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HP0-A16 - NonStop Himalaya Problem Management and Resolution - Dump Information

Vendor : HP
Exam Code : HP0-A16
Exam Name : NonStop Himalaya Problem Management and Resolution
Questions and Answers : 156 Q & A
Updated On : October 17, 2018
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HP0-A16 Questions and Answers

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HP0-A16 NonStop Himalaya Problem Management and Resolution

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HP0-A16 exam Dumps Source : NonStop Himalaya Problem Management and Resolution

Test Code : HP0-A16
Test Name : NonStop Himalaya Problem Management and Resolution
Vendor Name : HP
Q&A : 156 Real Questions

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HP HP NonStop Himalaya Problem

Zero-Day remote Code Execution Flaws in HP items published via ZDI | killexams.com Real Questions and Pass4sure dumps

TippingPoint’s Zero Day Initiative (ZDI) has published a few 5 advisories to exhibit the existence of significant protection holes that have an effect on HP items. The vulnerabilities haven’t been addressed, however on account that the 180-day closing date appointed via ZDI expired, the flaws had been made public.

In August 2010, ZDI enforced its vulnerability disclosure cut-off date, giving providers six months to patch up the bugs in their products earlier than their particulars could be made accessible to users. It looks that experts from ZDI are not willing to make any exceptions, no longer even for the enterprise that owns them.

The vulnerabilities in question check with HP LeftHand virtual SAN equipment, HP Operations Agent for NonStop Server, HP intelligent administration core, HP iNode management core and HP Diagnostics Server.

all the protection holes can be leveraged by way of a remote attacker to execute his own malicious code beneath the context of the person. Even worse, assaults can be successful devoid of authentication in most circumstances, apart from the flaw that exists in Operation Agent for NonStop Server.

reported returned in October, November and December 2011, the bugs exist in numerous processes. as an instance, HP Operations Agent for NonStop Server is plagued by an issue within the ELinkService system.

other mistaken add-ons look like img.exe in clever management middle, iNOdeMngChecker.exe in HP iNode management center, magentservice.exe in HP Diagnostics Server, and the hydra part from LeftHand virtual SAN equipment.

The names of the researchers who have recognized the security holes have not been made public yet.

with a bit of luck, now that the existence of those complications is available, HP will act on addressing them, or as a minimum come up with an announcement as to why they haven’t been fixed before.


Hewlett-Packard: On an Elevator Heading Down | killexams.com Real Questions and Pass4sure dumps

No effect found, are trying new key phrase!With this big image in intellect, let’s verify the supply of HP’s problems. the one greatest subject is ... devoid of these gigantic alterations, I agree with that the HP share rate is on an elevator heading ...

Why Carly's massive bet is Failing | killexams.com Real Questions and Pass4sure dumps

(FORTUNE journal) – IT HAS BEEN simply OVER six years due to the fact Carleton S. Fiorina, now 50, burst upon the countrywide stage--and we can renowned straight out that FORTUNE performed a task in inserting her name in lights. lower back on the takeoff element, in 1998, she was the completed, excessive-energy president of Lucent applied sciences' core company. FORTUNE, publishing its first-ever ranking of the 50 most powerful ladies executives within the U.S., put her smack on the top of the list. A line heading the accompanying article mentioned, "it may possibly surprise you that our No. 1 woman is someone you will have by no means heard of."

That turned into the end of Fiorina's quasi- obscurity. lower than a yr later she was named CEO of Silicon Valley's noted Hewlett-Packard. That submit, making her the head of a corporation that now has $eighty billion in revenues and is the 11th biggest within the U.S., vaulted her to a degree in the corporate hierarchy that a woman had on no account earlier than attained. For years she had a near lock on first location on our annual list of ladies executives (though she changed into edged out final yr by means of eBay CEO Meg Whitman). Her attractiveness bloomed, heading towards rock-big name movie star. She grew to become some of the few businesspeople identifiable by her first identify: She become simply "Carly." totally poised, she gave countless speeches; she grew to be the most effective woman extant who in no way had a foul-hair day; she turned into the discipline of infinite rumors that she could flow on to politics.

greater from Fortune Will Mmmhops be successful? NBA confirms L.A. Clippers sale to ex-Microsoft CEO Steve Ballmer FBI and SEC probe into Carl Icahn and golfer Phil Mickelson FORTUNE 500 latest challenge Subscribe to Fortune

however movie star, as all and sundry knows, is never an success in itself. beneath the public picture are the yardsticks against which executives are--and may be--measured. So it is appropriate to ask even if this whirlwind has succeeded. And inevitably that query must be answered in two constituents. First, below the only lens that matters, did the famed merger that Fiorina engineered between HP and Compaq produce value for HP's shareholders? 2d, with that merger very nearly three years past, is HP suit to thrive in its brutally aggressive world?

The answers are no and dubious.

LET'S start WITH that deeply controversial HP/Compaq merger, performed in can also 2002 after a proxy fight of crimson-state/blue-state ferocity. Winner Fiorina moved briskly into integrating the two agencies, brushing aside warnings she would fail. Time passed, and the enterprise didn't implode. real, its salary development changed into inconsistent and often the stuff of headlines. And the stock turned into worrisome, because it went nowhere. nonetheless, a established, vaguely based mostly opinion began to increase, frequently mirrored within the press, that this may be one merger that you just could not condemn.

To any individual considering that approach, don't. This was a huge wager that failed to pay off, that did not even come near achieving what Fiorina and HP's board observed changed into in keep. At bottom, they made a tremendous error in affirming that the merger of two losing desktop operations, HP's and Compaq's, would produce a financially healthy computer enterprise. The irrefutable proof on how wrong they were is contained within the two agencies' own merger proxy, which exactly laid out the healthy operating margins that the mixed company anticipated to be earning in its 2003 fiscal yr (HP's ends Oct. 31) on its laptop operations. The margins weren't earned then, and in 2004 they weren't either--now not by using a protracted shot. only the prodigious, cash-coining strength of HP's big name company, Imaging and Printing (enhanced referred to as "printers"), has saved the company looking respectable.

The fundamental and overpowering issue right here is that HP's shareholders paid $24 billion in inventory to buy Compaq and in alternate bought particularly little value. basically, so little value become secured that accounting guidelines may drive HP to jot down off a piece of the $14.5 billion in goodwill property it install on its books after the deal. that would be a noncash cost--similar, in a junior-grade manner, to prices taken at AOL Time Warner after its debacle of a deal--but a write-off of goodwill at HP would say as naturally as anything else can that, financially, this merger has been a lemon.

in addition, within the means that mergers work--and this is the authentic, if seldom diagnosed, crime of the deal--HP's issuance of roughly 1.1 billion shares to Compaq's shareholders, to be brought to HP's present 1.9 billion, skill that HP bought about 37% of its assets to the Compaq crowd. among these assets is that gem of a printer enterprise, whose 40% market share (in keeping with IDC) makes it one of the crucial incredible franchises on the planet. To sum up the harmful arithmetic: within the starting, the old HP shareholders owned 100% of the printer enterprise. After the merger, they owned only sixty three%.

So--earlier than we hear Carly Fiorina's aspect of this argument--arise, Walter Hewlett, and take a bow. It was Hewlett, son of HP founder bill Hewlett, who as a director fought the merger and misplaced the proxy fight. It changed into loopy, he said, to in effect promote a part of the printer enterprise simply so HP could flow greater deeply into the achingly aggressive, closely commoditized computer world. at first, Hewlett did not declare what he concept HP may still do as a substitute--just sit down with the business portfolio it had, or what? finally, he advised that HP could spin off the printer company to its shareholders. meanwhile, his opponents derided him as a cello-playing dilettante pushing off-key plans.

After he lost the proxy combat via a whisker, Hewlett contested the vote in court. An irritated HP board retaliated with the aid of kicking him out as a director. When Hewlett then lost his lawsuit, he soon started to sell his HP stock. In time, lots of the one hundred ten million shares that he, his father's property, a Hewlett have faith, and the Hewlett foundation owned had been unloaded.

that would make this cellist a great choose of shares in addition to mergers. Ever in view that September 2001, when the Compaq deal turned into introduced, HP shares had been a dead-in-the-water asset. lately, at about $20 per share, HP become 13% beneath its fee simply earlier than the merger information hit the market. That would not evaluate well with anybody that counts, no longer even archrival IBM, down 6% for a similar period. On the flip side, HP's chief competitor in printers, Lexmark, rose by way of an fantastic 60%; and HP's nemesis, Dell, completely thrived, leaping well-nigh ninety%. The Lexmark record is chiefly telling due to the fact that it pointers at how smartly HP's printer business could have finished had it been spun off into a stand-by myself company.

HP's inventory market blahs, combined with the inadequacies of its computer earnings, makes the merger hard to take care of. certainly, one HP director, Robert Knowling Jr., CEO of the ny city leadership Academy, displaying a frankness rare for board contributors when speakme to the press, makes no effort to try this. The merger, he says, "hasn't met the board's expectations or the administration's." however Knowling is nonetheless powerful in his assist of how Fiorina has been working the company. That in itself is revealing in regards to the merger: If he thinks she's performed neatly with what she's acquired to run, and or not it's nonetheless removed from producing the earnings expected, then there ought to were whatever incorrect with the method that created what she's acquired to run.

you'll not get such an admission out of Carly Fiorina, to whom FORTUNE talked at splendid length while reporting this article. authentic, she concedes that neither the inventory nor earnings are the place they should be. but it truly is no longer because HP's acquisition of Compaq changed into wrongheaded, she says. it is instead, she claims, the effect of a more extended downturn in IT spending than many anticipated and of weaknesses in "execution" that she is riding to repair.

meanwhile, she thinks again on the submit-bubble days of 2001, when the Compaq acquisition became booting up, and argues that drastic action at HP was standard. The crucial difficulty became buckets of pink ink spilling from computer systems. And tremendously, says Fiorina, "neither the market nor the firm understood the difficulty HP changed into in reality in." She wishes now she had found some way to be greater "clear" then about HP's complications. that might have organized people for the merger. but candor, she continues, would have additionally further damaged the enterprise, hurting employees' self assurance, sales efforts, and doubtless the inventory fee. So she kept quiet. This backward seem to be, of course, will also be viewed as a bit of suspect (or even "self-serving," as one institutional investor places it), within the experience that it argues Fiorina then had to do whatever thing dramatic, like an immense merger.

In what appears to be rationalizing, Fiorina and her desirable executives frequently look correct past the profit disappointments and discover brilliant delight within the enterprise. Fiorina sees HP nowadays--this "FORTUNE 11" business, as she from time to time calls it--as a smartly-provisioned, intensely world, conclusion-to-conclusion enterprise, marching along with no longer most effective its printers however also $fifty five billion in revenues from the total IT panoply, together with PCs, servers, storage, software, and features. With this apparatus, she says, the "business" a part of her business, which sells to gigantic organisations, has become a potential competitor of IBM's--which once it become no longer.

certain of Fiorina's managers additionally basically like what they are running greater than they used to. The mixture of HP's and Compaq's computing device operations produced a enterprise that, while best marginally profitable, is still more suitable than the losers the two agencies had separately. Most of all, combining both desktop services agencies created a extra solid operation than existed at either region earlier than. that is a huge cause Ann Livermore, the HP govt vice president who runs the technology solutions community, which comprises features, says, "I don't know any one who has a aspect to claim towards the merger."

well, hello again--right here we're. The issue with all these structural virtues, good as they may additionally seem to be on a income call, is that they cost HP shareholders $24 billion to get, resulted within the discount sale of 37% of the printer enterprise, and aren't producing first rate profits. In different words, the merger may additionally have stronger HP's reputation, but it did so only at an indefensible charge and without producing a company of advantage.

dwell with us as we de-layer just how plenty HP makes. final analysis, according to frequently authorized Accounting principles (GAAP), 2004 earnings were $three.5 billion. it truly is a stupid 4.four% of $80 billion in revenues. Nor does it stack up neatly against assets of $76 billion (the ratio is four.6%) or stockholders' fairness of $37.6 billion (9.three%). When the next FORTUNE 500 comes out with its efficiency rankings for such key measures as return on fairness (through which the five hundred median is probably going to run about 14%), this large business will region means down the list.

HP's 2004 earnings determine, however, changed into reduced with the aid of certain prices (together with restructuring objects regarding the merger) that the enterprise prefers now not to believe of as working costs. So in reporting to Wall street, HP provides lower back these charges and arrives at a non-GAAP profit determine of $four.1 billion, which is roughly corresponding to operating income after taxes. The pretax operating earnings are $5.3 billion. And of that--get capable for a heavyweight and a lightweight in the ring--the printer operation accounts for more than $3.8 billion, whereas the leisure of the business tags together with about $1.5 billion.

Even then, some outsiders hypothesize that HP is internally allocating every cost it probably can to printers in order that it can maintain gains down to a stage with a purpose to not suck new opponents into the company. Dell made its entry anyway and is at present getting an insider's study margins. It has told at least one analyst that it finds printer consumables (inkjet cartridges etc) so remarkably ecocnomic that it believes HP needs to be making extra in its printer division than it is acknowledging.

in spite of everything, it is the non-GAAP earnings that Wall street analysts run with, living almost always on the twists and turns of today. In 2004 these included a thudding income miss for HP in its third fiscal quarter and a rousing bounceback within the fourth. within the minds of analysts hangs also the eternal possibility that the "execution" Fiorina is promising may truly produce an extended string of consistent quarters through which printers continue to shine and all the computing device corporations suddenly awaken and do smartly.

however nobody spends much time remembering that even HP's most reliable quarters in computer systems are so far-off from what the company forecast in its merger proxy (and in advertising "highway indicates" as well) that it's embarrassing. This proxy became sent out through administration and the board in February 2002 (a point at which no person may claim lack of understanding of 9/11's results). The document become officially filed with the SEC; it contained some "cautionary" boilerplate language about dangers however turned into even so genuine in its expectations; it turned into the final plea to shareholders about to vote. And it pointed out that integrating both agencies' operations and facilities would rationalize the product line, produce billions in discounts, and create laptop businesses with good working profits.

sarcastically, the integration part of this plot labored high-quality: products had been effectively meshed, and billions in expenses were cut. however there is a asserting, "If a aspect isn't value doing, it is not price doing smartly." When the combination changed into artfully completed, the hardware parts of the computing device operations--the supply of almost $forty billion in revenues last year--stood there naked, barely making gains. And the $13.8 billion laptop capabilities business, though definitely a higher earner than hardware, no longer handiest failed to make its 2003 goal but backslid in 2004.

here's what the proxy observation forecast for working profit margins in 2003 and how far-off from these goals HP became even in 2004:

In dollar phrases, of course, these percentage shortfalls translate into neglected billions. Had HP made the margins on its desktop companies in 2004 that have been forecast for 2003 within the proxy, and had all other issues been equal, pretax working income ultimate year would have been practically $2.4 billion higher than they have been. that would have multiplied the pot from $5.three billion to about $7.7 billion. The incremental dollars would have been taxed, however HP will pay fairly modest taxes because it manages to earn a big portion of its funds in low-fee jurisdictions overseas. So imagine, for the sake of argument, that $1.9 billion of the increment had come right down to the bottom line. that might have raised HP's return on fairness from the 9.three% it recorded to 14.four%, which might doubtless leave it virtually matching the five hundred's median.

in case you have flubbed a forecast so fully, you may additionally also have blanked out reminiscences of the deed. Fiorina herself mandatory to be reminded where these forecasts that FORTUNE was questioning her executives about had come from. speakme to us, Duane Zitzner, who ran the very own programs neighborhood--this is PCs--for three years earlier than retiring in mid-January, spoke of the three% forecast for his business as an out-there aim comfortably to be fought for. "Rome wasn't inbuilt a day," he says, "i'm extremely proud, and i've instructed the board and economic analysts this, of what we have completed. absolutely, beyond doubt, to my grave, I accept as true with we've done a pretty good job during this company in lifting it to where we've." bear in mind next that the lifting has taken margins to 0.9% against the 3% forecast printed in the proxy.

All this leaves open the probability that the forecasts had been just so lots proxy-combat froth, certainly not meant to be believed. however that could be legal daredeviling, and one HP director, Verizon president Lawrence Babbio, is brief to assert the forecasts were reliable: "Merger proxies should be looked at critically." His own standpoint is that a "harsh" working ambiance has avoided HP from meeting its objectives.

Then once again, one HP executive wrote FORTUNE an electronic mail presenting a more bizarre explanation. "whereas traders are definitely a really essential constituency," the e mail noted, "the reality is that they don't seem to be the motive we did the merger. The motive we did the merger changed into to be a stronger, more able companion to our shoppers."

tougher to rationalize is the indisputable fact that HP may additionally need to acknowledge the merger's shortcomings on its books--by way of writing off a component of the goodwill assets it has on its stability sheet. Oversimplified, right here's the accounting difficulty: HP's fee of $24 billion for Compaq left it having to delineate, on its stability sheet, how plenty of that quantity changed into assignable to particular objects, together with tangible property and one intangible asset of notice, the cost of the Compaq name. That activity took care of $9.5 billion of the purchase price; the final $14.5 billion grew to become goodwill. And under the rules, it was assigned to specific HP computer agencies, referred to as "reporting units."

The difficulty now for HP is that two of these reporting devices, PCs and business storage and servers, are earning handiest meager earnings. hence, the "financial price" of the goodwill assigned to them is suspect. beneath accounting rules, this suspicion must at least annually be resolved with the aid of evaluating the "reasonable cost" of these companies with their carrying value, together with goodwill, on the books. If the reasonable value is less than the carrying value, the goodwill is impaired and need to be written down. and the way do you measure the fair cost? You estimate such bedrock gadgets as future money flows and theorize what you might promote the organizations for to a willing buyer.

during this undertaking of very gigantic judgment calls, some Wall street analysts have an implicit opinion: They argue today that there is not any price in the cost of HP's inventory for computer systems. that's, they believe the stock would be selling the place it's had been HP with no trouble a printer company. that suggests that HP could not promote its computer reporting units for the rest, which would fully say there's bloat in goodwill. probably the analysts are overstating things. (IBM, after all, did simply dump the bulk of its dropping laptop operation on Lenovo for $1.75 billion.) but here's an opinion from one merger and acquisitions authority, Scott Baxter, who teaches the field at Columbia: "after I analyze how little HP is making on the desktop assets it bought from Compaq, I even have a extremely complicated time considering that a whole lot, if any, economic goodwill exists. If that's the case, even though this is able to be a tough pill for HP to swallow, it is going to be writing off goodwill."

evidently HP and its auditors, Ernst & young, have rejected that proposition up to now. however Robert Wayman, HP's revered chief fiscal officer, says that the problem is patently there for the business to take care of, certainly within the struggling business business: "there may be no question that if profitability does not enrich, there could be an impairment can charge." He makes the case that it would not count number a great deal, for the reason that it could be just a bookkeeping entry. however responding to the notion that this kind of can charge would each rudely expose the failings of the Compaq merger and resurrect talk concerning the bitter proxy combat, he says, "bound. it might be within the press."

Even these days, echoes of the proxy combat resound in the perception of some Wall street analysts, exceptionally Steven Milunovich of Merrill Lynch, that at some point the enterprise can be damaged up into its components. Milunovich argues that the cut up-up companies would promote for more than the $20 a share that HP is commanding at the moment. One plank in his platform is that the market would react well to each enterprise's having to face by itself feet, which means, for example, that printers would now not be forced to subsidize PCs.

There look like some institutional investors that believe in as a minimum some variation of this argument. considered one of selected interest is deepest Capital administration (PCM), of Naples, Fla., a unit of Legg Mason and a "value" investor so successful that it has for the previous ten years bested the record of that enterprise's famous bill Miller. final yr PCM made itself a large HP shareholder by way of buying an estimated 38 million shares, recently value about $760 million. PCM doesn't publicly discuss its investments. however its president, Bruce Sherman, did say some weeks in the past that there became "sum of the constituents" pondering at work.

The issue for any investor hoping for a split-up is that Carly Fiorina, and curiously the HP board, don't need one. true, Fiorina led to a stir at an HP analysts' assembly in December through asserting with some asperity, in reply to a question about breaking up the business, that the board had considered the idea three distinctive times--and rejected it. the click leaped on the remark, probably too eagerly, because it is likely that at least two of the three times she had in intellect preceded the merger. simplest if the directors had appeared hard at a breakup recently would there be motive to suppose it is a major possibility.

And Fiorina isn't commenting on that: "i'm not going to describe when the board deliberates on what," she observed to FORTUNE a couple of days after the analysts' assembly. She then introduced, "What i used to be attempting to carry is that the board has been deliberate, thoughtful, finished, and unanimous over and over and over in believing that holding this portfolio together is the most fulfilling option for shareholders."

it really is what she herself has claimed to believe again and again. Her pride, which she is not in need of, is certain up with someway making this business work, even if no longer with the aid of the definition targeted within the merger proxy. Some people fault Fiorina for having swiftly moved out of jobs at two outdated employers, AT&T and Lucent, with no need in fact "comprehensive" her work. these critics feel she may pace from HP also, possibly by way of driving the rumors into some form of Republican put up. however her HP job appears not like the others in that her managerial recognition is entirely and publicly on the line--in a corporation that hasn't succeeded--and would be badly tarred if she walked out. If the HP board stays with her, she is not a candidate to exit.

this is, of route, the other matter of regular interest: just how solidly is the board at the back of Fiorina? a number of weeks ago, one secondhand but distinctly credible file reached FORTUNE that the board is break up over Fiorina. the two backyard administrators that we managed to seek advice from, although, Babbio and Knowling, firmly denied that became so. We didn't get calls lower back from director Richard Hackborn, a strong-minded, retired HP govt who constructed the printer business. Hackborn played a key role in hiring Fiorina in 1999, and she is notion to want his persisted guide. with out it, her job might possibly be imperiled. however do not forget that this board made this merger and has its own delight on the line.

WHICH BRINGS US to part two of our inquiry: assessing the future of Hewlett-Packard. As director Knowling says, "We're off the diving board." ok, considering the fact that the merger is background, can this company compete from here on in?

One issue inherent in the enterprise's challenge is what HP is rarely. The heritage of tech indicates that agencies that dominate their items of the enterprise are the large moneymakers--organizations like Microsoft, Intel, and in its heyday, IBM. Leaving aside printers, HP would not dominate anything else. beyond that, it is imprisoned in its structure. It should deal with each the relentless competition in computers and its own certain need to battle on two fronts, against both IBM and Dell--a "precarious" position, says Knowling. basically, computers for HP are a large awful company, the very hardest form to deal with. This BLB also recalls Warren Buffett's famous adage: "When a administration with a popularity for brilliance tackles a enterprise with a popularity for unhealthy economics, it is constantly the acceptance of the enterprise that remains intact."

So the CEO's job at HP is certainly elaborate, perhaps past the ability of any individual to handle neatly. nonetheless, the latest proxy obtainable, for 2003, shows that Fiorina was paid around $7 million in money and alternate options. it be hence reasonable to grasp her to a high commonplace. FORTUNE requested a dedicated supporter of Walter Hewlett within the proxy battle no matter if every other CEO may well be doing more advantageous than Fiorina in managing HP's complications. Calling that "a pretty good query," he proceeded to head throughout the barn. "She's a extremely, very smart, competent, gifted govt," he mentioned. however then he hammered on some faults, notably her lack of ability, he notion, to admit she become wrong in getting herself trapped in computerland: "She can't bite the bullet and say, 'We lost.' different businessmen"--slip of the tongue--"can do that and circulation on. She can't."

in the end, unless the board suddenly swerves into a quick U-flip, Fiorina is doubtless going to get greater time to struggle with HP. with a purpose to certainly leave her performing in her standard trend, applying significant energy to the job. FORTUNE received a glance at her calendar. George W. Bush would light at her nonstop schedule and wish a short rest to get better from just having glanced at it. She is continually on the road, traveling all over the place the globe to look valued clientele and extremely regularly heads of state. At this marketing work, she is first-type.

Fiorina is also extraordinarily and amazingly articulate in all settings. Most other CEOs grope at least once in a while for words; she not ever appears to. Her skill for speak naturally solidifies her reputation for brains, although it might look that one in every of her team of workers participants recently stretched things a little by means of asserting, "i wonder what it looks like to stroll right into a room and recognize at all times that you are the smartest person there." however there's also a draw back to her verbal competencies in that what she is saying so fluently sometimes wears skinny with americans, coming off as short of substance, overly aspirational, and lacking in spontaneity.

neatly beyond the merger proxy, Fiorina has no longer served herself by using habitually engaging in economic forecasts that meet analysts' misbegotten requires "tips." As a brand new CEO she got caught flat-footed twice with her forecasts when the bursting of the tech bubble destroyed profits. an awful lot more lately, in December 2003, she told analysts that HP idea it may increase earnings per share by way of more than 20% annually. that's an extravagant ambition for any giant business (see "The 15% Delusion" on fortune.com), not to mention one trucking along in a tech trade frequently described as "maturing."

The folly of large promises grew to become terribly apparent ultimate summer time (just a short while after Fiorina gave a completely upbeat speech at Allen & Co.'s large sun Valley convention). Early on Aug. 12, Fiorina stunned analysts--some of whom had been dragged from their West Coast beds with the aid of four A.M. cellphone calls--by way of saying that earnings per share for the July quarter just ended can be nearly 23% beneath the determine analysts have been anticipating. HP's stock immediately dropped with the aid of more than two features to about $sixteen.

Three issues, all in the business business, underlay this profit jolt. First, European outcomes suffered because HP mismanaged a few of its dealings with the resellers and distributors that the business works with. second, within the U.S., undertaking managers did not get a brand new order-processing gadget online as scheduled, which reduced shipments of enterprise computers. Third, HP's storage company did not meet its earnings dreams. Storage, intrinsically a enterprise of lovable margins, has in reality given HP main complications for a while.

The greatest importance of the third quarter is that Fiorina summarily fired--within hours--the top of business income, Peter Blackmore, and two of his senior executives. The speed and visibility of the movement brought about the tech business to view the firings as an unnecessarily cruel public placing, and criticism of Fiorina flared. She argues back, saying that a hanging it wasn't and that in certainty these people had been handled, in the normal HP method, with "appreciate, candor, and compassion." however she additionally says that some of the European complications had been ripening for a time and that these three very senior executives certainly "dropped the ball." She believes in accountability, she says, so the guys are long past. Reached by means of cellphone, Blackmore declined comment as a result of, he mentioned, he and the company had jointly entered into a nondisparagement settlement (to which he appears to be sticking a little greater strictly than HP).

And consequently it became that three greater executives left HP, which beneath Fiorina has lost --by the use of firings, resignations, and retirements--a noticeable number of its excellent individuals. right here's one indicator of what some individuals name the "mind drain": Of the eleven "direct reports" that Fiorina had in October 2003, one died and five others are gone. Michael Capellas, CEO of Compaq when the merger turned into finished, left early. Former HP employees can additionally, with out lots effort, listing another 20 smartly-positioned executives who have departed, a few of them going to competitors Dell and storage company EMC.

Fiorina does not agree, naturally, that there is been a brain drain. basically, she believes that one lesson she's realized whereas working HP is that she should have moved extra directly in ejecting definite people. Smartened up now, she says, "i would have executed them all faster. each adult that I've asked to depart, no matter if it be been clear publicly or now not, i would have accomplished quicker."

As 2005 begins, HP has no income forecasts on the desk. One reason behind staying away from them--as if there weren't at all times decent motives--is that the enterprise, together with company the usa commonly, is ready to run into the realm's most famous accounting requirement: the expensing of inventory alternatives, which is slated to start midyear. HP has all the time issued lots of alternate options. They had been at the beginning the ability wherein invoice Hewlett and Dave Packard ushered different employees into possession of the company. so they grew to become a part of the celebrated "HP way"--the caring, "bill and Dave" tradition that every so often leads americans to call HP "the church of Silicon Valley." The subculture has created anomalies at HP: dividends, for one, and a defined-benefit pension plan in a tech world that infrequently is aware of the term. The textile of HP has been demonstrated in fresh years, specially with the aid of the terminations of armies of individuals. but Fiorina says the tradition is vital to the success of the business and need to be preserved. So she expects to hold spreading alternate options deep into the ranks.

The business concedes, even though, that the brand new alternatives-expensing requirements will ax income by means of an volume that will be "fabric." As for what that may imply, HP's lately filed 10-k says that if the rules had been in location in 2004, gains would have fallen with the aid of over 20%, which with the aid of anyone's definition is cloth.

whatever the hit seems to be, it is a downer that HP can't prevent. The mighty task for the enterprise might be overcoming that vexing difficulty--and a lot more. Can it locate wealthy, new veins of earnings to mine and at the identical time grasp its aggressive floor with the agencies it has?

On one front, HP is pushing its digital know-how into client electronics (notwithstanding this is a competitive box if there ever was one). HP has, as an instance, with the aid of a ways the bestselling media core notebook, which is intended to substitute the lounge television and stereo. but the marketplace for that product is at the moment small, and in definite other buyer electronics areas, HP's efforts have in fact earned it some scorn. attempting to faucet into the music craze, it remaining 12 months begun promoting Apple iPods beneath the identify "iPod by HP." The suggestion struck some people as an affront to HP's honored popularity for innovation. In any adventure, the iPod by means of HP is never slated to be a type of coveted veins of profit. in line with Apple, HP accounted for simply 7%, or 320,000, of the 4,580,000 iPods shipped all through the Christmas season.

looking for prosperous lodes within the business area, and willing to settle for some startup losses, HP has been aggressively purchasing small software companies. this is a stream recognizing probably the most verities of selling to IT departments: After utility comes hardware, and after hardware comes functions. The capabilities said during this chain of concept are primarily the consumer guide type, able to being lucrative.

The other department of this business, less of a payer, is managed features, during which organizations outsource their IT departments or business methods. IBM is the champ of this extremely fragmented trade, but the Compaq merger has helped HP become a useful contender. TPI, a consulting organization that tracks outsourcers, says that closing year HP received about 7% of the contracts above $50 million in size, which put it No. 2 on the listing. however IBM become a runaway No. 1, at 15% share.

The situation with managed-functions contracts is that they're black bins whose profitability can also be ascertained handiest down the pike. Witness, for example, EDS's notorious losing contract with the Navy, which the company heralded at the deal's inception in 2000 however has considering wished it could simply deep-six. New contracts, in addition, on occasion levy heavy startup expenses of their own. it really is one intent HP's services fell in gains closing year.

An excessive difficulty about assessing the growth of a pc company in managed functions or anyplace within the enterprise world is that so tons of the evidence is anecdotal. P&G, for instance, loves the work that HP has performed for it on a ten-yr, $three billion outsourcing contract, a real prize for HP when it bought this enterprise in 2003. but the chief counsel officer of an even greater enterprise than P&G says that he can not see that HP has the world could--as IBM does--to take on his outsourcing work. Nor does he locate HP aggressive nowadays in storage items. And this CIO pointed out he did not know the senior HP salesperson who become masking his account--an observation that certainly disturbed Fiorina and Blackmore's replacement, Michael Winkler, when they'd it repeated to them.

in the conclusion it all comes returned to the final analysis, where HP's enterprise company, as we be aware of, has been floundering. bound, the buzzwords are out at HP: it's striving to convey a more robust "complete client experience" and to increase its "share of the pockets." however these are issues every other computing device enterprise is trying to do as smartly. in the meantime, all of the marketers operate in a world through which cost-rabid CIOs are more and more viewing their servers and PCs as commodities and enjoying off their suppliers towards each other. In two minutes of talk currently, one bigtime CIO expressed his admiration both for Fiorina--"She's dynamic! A lightning rod!"--and for a favourite can charge-chopping approach of his it's guaranteed to pressure executives like Fiorina nuts. The strategy leans on "reverse auctions," by which consumers solicit bids on their site for big portions of machines, using their price down sharply.

In almost everything that HP does these days, there is the shadow of Dell. it's a macho competitor within the server enterprise; it perpetually rolls out PCs; and now it is nastily there in the printer business. Making this most up-to-date assault, Dell had in mind defense: It has publicly spoke of that it wished to stay away from HP from freely using its printer earnings to make life elaborate for Dell in PCs. however just as a result of there turned into preemption at work here doesn't suggest that Dell is rarely absolutely determined to do smartly in printers. It has obviously perfect up for combat.

The HP govt most in the means of this onslaught is Vyomesh Joshi (known as "V.J."), head of the printing business and the newly named boss of PCs as well. Making a extremely standout managerial circulate, Fiorina promoted V.J. to run printers in 2001 from an extra spot within the division. The business was the uncontested market chief on the time, however he has since accelerated its operating profits by using a good looking 84%. Describing what she saw in V.J., Fiorina says he become "particularly passionate" about his work, a top quality that comes through when he talks.

a few of his work nowadays comprises pushing into copiers, the ground of Xerox and Canon. And within the enterprise enterprise, he's eager to construct sales within the large world of company printing. A statistic he loves to quote is that digital printing, which is the turf of HP, has most effective 4% of the overall printing company in the U.S, which continues to be an analog world. He goals to lift digital's share.

HP's traditional printer enterprise has a razor-and-razorblade appear: The plot is to get the printer into domestic or office, and from there on make hay promoting consumables. during this business, V.J. is banking on his division's recounted checklist as an innovator. however competitors comes from many angles. On one entrance he is facing companies who would want to hijack his consumables enterprise with the aid of selling cheaply priced remanufactured or deepest-label ink and toner cartridges, or without difficulty by refilling HP cartridges with ink. V.J. charges this bunch of marketers with purveying unreliable goods.

When the field receives to Dell, V.J. leans on emphatic opinions. First, he stresses how completely HP dominates the printer business: It shipped 47 million printers in 2004, in comparison with Dell's anticipated five million. That ratio will trade, of path. but V.J. thinks tensions will advance between Dell and Lexmark, its leading corporation of printer items, as the latter begins to resent how lots of the consumables company Dell is siphoning off (and in fact, analysts say there are tensions). right or incorrect, V.J. also contends that Dell's gadget of promoting with the aid of mail will no longer work smartly for printer cartridges.

within the conclusion this can also grow to be a combat between product innovation, which is what HP expects to convey to the birthday party, and business-mannequin innovation, which has made Dell, the speedy shipper of low-cost products, what it is. Let's simply say one thing: No remember the outcomes, the aggressive presence of Dell out there can not be first rate for HP. company would not work that manner.

in the midst of all the aggressive pressures bearing down on her, and in the combat of managing the unwieldy business she created, Carly Fiorina once in a while talks as if she sees a vision all her personal. She hauls it out in the opening strains of internal speeches, articulating her goal of creating HP "the realm's main know-how business." The ambition is a curiosity rouser since it implies that she has firmly in intellect what business at this time holds that title. however that turns out not to be real. There is never anyone business that suits the bill, she says. It could be IBM one vicinity and a few different business somewhere else.

however then, you wonder, if she would not understand who the chief is now, how would she be aware of whom HP has to circulate and when to declare victory? Oh, smartly, classify this as one of those aspirational issues that Fiorina wafts skyward now and then. The utility of the thought seems small, anyway: whatever it is, HP isn't presently close to being the realm's main technology business. ■


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Splunk App for NetApp Delivers Comprehensive Visibility into NetApp Data ONTAP Storage Systems | killexams.com real questions and Pass4sure dumps

SAN FRANCISCO--(BUSINESS WIRE)--Splunk Inc. (NASDAQ: SPLK), provider of the leading software platform for real-time operational intelligence, today announced version 2.0 of the Splunk® App for NetApp Data ONTAP, which provides comprehensive visibility into the operational health of NetApp Data ONTAP storage systems. The app correlates NetApp data with all other IT data in Splunk Enterprise for a central real-time view of key performance indicators across the entire IT infrastructure. Learn more about the Splunk App for NetApp Data ONTAP on the Splunk website and download the App today for free from the Splunk Apps website.

“The Splunk App for NetApp Data ONTAP provides an essential building block in data center infrastructure monitoring,” said Leena Joshi, senior director of solutions marketing, Splunk. “The app provides the ability to gain operational analytics relevant to NetApp data, such as those required for resource or capacity optimization and also enables end-to-end visibility and correlation across multiple technology layers with Splunk Enterprise.”

“NetApp Data ONTAP software delivers a unified storage platform for scalability and flexibility and features clustering capabilities to keep our customers’ business running nonstop,” said Glenn Rhodes, senior director, product marketing Data ONTAP, NetApp. “Splunk software complements existing NetApp OnCommand products and helps them correlate their storage infrastructure data with other technology tiers for reduced time to resolution and advanced analytics such as security intelligence and alert monitoring.”

Organizations Gain Comprehensive Operational Visibility

The Splunk App for NetApp Data ONTAP enables organizations to reduce problem investigation and resolution times, optimize storage resources and meet critical applications and storage SLAs through proactive monitoring of NetApp Data ONTAP systems. In addition, Splunk Enterprise enables organizations to correlate storage data with data from all other physical and virtual technology tiers.

“The Splunk App for NetApp Data ONTAP delivers cluster-mode performance metrics monitoring that Mentor Graphics has not been able to achieve previously,” said Lee Melvin, technical architect, Mentor Graphics. “The app provides useful insights into our NetApp environment. The real value for us is all the NetApp logs, configuration data and performance metrics the app exposes to Splunk software. We are creating customized reports and dashboards for operations, management and engineering much more easily than anything we could develop in-house.”

With the Splunk App for NetApp Data ONTAP, organizations can:

  • Visualize the operational health of NetApp Data ONTAP systems in both 7-Mode and Cluster-Mode with visibility to storage controllers, clusters, disk aggregates, volumes, logical unit numbers (LUNs) and qtrees.
  • Get real-time notification of important NetApp Data ONTAP events such as syslog and performance metrics for easy identification of anomalies across all storage systems.
  • Improve storage monitoring efficiency and proactively plan storage capacity allocation by customizing any of the built-in 30 reports.
  • Correlate data from NetApp Data ONTAP systems with data from applications, network, virtual and physical compute and OS infrastructure for enterprise-wide visibility with Splunk Enterprise.
  • Gain the ability to easily correlate data from Data ONTAP storage environment with Splunk App for VMware storage constructs.
  • Take a deeper dive into the Splunk App for NetApp Data ONTAP by reading “Using Splunk Enterprise to Gain Visibility into Your NetApp Storage” by Stela Udovicic, senior product marketing manager at Splunk, on Splunk Blogs.

    About Splunk Inc.

    Splunk Inc. (NASDAQ: SPLK) provides the leading software platform for real-time Operational Intelligence. Splunk® software and cloud services enable organizations to search, monitor, analyze and visualize machine-generated big data coming from websites, applications, servers, networks, sensors and mobile devices. More than 6,400 enterprises, government agencies, universities and service providers in over 90 countries use Splunk software to deepen business and customer understanding, mitigate cybersecurity risk, prevent fraud, improve service performance and reduce cost. Splunk products include Splunk® Enterprise, Splunk Cloud™, Splunk Storm®, Hunk™: Splunk Analytics for Hadoop and premium Splunk Apps. To learn more, please visit http://www.splunk.com/company.

    Social Media: Twitter | LinkedIn | YouTube | Facebook

    Splunk, Splunk>, Listen to Your Data, The Engine for Machine Data, Hunk, Splunk Cloud, Splunk Storm and SPL are trademarks and registered trademarks of Splunk Inc. in the United States and other countries. All other brand names, product names, or trademarks belong to their respective owners. © 2014 Splunk Inc. All rights reserved.


    Why Is Classroom Management Such a Problem for New Teachers? | killexams.com real questions and Pass4sure dumps

    flickr-antonio-martinez-classroom-stroke.jpg

    This past fall, Roxanna Elden, author of the book See Me After Class, offered teachers a lifeline. Aware that many teachers leave their jobs around Thanksgiving, she began offering what she called a Disillusionment Power Pack: an email subscription service that would send teachers constant notes of encouragement and reflection. As an NPR story noted at that time, Elden started with a simple statement: It's OK for new teachers to cry in their cars.

    The Disillusionment Power Pack sends an email almost every day to those who sign up. Throughout the course of a month, Elden offers reflections on such things as setting expectations and moments of failure. Now, after a little more than two months, more than 5,000 teachers have signed up for the Power Pack. Due to its popularity, Elden also wrote a follow-up for Hechinger offering support to those supporting teachers.

    Elden is an English teacher at Hialeah High School, in Florida. In addition to her aforementioned book, she also has a new children's book out, Rudy's New Human. Currently on maternity leave, Elden had some time over the holidays to talk with me about what she's learned from her email project, among other things. The interview has been lightly edited for length and clarity. 

    Education Week Teacher: In one email, you solicited feedback from readers asking them what they wanted to see you address, and the overwhelming response centered on classroom management. Why is that particular area such a thorn?

    Roxanna Elden: Someone told me when I was writing my book, "Just so you know, every single person who's thinking of buying this book is going to read the first couple pages, and then they're going to turn directly to classroom management."roxanna-elden.jpeg

    First of all, it's the most obvious issue in your class, right? We'd all like to be more data-driven or, name your goal, but if you can't get your kids to be quiet, that's a really in-your-face insult to your teaching and your own ego on a constant basis. But it's exhausting. So I think that's part of why.

    And I also just think most of what you do learn in training about classroom management is actually good information, which is why I think people have trouble getting past some of these soundbites. You know: 'Be consistent!' Yeah, you should be consistent. 'Give positive reinforcement!' Yeah, you should give positive reinforcement. But then, when you're actually a new teacher and you're facing this nonstop stream of judgment calls, sometimes you ask yourself, well, what would it mean to be consistent in this situation? And there are often two possible, contradictory answers.

    There's just a certain amount of teaching that I think you have to learn through trial and error, and I just feel like everyone has an incentive to bury that fact. You know, if you in any way are involved in training teachers, you're not going to say, "Yeah, teachers end up crying in their cars in October,' because it might be true and you have to deal with reality.

    You've argued in both the Power Pack and elsewhere that there are too many grand expectations on teachers. Where did you develop that mentality toward the teaching profession?

    When you're obsessed with one subject, which I am, and you talk about it for 10 years, you keep on trying to get to, "What's the one kind of thing I can say that will get down to the core? What's really itching me about this issue?" You can get accused of so many things as a teacher who pushes back on any of this "Freedom Writers" narrative. "What are you saying, that every teacher is good? We should never fire any of them?" Not really! You keep wanting to say no no no, that's not what I'm saying, I'm saying this, and eventually you get I think pretty good at isolating what you're trying to say.

    We want teachers to act in this superhero way. We encourage a lot of unhealthy habits, like not sleeping, like not taking care of your own needs as a human being, and acting like that's going to make you a better teacher, which I think is very disruptive. Then there's the media angle, with the hero teacher movies especially; I think it really encourages teachers to insult their more experienced colleagues. You're going to come in, you're going to fix everything because you really care? Well, what do you think these teachers who have been doing this 20 years are doing there if they don't care? That's a really bad way to go into a school and try to be a new teacher.

    In your emails, you make the case for teachers to have a "board of advisers." What's the difference between a board of advisers and a professional learning community?

    The best PLC would probably be a lot like a board of advisers, but PLCs are put together by people other than you; it would be put together at the school level. Is that right? The difference is you choose your own board of advisers. Your board of advisers, they need to know each other. They need to have some relationship with you. A PLC is great, it's just a different thing.

    Having a whole board is good because sometimes teachers need more than just a mentor, right? Especially if they don't have a good mentor.

    My mentor was great, so I don't know this from personal experience. But I definitely had friends who their mentor was the principal's best friend, and was kind of a spy in their classroom. My mentor taught a pretty different group of kids than I did, so we taught the same subject matter, but there was a lot that I couldn't use for my classroom.

    Also, I thought teachers can define their own PLCs, but maybe that's one of those terms with no agreeable definition.

    There are so many of those in education.

    Did you hear from any teachers who still hung it up after subscribing to your emails?

    I heard from a lot of people, and the majority was "Thank you, this is exactly what I have been thinking, I thought I was the only one." But I do think one person did say she was going to leave teaching—and I think she might have gotten fired—but that happens, right? You have 5,000 people reading your emails, they're going to have 5,000 different experiences.

    Besides classroom management, what did you hear about the most?

    Problems with administrators. And I don't know if that's necessarily because that's the main second issue, but I think it's the main issue where they're really stuck and they don't know what else to do. They probably can't talk to anyone else in their school building about it.

    There are some bad principals out there. I don't know exactly what teaching is like if you get stuck with that one. The main thing I tell people is that there is a decent chance that a bad first year does not mean that you're not cut out to be a teacher. If the only thorn is a school administrator, you don't necessarily have proof that it's you and not the administrator that's the problem.

    How close were you in your first year of teaching to quitting?

    I don't really think I was close to quitting, because I was one of those people that wanted to be a teacher since high school, and I just ... that wasn't what I was going to do. I wouldn't have known what else to with my life besides teaching.

    Are you a believer in New Year's resolutions?

    Not really. I'm not a big believer in the power of our best intentions, if that makes sense. I feel like your best intentions wear off very quickly when you get very tired. A New Year's resolution probably has the best chance of working if you've really given some thought to how you act when you're not in resolution mode. So if you get tired at 8 o'clock every night and you are able to plan around that, you're better off. You have a better chance. But I don't make them.

    What advice might you offer for a teacher who's just coming out of their own winter break then?

    I am a very big believer in second-half-of-the-year resolutions for new teachers. I don't think that's a New Year's resolution. That's a real if-I-had-known-then-what-I-know-now-I-could-do-better thing, and you really can make some changes in your classroom in January.

    I think the most important thing to know is if you're going to make big plans, and if they go 80 percent as well as you thought they would, then you're doing great; you can give yourself a big pat on the back.

    But second of all, I think teachers are better off, instead of giving themselves this big pep talk about how they're going to be better at everything than they were at the beginning of the year—this time I'm going to keep up with grading, and this time I'm going to make sure the color-coded folders are filled out by Thursday night instead of Friday morning—you might be better off saying, "How can I simplify my grading, and how can I not color code my folders?" And just do something that's more basic and more easy to keep up with.

    Give an incentive for kids to remind you. One example of something I did in January of my first year: I had a real problem remembering to send the attendance card to the office—which is obviously not how it works anymore—and I would feel bad. They really needed them by 9:30, so I would get a call. But my brain was so chaotic and I kept forgetting to do that. So in the second half of the year, instead of me just saying I'm going to be better at this, I realized if I made it a contest where the kid who reminded me to take the attendance cards would get to go down the hall and take them, [that would help]. And it was just the simplest little tweak, and I never forgot the attendance cards again. Something like that where you can figure out how to work around your weakness instead of just resolving to not be weak, I think you're better off.

    Follow Roxanna on Twitter: @RoxannaElden

    Top image via Antonio Martínez/Flickr Creative Commons

    More on teacher mental health and support:


    Baggage Check Live: "Things No One Told You About Parenting" | killexams.com real questions and Pass4sure dumps

    No result found, try new keyword!I think part of the problem here is that kids have a wide spectrum of abilities ... professionally-- and then there are kids who would rather sit in a corner getting nonstop shots for eight hours rath...


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    HP HP0-A16 Exam (NonStop Himalaya Problem Management and Resolution) Detailed Information



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