alignment, teams can more suitable focus on results. further merits are more straightforward planning cycles, decreased complexity of communication and cutting back of the dreaded context switching problem. tasks will nonetheless exist for initiatives that move diverse consumer / product / outcomes boundaries, but they aren't the norm. 
  • groups are real

    on the very heart of the agile company is a collection of teams, self-equipped and empowered to make choices. they've all the appropriate potential to deliver cost and are supported by using an organization that fills in any gaps and helps them to get more suitable.  At scale that means teams of teams and the adoption of practices to make sure that dependencies are without difficulty managed. however in contrast to on the earth of mass construction, agile groups do not benefit from “throwing lots of bodies at a problem”, and instead inspire leaner, “smarter” organizational fashions. groups could need to alternate their strategy to groups through:

  • targeting constructing lengthy lived teams – groups don't seem to be a new idea for organizations, in reality for a lot of they like the conception so much they put americans on dissimilar groups. Agile businesses inspire a greater focused, people centric mannequin with teams having an id and constant membership. That means that work is dropped at the crew instead of the group kinds around the work. this may require a change in thinking and manner for many project administration businesses.  
  • setting apart of labor management from people management – It is terribly challenging to be clear when the person who reports you, determines your bonus and decides on promotions is working with you on a regular groundwork. with the aid of having a transparent separation of work administration and people administration on agile groups encourages transparency and openness. Work is managed by means of the group, americans development and management is both managed by way of some kind of community or guild, or by extra natural management.
  • Incrementally evolving the structure against consumers – for a lot of agencies, people are aligned to purposes and those applications are reused in a variety of consumer or value contexts. That leads to complexity with every little thing affecting everything. contemporary, agile business architectures focus on optimizing for agility. That may additionally mean that some things are duplicated and that the entire can charge of possession for someone application might possibly be greater, but ultimately the value of responding to the market outweighs that can charge. Optimization strikes when it comes to area within the stack because it has finished previous with changes to the cost of disk space or processing.
  • range concerns – To reply to complex issues requires skilled groups with plenty of distinctive views and potential. range of opinion, conception and solution are crucial for supplying value. however for many companies group boundaries re-enforce departmental, device and adventure boundaries. For agile to work, and for groups to convey tremendous customer options it is crucial to build diverse groups that challenge the status quo, seem to be and suppose distinctive.
  • Introducing the 5 challenges of Agile Transition

    moving to the “new order” is not handy, and a lot of agencies have begun the adventure with the adoption of Scrum, and are looking at scaling frameworks akin to less, protected and Nexus, and organizational models like the Spotify. lamentably, there is no single silver bullet for “transforming” your firm into an agile, digital native commercial enterprise. organizational frameworks and scaling fashions are super tools and only 1 piece of the puzzle, because the move requires a more holistic approach to agility. It additionally cannot be concept of as changing one methodology with a further, however as an alternative some thing more simple to the style the organization responds to the market and gives you value. businesses should be aware of 5 vast challenges.

  • support and protect agile tradition with amazing leadership
  • support teams and stakeholders to self-arrange
  • manipulate your portfolio with consequences (not output)
  • Systematically eliminate sources of waste and lengthen faced by way of Agile teams
  • Measure and enhance price delivered with widespread remarks (check up on and adapt)
  • help and give protection to agile lifestyle with effective leadership

    The lifestyle of the organization is defined by means of the norms enacted through the corporation in how they do every thing. leadership defines and re-enforces those norms in the actions and phrases. Having leaders that embody the values of agility and give a boost to its concepts is important for any transition. for example, agility requires a continual strategy to discovering and figuring out, but if leaders center of attention on error and apportioning blame, then it is likely that any empirical manner will now not work.

    support teams and stakeholders to self-prepare

    developing an atmosphere the place teams self-organize and are empowered to make selections that convey cost is the groundwork for agility.  sadly, just telling groups to be empowered and self-organize isn't a great way to introduce those ideas. as a substitute exchange has to be introduced incrementally and practices reminiscent of Delegation Board from administration 3.0 can assist slowly circulation groups to taking the lead.  

    manage your portfolio with effects (not output)

    Agility like anything else is only nearly as good as the result you're concentrated on. by way of constructing an agile enterprise that is concentrated on consumer consequences as opposed to work you now not simplest permit more desirable alignment, however you also pressure a clear imaginative and prescient and aim. natural corporations have always focused on the device, with best small parts of the corporation being connected to the customer and the effects they seek. modern, agile organisations make effects within the context of clients’ wants front and middle and make everybody answerable for them.

    Systematically get rid of sources of waste and prolong confronted by Agile teams

    Waste is the enemy now not of efficiency but of price. Waste to agile groups is anything else that stops them from offering value and enhancing. Waste reminiscent of hand-offs to exterior departments to waste in time spent in overview meetings. To turn into greater agile every little thing is on the “waste removal” agenda and nothing is “set in stone”. That skill that agencies such as finance, audit and compliance need to be part of the change permitting them to be assessment current techniques in order to alternate. Planning is often a local where waste is existing with future planning cycles and change administration approaches taking valuable time faraway from key stakeholders and delivery teams. In Scrum, waste is managed right through with the aid of making it transparent in the day by day Scrum and alternatives for growth being mentioned in sprint assessment and Retrospective. however backyard of any certain framework agile teams study every little thing with an eye to study and enhance. They even have the braveness to problem the reputation quo.

    Measure and improve cost delivered with common remarks (check up on and Adapt)

    if you have been going to measure one component to verify if an commercial enterprise is agile it will be how generally they get their valued clientele, stakeholders and groups to overview the delivered gadgets. Getting actual statistics on the use on what you have got delivered, coupled with a want to create the easiest aspect to get feedback are cornerstones to agility. famous agile company client centric corporation Amazon famously grants software every eleven.6 seconds. no longer because it needs so as to add greater aspects, however because it desires to try new ideas with its valued clientele and get comments.

    abstract

    It appears ironic, however many groups suppose of a stream to agile as a hill to be climbed the usage of normal approaches. construct a plan, discover the components after which execute. however fitting an agile enterprise is a whole lot more than adopting a specific system framework or changing job titles. it's a basic change to the manner in which you reply to the market. Organizational fashions, methods, tools and even the underlying products will trade generally in response the needs of the customer, market and stakeholders. An agile business is at its heart a consumer-centric researching firm. Peter Senge in his book the 5 self-discipline, The artwork and apply of a getting to know organization describes the need for a company to becoming concentrated on getting to know.

    “The only sustainable competitive advantage is a firm's capacity to gain knowledge of quicker than the competition”.

    eventually, by using focusing on the 5 challenges of agile leadership, self-firm, becoming customer outcome centric, waste adversarial and regularly delivering discovering the subculture of the corporation, groups will develop into extra concentrated on studying and may turn into greater agile.  

    concerning the author

    Dave West is the Product owner and CEO at Scrum.org. he's a prevalent keynote at foremost trade conferences and is a largely published creator of articles and research studies. He is also the co-writer of two books, The Nexus Framework For Scaling Scrum and Head First Object-Oriented evaluation and Design. He led the construction of the Rational Unified process (RUP) for IBM/Rational. After IBM/Rational, West lower back to consulting and managed Ivar Jacobson Consulting for North america. Then as VP, analysis director Forrester research, he ran the software development and start follow. previous to becoming a member of Scrum.org he was Chief Product Officer at Tasktop the place he was chargeable for product administration, engineering and structure. As a member of the business’s govt management team was also instrumental in turning out to be Tasktop from a features enterprise into a VC backed product business with a group of basically 100.


    C2140-047 Rational System Architect - BPMN Emphasis

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    Pushing Virginia Suburbs Toward More Intuitive Design | killexams.com real questions and Pass4sure dumps

    Suburban planning in Virginia soon will take a long overdue step toward rationality, thanks to the commonwealth's new Secondary Street Acceptance Requirements, which attempt to reduce reliance on cul-de-sacs in new suburbs.

    The emphasis is on "acceptance." The Virginia Department of Transportation will only accept and maintain roads in future subdivisions if their street networks connect to street networks in abutting subdivisions or adjacent commercial developments. This is a big change from current neighborhood layout rules. "Virginia is taking aim at one of the most enduring symbols of suburbia: the cul-de-sac," a recent Washington Post article observed.

    The regulation also requires that future subdivision streets be designed to accommodate pedestrians and minimize environmental impact. Proposed by Gov. Tim Kaine (D) and unanimously adopted in 2007 by the Virginia General Assembly, the long overdue requirements went into effect this month. After July 1, all new subdivision plans in the state must comply.

    Urban designers for decades have extolled the functional and aesthetic value of street connectivity, advocating street networks designed as lattices or grids while criticizing cul-de-sacs. Criticism focused on planning that produces overly wide, dead-end streets within subdivisions accessible only via a single intersection with a commuter road.

    The shortcomings of such patterns include lack of optional paths of travel in and out of the subdivision, thereby guaranteeing congestion on the overloaded main road; excessively long drives between homes and nearby destinations; navigational challenges for visitors and emergency vehicles within the enclave; inefficiency of movement and higher cost of maintenance, such as snow and trash removal, on long, dead-end streets; and enclave-induced social separation and isolation.

    Those who have challenged conventional suburban development patterns undoubtedly feel vindicated by Virginia's new regulations, which were motivated in part by the state's desire to reduce both traffic congestion and road maintenance costs.

    Of course, many Virginia home builders, along with some homeowners, are opposed to the anti-cul-de-sac policy. They contend that cul-de-sacs are desirable: lack of traffic improves safety for children and pedestrians; fewer outsiders wandering around improves security; and living in a physically circumscribed enclave fosters strong a neighborhood identity.

    But the perception that cul-de-sac homes are safer and more secure is a suburban myth, not reality.

    Most U.S. homes are not on cul-de-sacs. They sit on blocks in towns, cities and suburbs defined by rational street grids. Residents of these safe and secure neighborhoods, interconnected with other neighborhoods, enjoy a sense of community thanks to interactions enabled by their shared streetscapes.

    Crime and traffic accident statistics comparing such neighborhoods with cul-de-sac enclaves probably would show little difference. When differences exist, they likely reflect socioeconomic problems or indicate how well a community's street system is engineered, maintained and policed.

    The new Virginia rules address not only network layout but also street design, with attention to pedestrians as well as cars. Sidewalks are required on one or both sides of residential subdivision streets, depending on density. Even rural areas or very low density subdivisions must be served by trails.

    Secondary residential streets are to be substantially narrower than in the past. Instead of streets typically 40 feet or more wide, which encourage drivers to speed, the state will accept curb-to-curb widths of 24 feet and 29 feet.

    Building narrower streets with less paving is a fundamental sustainability strategy. It reduces impervious surface area and storm water runoff while increasing groundwater absorption and retention. And narrower streets, while still allowing curbside parking, measurably slow traffic and, with sidewalks, reduce risks for pedestrians.

    The new regulations anticipate the need for variances, recognizing that not every subdivision street can connect to streets outside the subdivision. Cul-de-sacs may be justifiable for parts of a subdivision because of conditions such as awkward parcel configuration, steep topography, problematic soils, constraining wetlands or bodies of water.

    The Post article noted that Montgomery County intends to adopt new street connectivity and street design standards. Perhaps Maryland will emulate Virginia and do likewise for the entire state. In fact, it's time to embrace this prudent policy in every state.

    Roger K. Lewis is a practicing architect and a professor emeritus of architecture at the University of Maryland.


    What’s Cooking in Kitchen Design? | killexams.com real questions and Pass4sure dumps

    Robert A.M. Stern, the dean of the Yale School of Architecture and a New York-based architect, is famous for his broad palette of traditional styles that includes neoclassical, gothic and art deco. So it was no surprise to see his condominium tower at 15 Central Park West draw heavily on the classic prewar New York apartment, complete with crown molding and parquet floors.

    Mr. Stern’s luxury condos don’t hew to prewar standards in every respect, of course; they have all the modern amenities (and then some) that you’d expect for eight figures. Still, it’s striking how far the floor plans veer from tradition in a place that has come to define the modern American home: the kitchen.

    Prewar kitchens, no matter how grand the apartment, were for servants and wives. They were small spaces, the only light coming via the air shaft, closed off by double-swing doors. Many of 15 Central Park West’s apartments, in contrast, have open, airy kitchens big enough for tables, islands, sofas and widescreen TVs. And Mr. Stern’s designs aren’t alone — whether in new apartment towers or suburban homes, today’s kitchens are as much about entertaining and relaxing as slicing and boiling.

    Modern KitchenPiotr Redlinski for The New York Times An example of a modern, open kitchen.

    The contemporary kitchen is a huge leap forwards in making the home more casual and meals more sociable. But it papers over a century of attempts by designers, engineers and home economists to make life easier for the cook. The narrow galley kitchen, the horror of today’s host-cum-chef, is in fact a paragon of efficiency, saving steps by putting ingredients and gadgets within easy reach. And although some architects and their clients look askance at their cramped spaces and out-of-the-way location, they were actually a vast improvement on the kitchens of the Victorian era, which were large, unplanned and inefficient.

    Hoosier cabinetCourtesy of Historic New England A Hoosier cabinet.

    Not that efficiency in kitchen design hasn’t trickled down to the present. Many of the elements that define today’s kitchen — integrated counters, cabinets and appliances, modular and wall-mounted — started with a new type of cabinet invented and popularized during the 1910s by the Hoosier Manufacturing Company. The cabinet looked like a china hutch on steroids. Built-in sifters held flour and sugar, with a built-in spice rack on the door of the cabinet above. An enameled counter slid out to create work space, and pots, pans and bowls were stored in cupboards below. A food mill could be permanently attached to the side, and basic recipe charts developed by Christine Frederick, a pioneering home economist, were affixed to the cabinet doors. The housewife or servant could stand in one place and make a complete meal, stepping back only to bring filled pans to the stove or dirty bowls to the sink — a many-armed Shiva, measuring, mixing, grinding and pouring.

    By 1920, the company had sold over 2 million Hoosier cabinets, which promised that “every staple food, every utensil, every movable adjunct to the preparation of meals — and the cleaning up after them — finds its logical place. Each is easy to get at — without walking, reaching or stooping.” When industrial psychologist Lillian Moller Gilbreth made her famous motion studies of housework during the 1920s, she focused on the tasks embedded in the Hoosier kitchen. Saving steps meant saving time, saving steps meant saving energy, and having one’s tools close to hand was as important at home as it was in the factory (which Gilbreth also helped to reform, along with engineer husband Frank Gilbreth).

    Frankfurt kitchenMuseum of Modern Art A reconstruction of the Margarete Schütte-Lihotzky Frankfurt kitchen from the Ginnheim-Höhenblick Housing Estate, Frankfurt am Main, Germany.

    But it was a German architect, Margarete Schutte-Lihotsky, who codified and popularized the fitted, modular galley kitchen. Schutte-Lihotsky’s “Frankfurt Kitchen,” which she created under the direction of Ernst May, the architect in charge of Frankfurt’s Municipal Building Department, was the first mass-produced kitchen to combine rational planning and modernist design. It is conceived as two parallel bars, one with a stove and a counter, the other with a sink, a counter and storage. Schutte-Lihotsky included an ingenious system of storage bins, similar to those on the Hoosier cabinet, which came with their own pour spouts. A sliding door allowed a housewife to close herself in, or keep an eye on the kids; later she could close the door on the smells and dirty pots. (In September, as part of the exhibition “Counter Space: Design and the Modern Kitchen,” the Museum of Modern Art will be exhibiting a complete Frankfurt Kitchen, recently acquired and now the earliest work by a female architect in its collection.)

    So how did we go from efficiency to entertainment? In “Mad Men,” Betty Draper has wall ovens and a stove-top island, both desirable today; the differences are the brown plaid wallpaper and cabinets made from dowdy knotted pine. In other words, what felt like a battle in the 1920s was, by the mid-1960s, a victory. The emphasis on time-saving consumer technology, born in the Frankfurt Kitchen and fueled by the postwar domestic revolution in the United States, brought us the microwave, the fridge-freezer combo, the automatic coffee maker and a thousand other gadgets; with those in place, we could relax. The barrier between the workplace of the kitchen and the social space of the living room broke down; we could invite the rest of the family in.

    Packaged foods meant children could help themselves. By the 1970s men were doing more cooking. The kitchen island became less a work station than a coffee counter to which anyone could pull up a stool. The kitchen cabinets got tricked out with moldings and white paint to match the furniture. The pass-through, one of few modernist domestic innovations to be adopted at a large scale, got bigger and bigger until the whole wall between kitchen and living room disappeared. With dishwashers, insulated stoves and powerful vents, there was no need for anyone to take the heat or look at a pile of dirty pots. The opening of the kitchen is not just for the suburbs, either; even small-scale New York apartment renovations typically remove the traditional wall. No one wants to be in the back of the house.

    In an instance of history coming full circle, the styling of today’s mega-kitchens recall those from the end of the 19th century. Typically centered on a big work table, these were furnished piecemeal, with separate stoves, sinks and hutches standing around the walls, unlinked and unmatched. Consider the coveted spaces in the films of director Nancy Meyers. In “It’s Complicated,” for example, Meyers manages to resolve the feminist issues surrounding the kitchen by making Jane, her protagonist (played by Meryl Streep), a successful baker. Her cooking is her work, and thus it can take up as much time and space as she wants.

    And what Jane wants is straight out of 1900. The island is a marble-top table, the stove is free-standing, a linen curtain hides the under-counter shelving and, in the corner, she’s simulated the Hoosier cabinet, with jars of flour and sugar and mixing bowls ready to hand. In Meyers’s popular fantasy world, unfitting the kitchen, letting it all hang out and saying goodbye to efficiency is the ultimate luxury.

    Correction: An earlier version of this article misstated the nationality of the architect Margarete Schütte-Lihotzky. She was Austrian, not German.

    Alexandra Lange

    Alexandra Lange teaches architectural criticism at the School of Visual Arts and is a co-author of “Design Research: The Store That Brought Modern Living to American Homes.”


    The high-rise future is here now | killexams.com real questions and Pass4sure dumps

    Updated: 2011-12-30 07:40 By Shi Jianguang (China Daily)

    Building of the 606-meter-high Wuhan Greenland Center, in the business district of Wuchang in Wuhan, Hubei province, started just over a year ago, and when it is finished it will be China's second-tallest building. The project's total construction area is about 3 million square meters and the cost is 30 billion yuan ($4.7 billion, 3.6 billion euros). The complex will include five-star hotels, A-grade office buildings, luxury apartments and shops.

    From the outside Wuhan Greenland Center is cone shaped. The building rises from a triangular base, tapering upward, thereby reducing the pressure of the wind and eddy currents, a perfect combination of high-rise design and practical structure.

    Modern high-rise buildings originated in the US, and they quickly became a worldwide phenomenon. The Council on Tall Buildings and Urban Habitat (CTBUH) says that 10 years ago there were 286 buildings in the world over 200 meters tall; now there are 634. They are located in 32 countries and regions; 403 are in Asia, 63 percent of the total. Bahrain, Dubai, Indonesia, Kuwait, Qatar and Vietnam are particularly active in constructing such buildings. But the busiest market is China. The average height (421 m) of China's top 10 tallest buildings is much higher than that of any other country.

    At present China accounts for about a third of the world's 634 high-rise buildings over 200 meters high; the US accounts for about a quarter, and India for just 0.3 percent.

    The number of completed high-rises exceeding 200 meters and 300 meters has been a record every year since 2007. A total of 78 to 94 skyscrapers over 200 meters will have been completed this year, which will make 2011 a record breaker.

    The development of high-rise buildings has undergone many changes over the years. CTBUH says that in 1990, 80 percent of the world's 100 tallest were located in North America. But by September this year that figure had dropped to 27 percent. High-rise buildings are mostly located in Asia (45 percent; China accounted for 34 percent), and the Middle East (24 percent).

    Over the past few decades high-rise buildings have been used mainly for offices, but there has been a dramatic shift. Residential and mixed use in the past decade has increased from 12 percent to 38 percent.

    In the past 10 years the structural materials used in these buildings have also undergone major change. The use of steel, which has been replaced by hybrid materials and concrete, has fallen from 90 percent in 1970 to about 23 percent.

    With the height and the size of high-rise buildings on the increase, high-rise construction consumes a lot of building materials, so practicality of structure has become increasingly important. From these high-rise buildings, especially mega high-rise ones, we can see that design ideas often draw on cultural concepts, plant morphology, different physical life forms, practical use of mechanical forces, energy saving technology or sustainable development demands. Behind various structures and morphology lie these design aspects.

    Architectural plans based on cultural concepts, national identity, history and other elements are a universal given. The resulting structural stability, uniformity, symmetry, and compliance with other basic principles are the basis for a practical structure. If you can draw on the cultural concepts in accordance with how a high-rise structural system is organized, and form an overall plan, the favorable conditions will be there for a practical structural design.

    Various plant forms have natural growth characteristics. Imitating or drawing on their form elements to conceive an architectural idea gives birth to the natural growth factor in the formation of a rational structure; it is an appropriate way of conceiving high-rise building plans that will give birth to a practical structure. Mountains, churches, sails, shells, books, screws and other everyday items have to adapt to natural conditions or to meet the practical effects of wind and other natural forces. When such things are kept in mind, high-rise buildings will be highly practical in their structure.

    Analyzing factors such as wind and earthquakes, which affect the level of high-rise building load, is one way of calculating practicality and layout in high-rise building plans. It is also a way of using scientific principles to guide engineering design. Integrating the features of the construction spot and the environmental conditions with practical mechanical force to form new and unique architectural design solutions is where the wisdom of the architect lies.

    In light of the call for sustainable development, the way high-rise buildings achieve energy saving, environmental protection, green, low carbon and other design goals has become the focus of development. In planning, various technical goals and practical structural forms need to be combined Network-tube structures, floor rotation, separated traffic layouts and green space are just a few examples of where technical innovation can be applied. Analysis of high-rise buildings has shown that as long as you pay attention to the practical side of the structure, all kinds of ideas are feasible.

    The world's accelerating urbanization has brought about a surge in the population density of cities. Urban expansion and all kinds of civil construction have sustained rapid development. With the resource constraints that the world faces, and the need to respect the environment, high-rise buildings have an unprecedented opportunity for development.

    Respecting the needs of sustainable development, energy efficiency, disaster prevention and mitigation and improving the quality of life, those who design and build high-rise buildings face new challenges.

    More emphasis needs to be put on the overall layout. Architectural plans and design can no longer treat elements such as furniture, fittings, interior space and partitioning, equipment, systems, structural systems, maintenance of external decoration, space environment as individual items. More attention needs to be paid to the unity of the function of each element and the overall needs.

    For example, external maintenance and dcor can be solved by an integrated system of structure and equipment and of site environment. Resolving questions of internal space, functions such as transport, the environment and communication need to be considered as a whole. Revising the traditional division of labor and design philosophy holds the key to success.

    High-rise buildings should reflect the flexibility and variability of the architecture. Paying more attention to the structural system as a whole not only satisfies structural needs but also respects architectural prerequisites.

    In today's high-rise buildings another requirement is the latest technology relating to wind, solar and other renewable energy methods. Waste recycling and reuse, wastewater reuse and rainwater harvesting technologies have a bright future in high-rise buildings. Maximizing the use of these new technologies is essential if sustainable development is to be respected.

    The way ahead involves exploring new structures, innovative design concepts and using high technology.

    The author is a professor at Xiamen University.



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    IBM C2140-047 Exam (Rational System Architect - BPMN Emphasis) Detailed Information



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