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HP2-N27 - Functional Testing/QTP 11 ASE Upgrade(R) - Dump Information

Vendor : HP
Exam Code : HP2-N27
Exam Name : Functional Testing/QTP 11 ASE Upgrade(R)
Questions and Answers : 37 Q & A
Updated On : October 19, 2018
PDF Download Mirror : [HP2-N27 Download Mirror]
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HP2-N27 Questions and Answers

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HP2-N27 Functional Testing/QTP 11 ASE Upgrade(R)

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HP2-N27 exam Dumps Source : Functional Testing/QTP 11 ASE Upgrade(R)

Test Code : HP2-N27
Test Name : Functional Testing/QTP 11 ASE Upgrade(R)
Vendor Name : HP
Q&A : 37 Real Questions

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Perfecto mobile Releases industry’s First end-to-end mobile trying out Extension for HP ALM | killexams.com Real Questions and Pass4sure dumps

Boston, MA, 2011 (PRWEB) November 28, 2011

Perfecto mobile, a world issuer of cloud-based trying out, automation and monitoring options for cell functions, these days announced the provision of an stronger edition of its MobileCloud for QTP answer, developed in collaboration with HP. officially launched at HP find in June 2011, this is the industry's first single thoroughly integrated answer for mobile testing automation inside HP ALM, and has already been deployed via leading enterprises and equipment integrators since.

in line with feedback from business consumers the usage of the initial edition of MobileCloud for QTP, Perfecto cell has launched a new edition featuring deep, end-to-conclusion integration with several add-ons within the HP ALM suite:

  •     more advantageous assist for QTP objects – Core-stage integration with QTP, including native QTP scripting, absolutely built-in UI and stories and support for QTP objects. Testers can now take potential of the strong and familiar QTP workflow for effective cellular testing.
  •     Seamless integration with HP LoadRunner – the integration of MobileCloud for QTP with HP LoadRunner allows for organisations to conduct efficiency trying out for mobile, alongside their purposeful QTP testing, in a unified and built-in environment. users can now execute real efficiency testing in line with LoadRunner's existing cell protocol capabilities along with the means to execute reference valued clientele the use of actual contraptions in the cloud. clients common with LoadRunner improvement from a near-zero getting to know curve with the intention to function mobile performance testing.
  •     wealthy challenge management capabilities – version three.7 presents more desirable mission administration the use of HP fine center and BPT. corporations wishing to manage their mobile trying out initiatives in QC can do so with full control and a hundred% compatibility to average QC operations. business approaches and QTP-based scripts can also be initiated at once from QC with full repository, dataset and parameter controls.
  • "through its deep integration with the HP ALM atmosphere, MobileCloud for QTP edition three.7 gives organizations with a complete and entirely built-in cell ALM answer that meets all their mobile application trying out needs," said Eran Yaniv, CEO of Perfecto cell. "end-to-conclusion, seamless integration allows for computerized practical and regression checking out in keeping with QTP, performance checking out via LoadRunner, and finished management by way of pleasant core to be sure a constant and repeatable cellular trying out method."

    With appreciate to its product roadmap, Perfecto mobile has also introduced that it may be enhancing its highest quality-in-classification MobileCloud expertise in late this fall to help a lot of emulators. This effective functionality will supply builders the flexibleness to transition smoothly from emulators to actual devices within the identical checking out atmosphere, in both computerized and guide trying out scenarios.

    "We recognize the need for emulators as a price-helpful checking out tool in definite phases of the utility lifecycle, above all in the early degrees of building," said Yaniv. "The addition of emulators to the MobileCloud will allow us to offer a hybrid strategy that combines manual and automatic testing, the use of both emulators and true instruments, for streamlined cell application checking out."

    About MobileCloud for QTPMobileCloud for QTP is a complete and seamlessly integrated mobile extension for HP ALM. It offers native QTP scripting and circulate manage at the side of Perfecto cell’s comprehensive cloud-based automated cellular trying out expertise. This leap forward solution makes it possible for organisations to charge-conveniently prolong their purposeful and performance testing to mobile. Full integration with the HP ALM suite (e.g., HP pleasant core and HP LoadRunner) enables for centralized test management across the organization.

    About Perfecto MobilePerfecto cellular is a world provider of cloud-based mostly testing, automation and monitoring solutions for mobile functions and sites. Our MobileCloud™ Platform allows for developers and testers to entry and handle real cell instruments related to are living networks everywhere. Perfecto cell and HP have collaborated to boost a fully integrated answer for computerized checking out of cellular applications within QTP, enabling organizations to naturally extend their present HP practical and efficiency trying out to guide mobile utility building. For extra suggestions about Perfecto mobile, please consult with http://www.perfectomobile.com. comply with us on our Twitter, weblog and be a part of our cellular testing middle of Excellence neighborhood on LinkedIn.

    ###

    study the entire story at http://www.prweb.com/releases/QTP/mobile/prweb8991358.htm


    What Makes Singer and Williams's Reimagined 911 So Wild | killexams.com Real Questions and Pass4sure dumps

    IT’S LIKE one of those UNSETTLING dreams the place everything appears prevalent but nothing makes experience: The automobile is undoubtedly a Porsche 911, instantly recognizable to critical students of the marque as a 964, made from 1989 to 1994. however the particulars don’t compute. additional-vast black fenders had been crudely riveted to tatty darkish-blue bodywork in an effort to clear deep-dish Fuchs-vogue middle-lock wheels, which exist most effective in the fevered creativeness of Porsche lovers. The white ducktail fits the roof’s color, nonetheless it belongs on a ’seventy three Carrera RS 2.7, no longer a 964. pink zip ties serve as door pulls, and aluminum sound-deadening tape is slathered in all places the unfinished interior. The automobile appears less like one among Magnus Walker’s Outlaw 911s than Dr. Frankenstein’s personal hot rod.

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    however things get in fact weird when the automobile is unleashed on a look at various music at a former RAF bomber-working towards base in South East England. At idle, the induction noise, fan whir, and boxer clatter are exactly what you’d expect from an air-cooled flat-six. but as revs construct, the engine observe grows sharper and crisper, like a full-tilt Porsche race engine from the late Sixties or a modern 911 RSR at Le Mans. The wail sounds like what you’d get in case you crossed Hans Mezger’s sanctified flat-six with—heresy of heresies!—a Colombo Ferrari V12.

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    Come to discover, the 4.0-liter engine makes 500 hp and spins to 9300 rpm, because of a four-valve head.

    here's when Carrera cognoscenti bolt unsleeping. as a result of Porsche not ever put a 4-valve air-cooled engine into creation. No, that was the dream of the folks at Singer automobile Design, the Southern California outfit that already restores mind-blowing, “reimagined” 964s tricked out to the rate of $500,000-plus. for their new venture, dubbed DLS, for Dynamics and Lightweighting study, they enlisted Williams advanced Engineering—the highway-automobile aspect of the august British method 1 crew—to design and build the engine that Porsche under no circumstances developed itself.

    "We were worried concerning the engine," admits Mazen Fawaz, Singer’s managing director for the challenge, known as "Maz" to colleagues. "If it didn’t work out, what can we do then? i used to be additionally concerned that, however the 4-valve issue did work, the outcomes can be that we had an old 911 motor with respectable numbers, as opposed to something pleasurable or enjoyable. however I’ve been fully blown away with the aid of the engine. The lengths Williams went to to create lightweight however durable add-ons were simply off the charts. I think our valves per vehicle are $30,000. They’re straight out of system 1. You feel you’re doing 4000 rpm, and you’re basically doing 8700."

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    The engine is the center piece of a leave-no-lily-ungilded makeover of the 964. returned in California, business founder and inventive director Rob Dickinson reworked the body to optimize the aerodynamics whereas masterfully tweaking the long-lasting styling. And under the lovingly fashioned carbon-fiber shell, just about every bit aside from the original chassis has been refurbished, rethought, or replaced—suspension, gearbox, driveshaft, exhaust, oil lines, wiring harness, and the like, all the way down to the guidance wheel and the shelf in the trunk. The all-in retail cost can be $1.eight million, and the mission could be confined to seventy five cars.

    nowadays, on a blustery afternoon three months before the motor vehicle’s scheduled debut at the Goodwood festival of speed, in West Sussex, England, one of the crucial two DLS mules is being demonstrated on the Bicester Heritage song. a couple of dozen guys zipped into Williams team jackets are huddled across the motor vehicle, making an attempt to reside warm in the lee of rusting aircraft hangars once reserved for Spitfires and Blenheim bombers. Fawaz and Williams car-dynamics engineer Alan Clark, who helped advance the Exige S and Evora S for Lotus, pound across the makeshift circuit, evaluating every little thing from pedal suppose (respectable) to the take hold of take-up (wonderful).

    Clark scribbles notes on a sheet marked "6.01 Braking Attribute signal-Off," which has boxes for low-deceleration linearity, judder noise, straight-line steadiness, and the like. Engine fashion designer John Magee sternly warns Fawaz to preserve revs in investigate. but Fawaz can’t face up to temptation and lays into the throttle popping out of a second-apparatus nook, sending the rear end skittering throughout the tarmac.

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    "Feels good within the high-speed stuff but a bit squirrelly within the slower sections," Fawaz says after the run.

    "could be the dampers," Clark says.

    Fawaz is additionally involved about the shifter, which feels overly spring-loaded. "On the highway, it’s ok," he says. "however out right here, for those who birth hustling the automobile, I felt like i was going to damage it off. i wonder if this is going to be a problem."

    Clark nods noncommittally. "The car is normally evolving, so issues are changing all of the time," he says as Fawaz climbs back into the car. "The conception is to place the top-rated bits of each 911 during this car. there is now not purported to be anything intimidating concerning the managing. The motor vehicle is predictable, however that you can provoke it. We're of the philosophy that you use the [traction and stability-control] programs most effective when necessary. if you can force an English B street with one hand, that ability the car is working actually neatly."

    all the way through a late-afternoon run, Fawaz stops on the circuit. "Maz doesn't wish to play anymore, Magee jokes. however grins flip to frowns when it turns into obvious that the car has switched into limp-domestic mode. Magee plugs his computing device into the MoTeC records-logging gadget. "whatever's no longer satisfied," he murmurs as he scrolls via a thicket of squiggly strains. "It ought to be a sensor or anything. It’s no longer mechanical." Which is decent. however the team decides to name it a day to be protected.

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    The temper is distinctly upbeat as the crew packs their equipment. besides getting home earlier than expected, they’re encouraged through their growth. "We’re simply scratching the floor," Fawaz says. "however the signals are in reality respectable. The factor is operating cool, which become our greatest fret, and the relaxation of the automobile is taking form. What’s really vital to us is that it be enticing at any velocity, even parking. It’s bought to blow your intellect, even at idle."

    Or, in this case, even while it’s being loaded on a trailer.

    if you had been to attract a Venn diagram of the wealthiest motor vehicle collectors and probably the most delirious Porsche lovers, the intersection could be Singer shoppers. The enterprise lately achieved its a centesimal restoration, now mentioned as the "basic" rendition, and it’s taken commissions for 130 extra. but as the Singer-modified Porsches turn into extra, dare we are saying, plebeian, some owners asked Dickinson what he may do in the event that they offered the materials for him to flex his muscles.

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    like several lovers, Dickinson and Fawaz take pleasure in playing what-if video games. What if we made the automobile lighter? What if we made it extra powerful? What if we did what’s common in Porsche-communicate as a membership recreation? What if we created a latest tackle the 911 R, the legendary, restricted-version lightweight that Porsche unveiled in 1966?

    “The original 911 R was 850 kilos and 210 hp,” Dickinson spoke of. “Me and Maz said, ‘Ours is going to be 849 kilograms and 500 hp.’ That turned into the pub dialog. F*** it. It changed into going to be lighter, and it changed into going to be greater than twice as potent. Ten seconds later, this car changed into in my head. study what that you could do with 50 years of cloth science, engineering ability, design talents, computer-aided design, carbon fiber, magnesium, all the general stuff, and an understanding of our area—a philosophical figuring out, a social demographic understanding and a historical knowing—all wrapped up in lots of cash and enormous quantities of engineering ability.”

    Dickinson is sitting at his desk in the cavernous Singer design studio in sun Valley, an industrial outpost north of los angeles, observing at a widespread mannequin of the DLS change. In raw clay, unpainted and unadorned, the low-slung body appears at once elegant and predatory. Dickinson and design deputy Daniel Simon all started with the wheels—18-inch cast-magnesium BBSs—and worked up from there. subsequently, the stance is most suitable. apart from the cultured improvements, Dickinson is pleased with the purposeful enhancements. as an example, flush door glass and a remodeled roofline improved direct airflow back over the reprofiled ducktail to produce severe downforce, which is augmented by using the front splitter and rear diffuser. although the bodywork was derived from the Singer classic restoration, it incorporates wider, extra muscular fenders to clear the bigger tires.

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    The DLS project, for all its audaciousness, is a logical next step for Singer automobile Design. Dickinson founded the company a decade in the past with the aim, at once reverential and improbably ambitious, of rethinking the Porsche 911, arguably the realm’s most successful sports vehicle. The 964 turned into the best foundation, in view that donor cars were pretty low-cost and considerable and the air-cooled engine and basic form harked returned to the earliest 911s. Dickinson common a voluptuous carbon-fiber physique and interior, and the stock 247-hp engine turned into massaged to supply as much as 390 hp. The influence changed into a car that distilled the essence of the 911 whereas embodying Dickinson’s eccentric sensibility and a spotlight to detail.

    “We’re doing anything that’s very postmodern,” Dickinson says. “We’re taking a bit of Teutonic pragmatism—all about characteristic, with out a useless embellishment—and turning it into the most eye-catching 911 I’ve ever viewed. It’s some thing Porsche wouldn’t do. however here is us. here's me. here is California. here's 40 years of hindsight. at the identical time, we wanted to do whatever thing that in fact honored and celebrated the car. It became all the time a Porsche. It become never a Singer. It was our imaginative and prescient of a Porsche 911.”

    Dickinson and Fawaz are the yin and yang of the business. Dickinson, 53, a transplanted Brit who was as soon as the entrance man of the rock band Catherine Wheel, comes to work in shorts, black leather-based Adidas sneakers, and—his signature—a military cap. Fawaz, 43, a tech entrepreneur with a Marine-fashion haircut, was a Singer fan earlier than he joined the company in a administration means. both bonded over a keenness for Porsches, however they convey distinctive patterns and expertise to their collaboration. “Maz is all about dynamics and driver input,” says Alec Patterson, Williams’s senior program manager for the DLS. “Rob is all about the way it appears.”

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    Dickinson is an artist who refuses to cede inventive autonomy—frequently to the consternation of the development crew. “Rob designs anything desirable,” Fawaz says. “We rent very high priced guys to create a drawing of it, and it goes to extremely expensive engineers to work out the way it should still be made. Then we signal it off—and Rob changes it. I are looking to stab my eyes out. I need to stab his eyes out. He desires to stab his eyes out. The manner is so painful. but when Rob suggests me what he’s doing, i do know he’s correct.”

    nearly A DOZEN americans ARE stuffed into the lounge of Fawaz’s Spanish-vogue condominium in Santa Monica. Fawaz is the aspect man for the technical facet of the application. every morning, he wakes as much as locate about 50 emails from Williams and different European suppliers, and each day he participates in video conferences by the use of Webex to retain tabs on a number of concerns. So when the core of the Williams crew visits California for a infrequent stem-to-stern challenge review, they convene now not in the Singer office, however at Fawaz’s home.

    a large reveal and whiteboard were deploy for PowerPoint displays. a couple of group individuals have worked on creation-automobile courses for Ford and Jaguar, whereas others come from the Caterham and Toyota F1 groups. All of them seem to be the part. Fawaz by myself is dressed in California informal, sans socks, in a trendy cardigan over cargo shorts. He’s simply in regards to the best participant without an engineering degree, and he has no experience constructing production automobiles. Which is to claim, the man running the demonstrate is the one who knows the least about how the exhibit is meant to be run. And whereas this feels like a case of lunatics being in can charge of the asylum, it’s basically the secret to Singer’s not going success.

    commercial - continue reading beneath

    Most automobile classes coalesce round huge, multidisciplinary teams of designers, engineers, bean counters, regulatory consultants, and marketing experts who work together to establish knowledge patrons and determine the way to construct automobiles that can also be sold at a cost point and in huge ample numbers to make funds. valued clientele are a part of the equation most effective as conclusion users, no longer as members. but at Singer, the purchasers—Dickinson and Fawaz—are the bosses, and profits are a byproduct of the method, instead of the fundamental motivating aspect.

    “The reason we wish to run the company as a industrial success isn't to make some huge cash,” Fawaz says. “It’s so that it will hold doing the initiatives we need to do. it's very self-indulgent, and it be childish in a means. We're making a toy—a very expensive toy. We're simply fortunate that different americans love the same things that we do."

    An unintended final result of the Singer method is that the Dynamics and Lightweighting examine has avoided the pitfalls endemic to many production-motor vehicle projects. automotive background is littered with sensational concept cars that were dumbed down and cheapened out all through the development procedure, resulting in creation vehicles that endure pretty much no hint of their proposal. The DLS, by the use of distinction, has turn into more costly and unique all over the design, engineering, and manufacturing phases. So it now sports no longer just a four-valve engine, but additionally an all-new gearbox from Hewland. no longer simply lighter suspension accessories, but also reimagined multilink geometry. now not only a mainly calibrated motorsports anti-lock brake device from Bosch, however additionally Bosch-engineered traction control and electronic steadiness control.

    commercial - proceed studying below

    because the meeting at Fawaz's house progresses, the discussions get gradually deeper into the weeds—dyno figures, procurement issues, German certification, wintry weather trying out. youngsters Dickinson is never right here, he is a shadow presence hovering over each presentation. Chief engineer Jonathan Dean, ex-Caterham F1, just shakes his head during a chronic again-and-forth in regards to the quantity knob for the audio device. “in case you guys desire one, you should tell us now,” Patterson says, “as a result of we’re designing the harness at the moment.”

    “And Rob wishes it to appear wonderful,” somebody murmurs.

    all and sundry laughs. nonetheless it’s now not actually a comic story.

    the first assembly between Singer and Williams advanced Engineering turned into held in an antiseptic conference room at WAE’s state-of-the-paintings complex in Grove, in English horse nation, just south of Oxford. The Singer contingent turned into augmented by using two new individuals of the crew—professional racer Marino Franchitti and Chris Harris, the superstar journalist, former R&T contributor, and present appropriate equipment presenter—who have been to serve as development drivers. The discussion started predictably with technical questions posed through Williams engineers.

    It went off the rails when Dickinson unexpectedly declared, “The engine’s received to rev to eleven.” After an awkward pause, somebody counseled that the engine wasn’t prone to live to tell the tale with a redline of 11,000 rpm. Whereupon Dickinson questioned if purchasers could be given a different key that would permit them to spin the motor to 11 grand for an hour.

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    “He kept asserting, ‘It’s bought to rev to eleven. It’s got to rev to 11,’ ” Harris recollects. “You may see the Williams guys pondering, There’s something wrong right here. here's a spoof. It was amazing. At that factor, I knew the project would be striking, since it was so absurd. It turned into like Monty Python Decides to Make a motor vehicle.”

    The lofty technical aspirations baked into the DLS impressed a couple of Tier 1 suppliers—Bosch, Brembo, BBS, and Michelin, to identify a few—to improve bespoke components for the extremely-low-volume car. however making a four-valve head clearly promised to be essentially the most formidable aspect of the application. “Porsche chose not to pursue it, because a massive German conglomerate decided to do the good thing,” Dickinson says. “What changed into left on the table turned into a chance to take Hans Mezger’s principles to their herbal conclusion with a a bit open checkbook, which no person had been stupid ample to do.”

    commercial - continue reading under

    Williams entrusted the design to Magee, who’d amassed experience with high-revving air-cooled engines whereas engaged on grand-prix bikes for professional racer and crew proprietor Kenny Roberts. but Dickinson hedged his bets via enlisting the support of two Porsche legends—Mezger, the longtime engine wizard at Zuffenhausen, and Norbert Singer, the executive architect of 4 many years of Porsche motorsport domination. (despite his identify, Singer, the man, has no affiliation with Dickinson’s company.) Mezger and Singer handed along the fruits of their adventure when Magee began designing the engine.

    Bore-and-stroking 3.6-liter 964 engines to 4.0 liters changed into nothing new. Magee followed usual practice, with Nikasil-lined cylinders, cast pistons, and titanium rods. From the delivery, he knew cooling the engine turned into going to be his most daunting problem. Computational-fluid-dynamics evaluation allowed Williams to spec a bigger, extra effective magnesium cooling fan that saves 5 hp. but air-cooled engines use oil for cooling as well as lubrication, so twin head-installed oil-lubrication pumps have been delivered to complement the original unit within the block.

    To take skills of superior respiratory from the 4-valve aluminum head, Magee put lots of effort into enhancing the valvetrain. F1-style titanium valves and finger followers allow the engine to spin safely to stratospheric ranges. Magee says one “exuberant” driver over-revved the engine to 10,200 rpm throughout an early check with out inflicting hurt. The best catastrophic failures were suffered on the dyno, when the inventory timing chain failed. It’s considering the fact that been changed with an upgraded unit.

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    “We designed loads of headroom into the valvetrain, and vigor hasn’t peaked yet,” Magee says. “I’ve tried in reality complicated to guide that nice line between the all-out pursuit of efficiency and power to the detriment of the midrange and drivability. The energy is there where you need it, but the engine is reasonably docile unless you want it. Now, I’ve had guys exit on the track and say, ‘There’s a bit bit of a hole round 2000 rpm,’ and i’ll say, ‘dangle on. You’ve got a further 7000 to play with. Why are you down there? hold stirring the pot!’”

    The different area where Singer selected to make a tremendous exchange turned into the suspension. because of their rear-engine structure, 911s have all the time exhibited what are euphemistically described as “quirky” coping with characteristics—nonlinear steerage, low front-end grip, and a bent toward vicious oversteer. “if you happen to turn in, it feels like the again moves, but then it takes a collection and feels rather planted,” says Dean, a longtime Porsche proprietor who changed into the primary WAE employee to volunteer for the challenge. “So there’s that initial feeling of jumping throughout after which sitting stably. There are technologies now which are more suitable than long-established Porsche suspension. but Rob and Maz pushed us early on in no way to lose the consider of a 911.”

    Dean may have long gone with double wishbones and pushrods all around (as fellow Porsche tuner Ruf has finished with the newest CTR Yellow chicken) but involved that’d be inconsistent with the personality Singer become after. So he retained the hole cast-aluminum trailing fingers at the rear but reshaped them to change the geometry, widen the music, and make them lighter and extra adjustable. at the entrance, after lengthy kinematic evaluation, the lessen manage hands were changed by means of upper wishbones and a multilink setup. The result is transformational.

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    “This must be one of the exceptional driving experiences in the world,” Harris says. “The 250 GTO, the McLaren F1—that’s the stage of journey the group is aiming to provide. So it’s not about uncooked numbers and velocity and Nürburgring lap times. It’s about the way it appears and feels as an object. It’s about the way it feels behind the wheel and how it makes you consider as a driver. We’re coming near the end of the analog driving experiences in our lives. We need this to be a remaining hurrah to say, ‘Crikey, those issues have been first rate, weren’t they?’ ”

    IT’S AN IMPLACABLE certainty of motor vehicle building that work will continue unless times expires. So two days before the automobiles should be trailered to Goodwood, two separate crews are wrenching furiously on two these days accomplished—greater or much less—engineering prototypes. Dickinson continues to be making good sized alterations to EP1, an exquisite but static white reveal car that should be displayed over the weekend. Fawaz, in the meantime, is waiting to get his first force in EP2, which he and Franchitti will chauffeur up the hill right through the pageant of speed.

    commercial - proceed reading under

    Monday morning, when the test is scheduled to begin on the bumpy runways at a native airfield, the orange-pink EP2 continues to be on a carry, with oil being drained from the engine and sensors being recalibrated. The backside half of the body is covered, music-day-trend, with blue painter’s tape that makes the vehicle look like both an homage to the John Elway–period Denver Broncos or the world’s worst Gulf livery knockoff. The indoors is very nearly naked, and in its place of a standard instrument panel, a small MoTeC sprint has been hooked up to the correct of the uncovered shift linkage.

    It’s mid-afternoon by the time the motor vehicle is competent. The crew trundles out to regional Abingdon and parks on a taxiway. Clark does an installing run. When Fawaz gets his shot within the vehicle, he stalls the engine, prompting a lot of decent-natured hooting. After a couple of spirited runs up and down the runway, he pits and asks Clark, “What took place to the take hold of? You have to slip the sh** out of it. Which is first-class in a race automobile, however not on the highway.”

    I’m up subsequent. With open pipes, the automobile is ridiculously loud, however I forgo ear insurance plan to delight in the auditory overload. I blip the throttle. There seems to be no resistance; the engine revs as freely as a race automobile’s. I choose first gear and shudder off. The low-pitched growl, slightly bassy at low rpm, gives way to a sharper, cleaner wail. There’s no experience that the engine is attaining the height of the power curve, but I’m reluctant to take my eyes off the road to search for the tiny digital tachometer. So I stay up for Clark, sitting within the appropriate seat, to instant me to shift. Then I mat the throttle, and the vehicle leaps ahead. Into fourth gear and flat once more. The engine appears to be loving it as tons as i am. If the fuel reduce-out weren’t installed, I’d be tempted to spin it unless a piston sailed out the side of the block.

    commercial - continue analyzing below

    As I turn round for my ultimate blast down the runway, I boot the throttle and gently kick out the tail. If Clark weren’t by means of my facet, and if there weren’t a bunch of guys on the taxiway ready to pulverize me if I damage the vehicle, i would fortunately turn donuts. as a substitute, I readily capture the rear end with the short, hydraulic guidance and keep the throttle pinned except Clark indicators that I’m done for the day. My ears are ringing when I climb out.

    returned on the store, the group finds a four-valve engine established on a stand near an meeting bay. here's the engine that might be displayed at Goodwood, comprehensive cosmetically however missing most of its internals—a flat-six engine as a piece of paintings, instead of a masterpiece of commercial design. Dickinson is standing 10 feet away, watching at it with pretty much trance-like intensity. A minute passes. Then an extra. He walks thoughtfully across the engine, researching it from different angles, relocating in for nearer looks. This, I imagine, is how Michelangelo gazed at his David, making an attempt to decide if the marble was ideal or still needed a couple of finishing touches.

    “The fan looks the company, doesn’t it?” Dickinson murmurs. With its polished aluminum nostril cone, magnesium blades, and carbon-fiber shroud, the fan seems like a steampunk artifact by way of the Porsche 919 Hybrid software. unbelievable because it is, the assembly looks subdued in comparison with the over-the-right touches in the interior of the exhibit car. The instrument gauges are jewel-like, and the gold trim on the tachometer turned into applied by using a agency to Bugatti. The customized-embroidered seats—which Dickinson could have retrimmed earlier than the car is distributed to Goodwood—are so ornate, they rarely seem proper for exact use. Even the interior of the front trunk is complete to a museum-first-rate regular of excellence.

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    Philosophically, there’s a disconnect between the opulence of the indoors and the spirit of the naked-bones 911 R that impressed the DLS task. the burden saved through touches comparable to a hole power-shaft, magnesium-and-titanium shift linkage, and roll-up home windows is counterbalanced via the sybaritic cockpit. however the Singer mantra, etched into the show automobile’s aluminum door sill, is that “every little thing is important.” Ever seeing that he all started the company, Dickinson has rejected the concept that Singer had to present a binary choice between attractiveness and efficiency. The DLS takes the fashioned Singer conception—turning a antique 911 into a utterly up to date basic—to a level certainly not imagined earlier than and, frankly, not likely to be matched again.

    The next morning, Franchitti arrives at the store for his shakedown run at Abingdon in EP2, which is being equipped with indoors trim in practise for Goodwood. He’s just returned from Germany, where he validated two generations of Audi method E vehicles, and he’ll be driving the DLS-modified automobile up the hill over the weekend. He tells Fawaz, “I bought up at three o’clock this morning. I’m so excited to power this car.”

    “seems like you’re going to need to wait ages,” Fawaz says.

    “I’ve been ready three years. i will be able to wait a long time longer.”

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    purchasers will have to wait longer nonetheless. the first vehicle gained’t be delivered except early next 12 months. alas, other than the 75 house owners, infrequently any one will get an opportunity to pattern the DLS change. but the motor vehicle-man soul should still be nourished via the competencies that Singer, towards all rational analysis, is behind a computing device that speaks so profoundly to Porsche fans. although it’s impossible to call a modified 964 the optimum 911, the DLS distills the elementary spirit of Porsche even as it sets new benchmarks for performance and luxury. As Dickinson says, with an impish grin, “the area is a better vicinity, I suppose, for our last three years’ work.”


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    Monday 30 October 2017

    Volution Group plc

    Annual Report and Accounts 2017 and Notice of Annual General Meeting

    Volution Group plc ('Volution' or the 'Company', LSE: FAN), a leading supplier of ventilation products to the residential and commercial construction markets, announces that following the release by Volution on 10 October 2017 of the Company's Preliminary Results Announcement for the year ended 31 July 2017, it has today posted and made available to shareholders on its website, http://www.volutiongroupplc.com/the documents listed below:

    · Annual Report and Accounts 2017

    · Notice of Annual General Meeting 2017

    · Form of Proxy for the Annual General Meeting 2017

    Copies of these documents are also being submitted to the National Storage Mechanism and will shortly be available for inspection at: http://www.hemscott.com/nsm.do

    The Company's Annual General Meeting will be held at 12.00 noon on Wednesday 13 December 2017 at the offices of Norton Rose Fulbright LLP, 3 More London Riverside, London SE1 2AQ.

    A condensed set of financial statements and information on important events that have occurred during the year ended 31 July 2017 and their impact on the financial statements, were included in the Company's Preliminary Results Announcement made on 10 October 2017, which is available on the Company's website referred to above. That information together with the information set out below in the appendices to this announcement (which is extracted from the Annual Report and Accounts 2017), constitute the material required by Disclosure Guidance & Transparency Rule 6.3.5(2)(b) which is required to be communicated to the media in full unedited text through a Regulatory Information Service. This announcement is not a substitute for reading the full Annual Report and Accounts 2017.

    - ends -

    Enquiries:

    Volution Group plc

    Michael Anscombe, Company Secretary +44 (0) 1293 441662

    Note to Editors:

    Volution Group plc (LSE: FAN) is a leading supplier of ventilation products to the residential and commercial construction markets in the UK, the Nordics and Central Europe.

    The Volution Group operates through two divisions: the Ventilation Group and the OEM (Torin-Sifan) division. The Ventilation Group consists of 13 key brands - Vent-Axia, Manrose, Diffusion, National Ventilation, Airtech, Breathing Buildings, Fresh, PAX, VoltAir System, Welair, inVENTer, Brüggemann and Ventilair, focused primarily on the UK, the Nordic and Central European ventilation markets. The Ventilation Group principally supplies ventilation products for residential and commercial ventilation applications. The OEM (Torin-Sifan) division supplies motors, fans and blowers to OEMs of heating and ventilation products for both residential and commercial construction applications in Europe.

    For more information, please go to: www.volutiongroupplc.com

    Legal Entity Identifier: 213800EPT84EQCDHO768

    APPENDICES

    Appendix A: Directors' Responsibility Statement

    The following Directors' Responsibility Statement is extracted from page 88 of the Annual Report and Accounts 2017 and is repeated in this announcement solely for the purpose of complying with DTR 6.3.5 (2) (b). The statement relates to the full Annual Report and Accounts 2017 and not the extracted information contained in this announcement:

    The Directors are responsible for preparing the Annual Report and the Group and parent company financial statements in accordance with applicable law and regulations.

    Company law requires the Directors to prepare Group and parent company financial statements for each financial year. Under that law they are required to prepare the Group financial statements in accordance with IFRS as adopted by the EU and applicable law and have elected to prepare the parent company financial statements in accordance with IFRS as adopted by the EU.

    Under company law the Directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Group and parent company and of their profit or loss for that period. In preparing each of the Group and parent company financial statements, the Directors are required to:

    select suitable accounting policies and then apply them consistently;

    make judgements and estimates that are reasonable and prudent;

    state whether the Group and parent company financial statements have been prepared in accordance with IFRS as adopted by the EU; and

    prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Group and the parent company will continue in business.

    The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the parent company's transactions and disclose with reasonable accuracy at any time the financial position of the parent company and enable them to ensure that its financial statements comply with the Companies Act 2006. They have general responsibility for taking such steps as are reasonably open to them to safeguard the assets of the Group and to prevent and detect fraud and other irregularities.

    Under applicable law and regulations, the Directors are also responsible for preparing a strategic report, directors' report, directors' remuneration report and corporate governance statement that complies with that law and those regulations.

    The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company's website. Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

    We confirm that to the best of our knowledge:

    • the financial statements, prepared in accordance with the applicable set of accounting standards, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Group and the undertakings included in the consolidation taken as a whole; and

    • the Strategic Report and the Directors' Report include a fair review of the development and performance of the business and the position of the issuer and the undertakings included in the consolidation taken as a whole, together with a description of the principal risks and uncertainties that they face; and

    • the Annual Report, taken as a whole, is fair, balanced and understandable and provides the information necessary for shareholders to assess the Company's performance, business model and strategy.

    By order of the Board

    Ronnie George

    Chief Executive Officer

    10 October 2017

    Ian Dew

    Chief Financial Officer

    10 October 2017

    Appendix B: Principal Risks and Uncertainties

    The following is extracted from pages 32 to 37 of the Annual Report and Accounts 2017 and is repeated in this announcement solely for the purpose of complying with DTR 6.3.5 (2) (b). The information relates to the full Annual Report and Accounts 2017 and not the extracted information contained in this announcement:

    The Board is committed to protecting and enhancing the Group's reputation and assets, while safeguarding the interests of shareholders. It has overall responsibility for the Group's system of risk management and internal control.

    The Group's businesses are affected by a number of risks and uncertainties. These may be impacted by internal and external factors, some of which we cannot control. Many of the risks are similar to those found by comparable companies in terms of scale and operations.

    The risks and uncertainties facing the Group have also been considered in the context of the UK leaving the European Union. Whilst negotiations continue between the UK and the European Union, it is still too early to judge the long-term implications, and at the current time we consider that the principal risks affecting the Group are unchanged. The Board will, however, continue to closely monitor market conditions and will react accordingly.

    Our approach

    Risk management and maintenance of appropriate systems of control to manage risk are the responsibilities of the Board and are integral to the ability of the Group to deliver on its strategic priorities. The Board has developed a framework of risk management which is used to establish the culture of effective risk management throughout the business by identifying and monitoring the material risks, setting risk appetite and determining the overall risk tolerance of the Group. This framework of risk management has been enhanced this year and additional processes have been introduced across the Group which will assist the Board to monitor and assess the principal risks throughout the year. In addition, to enhance risk awareness, embed risk management and gain greater participation in managing risk across the Group, a programme of employee communication commenced during the year.

    The Group's risk management systems are monitored by the Audit Committee, under delegation from the Board. The Audit Committee is responsible for overseeing the effectiveness of the internal control environment of the Group.

    BDO LLP (BDO) continued to act in the capacity of internal auditor and provide independent assurance that the Group's risk management, governance and internal control processes are operating effectively. BDO continued to act in this capacity throughout the financial year ended 31 July 2017.

    Identifying and monitoring material risks

    Material risks are identified through a detailed analysis of individual processes and procedures (bottom-up approach) and a consideration of the strategy and operating environment of the Group (top-down approach).

    The risk evaluation process begins in the operating businesses with a biannual exercise undertaken by management to identify and document the significant strategic, operational, financial and accounting risks facing the businesses. This process ensures risks are identified and monitored and management controls are embedded in the businesses' operations.

    The risk assessments from each of the operating businesses are then considered by Group management, which evaluates the principal risks of the Group with reference to the Group's strategy and operating environment for review by the Board.

    Our principal risks and uncertainties

    The UK Corporate Governance Code (the Code) states that the Board is responsible for determining the nature and extent of the principal risks it is willing to take in achieving its strategic objectives and that it should maintain sound risk management and internal control systems. In accordance with provision C.2.1 of the Code, the Directors confirm that they have carried out a robust assessment of the principal risks facing the Group, including those which would threaten the business model, future performance, solvency or liquidity.

    Set out in this section of the Strategic Report are the principal risks and uncertainties which could affect the Group and which have been determined by the Board, based on the robust risk evaluation process described above, to have the potential to have the greatest impact on the Group's future viability. These risks are similar to those reported last year, although with some movement on the direction of the perceived risk. For each risk there is a description of the possible impact of the risk to the Group, should it occur, together with strategic consequences and the mitigation and control processes in place to manage the risk. This list is likely to change over time as different risks take on larger or smaller significance.

    Risk

    Impact

    Strategic consequence

    Likelihood

    Potential impact

    Risk Direction

    Mitigation

    Economic risk including the UK exit from the EU.

    A decline in general economic activity and/or a specific decline in activity in the construction industry, including, but not exclusively, an economic decline caused by the UK leaving the European Union.

    Demand for our products serving the residential and commercial construction markets would decline. This would result in a reduction in revenue and profitability.

    Our ability to achieve our ambition for continuing organic growth would be adversely affected.

    Possible

    High

    Stable

    Trading patterns during the year have remained stable including any which may be attributed to the decision to leave the EU.

    Geographic spread from our international acquisition strategy helps to mitigate the impact of local fluctuations in economic activity.

    New product development, the breadth of our product portfolio and the strength and specialisation of our sales forces should allow us to outperform against a general decline.

    We are heavily exposed to the RMI market, which is more resilient to the effects of general economic decline affecting the construction industry. This remains true even under current circumstances where conditions specific to the public RMI market mean that our sales in that sector have recently declined.

    Our business is not capital intensive and our operational flexibility allows us to react quickly to the impact of a decline in volume.

    Acquisitions.

    We may fail to identify suitable acquisition targets at an acceptable price or we may fail to complete or properly integrate the acquisition.

    Revenue and profitability would not grow in line with management's ambitions and investor expectations.

    Failure to properly integrate a business may distract senior management from other priorities and adversely affect revenue and profitability.

    Financial performance could be impacted by failure to integrate acquisitions and to secure possible synergies.

    Our strategic ambition to grow by acquisition may be compromised.

    Possible

    Medium

    Stable

    We continue to implement our strategy, completing two acquisitions during the year.

    The ventilation industry in Europe is fragmented with many opportunities to court acquisition targets.

    Senior management has a clear understanding of potential targets in the industry and a track record of ten acquisitions over the past five years.

    Management is experienced in integrating new businesses into the Group.

    Our policy of rigorous due diligence prior to acquisition and a structured integration process post acquisition has been maintained.

    Foreign exchange risk.

    The exchange rates between currencies that we use may move adversely.

    The commerciality of transactions denominated in currencies other than the functional currency of our businesses and/or the perceived performance of foreign subsidiaries in our Sterling-denominated consolidated financial statements may be adversely affected by changes in exchange rates.

    Our ambition to grow internationally through acquisition exposes us to increasing levels of translational foreign exchange risk.

    Likely

    Medium

    Increasing.

    Our policy on foreign currency risk has remained unchanged.

    Our exposure to the translation effect of foreign earnings has increased following the acquisition of VoltAir System in Sweden during the year.

    Significant transactional risks are hedged by using forward currency contracts to fix exchange rates for the ensuing financial year.

    Revaluation of foreign currency-denominated assets and liabilities is partially hedged by corresponding foreign currency bank debt.

    IT Systems including cyber breach.

    We may be adversely affected by a breakdown in our IT systems or a failure to properly implement any new systems.

    Failure of our IT and communication systems could affect any or all of our business processes and have significant impact on our ability to trade, collect cash and make payments.

    We could temporarily lose sales and market share and could potentially damage our reputation for customer service.

    Possible

    Medium

    Increasing

    We believe there is an increasing risk as the frequency and sophistication of cyberattacks on businesses has been increasing.

    Disaster recovery and data backup processes are in place, operated diligently and tested regularly.

    A significant Enterprise Resource Planning system upgrade is underway for several key sites, managed by a dedicated team of experienced senior employees from the business. A disaster failover site has been implemented.

    We have a three-layered system of network security protection against cyberattack or breaches of security. This infrastructure is maintained to withstand the increasingly sophisticated worldwide cyber threats. We also undertake regular cyber security testing.

    Customers.

    A significant amount of our revenue is derived from a small number of customers and from our relationships with heating and ventilation consultants. We may fail to maintain these relationships.

    Any deterioration in our relationship with a significant customer could have an adverse significant effect on our revenue from that customer.

    Our organic growth ambitions would be adversely affected.

    Possible

    Medium

    Stable

    Our underlying risk of losing the revenue of any one customer continues unchanged; however, our recent acquisitions have further served to diversify our customer base.

    We have strong brands, recognised and valued by our end users, and this gives us continued traction through our distribution channels and with consultants and specifiers.

    We have a very wide range of ventilation and ancillary products that enhance our brand proposition and make us a convenient 'one‑stop-shop' supplier.

    We continue to develop new and existing products to support our product portfolio and brand reputation.

    We provide an excellent level of customer service.

    Legal and Regulatory environment.

    Changes in laws or regulation relating to the carbon efficiency of buildings, the efficiency of electrical products, or compliance may change.

    The shift towards higher value-added and more energy-efficient products may not develop as anticipated resulting in lower sales and profit growth.

    If our products are not compliant and we fail to develop new products in a timely manner we may lose revenue and market share to our competitors.

    Failure to manage certain compliance risks adequately could lead to death or serious injury of an employee or third party, and/or penalties for non-compliance in health and safety, anti-bribery, data protection or competition law.

    Our organic growth ambitions may be adversely affected.

    We may need to review our acquisition criteria to reflect the dynamics of a new regulatory environment.

    We may have to redirect our new product development activity.

    Possible

    Medium

    Stable

    There has been no significant new legislation or regulation, or changes to current legislation or regulation, which has had, or could have, a material impact on the business.

    We participate in trade bodies that help to influence the regulatory environment in which we operate and as a consequence we are also well placed to understand future trends in our industry.

    We are active in new product development and have the resource to react to and anticipate necessary changes in the specification of our products.

    We employ internal specialist expertise, supported where needed by suitably qualified and experienced external providers. Local operational compliance audits are undertaken.

    We have training and awareness programmes in place such as health and safety and anti-bribery. We have a whistleblowing hotline managed by an independent third party providing employees with a process to raise non-compliance issues.

    Supply chain and raw materials.

    Raw materials or components may become difficult to source because of material scarcity or disruption of supply.

    Sales and profitability may be reduced during the period of constraint.

    Prices for the input material may increase and our costs may increase.

    Organic growth may be reduced.

    Our product development efforts may be redirected to find alternative materials and components.

    Unlikely

    Medium

    Stable

    Our pattern of purchasing and relationships with our long-term supplier base remains unchanged.

    Our policy of ensuring a resilient supply base remains a priority.

    We establish long-term relationships with key suppliers to promote continuity of supply and where possible we have alternative sources identified.

    Innovation.

    We may fail to innovate commercially or technically viable products to maintain and develop our product leadership position.

    Scarce development resource may be misdirected and costs incurred unnecessarily.

    Failure to innovate may result in an ageing product portfolio which falls behind that of our competition.

    Our organic growth ambitions depend in part upon our ability to innovate new and improved products to meet and create market needs. In the medium term, failure to innovate may result in a decline in sales and profitability.

    Possible

    Low

    Stable

    We continue to demonstrate innovation with new product launches, and a number of awards were received during the year.

    Our product innovation is driven by a deep understanding of the ventilation market and its economic and regulatory drivers. The Group starts with a clear marketing brief before embarking on product development.

    People.

    Our continuing success depends on retaining key personnel and attracting skilled individuals.

    Skilled and experienced employees may decide to leave the Group, potentially moving to a competitor.

    Any aspect of the business could be impacted with resultant reduction

    in prospects, sales and profitability.

    Our competitiveness and growth potential, both organic and inorganic, could be adversely affected.

    Possible

    Low

    Stable

    There have been no significant changes to the supply and retention of quality employees.

    Regular employee appraisals allow two-way feedback on performance and ambition.

    A Management Development Programme was initiated in 2013 (with the latest to be launched in late 2017) to provide key employees with the skills needed to grow within the business and to enhance their contribution to the business.

    The Group aims to reward and incentivise employees competitively.

    Appendix C: Related Party Transactions

    The following description of related party transactions involving the Company and its subsidiaries during the financial year ended 31 July 2017 is extracted from page 137 of the Annual Report and Accounts 2017 and is repeated in this announcement solely for the purpose of complying with DTR 6.3.5 (2)(b):

    Transactions between Volution Group plc and its subsidiaries, and transactions between subsidiaries, are eliminated onconsolidation and are not disclosed in this note. A breakdown of transactions between the Group and its related parties is disclosedbelow. No related party loan note balances exist at 31 July 2017 or 31 July 2016.

    There were no material transactions or balances between the Company and its key management personnel or members oftheir close family. At the end of the period, key management personnel did not owe the Company any amounts.

    The Companies Act 2006 and the Directors' Remuneration Report Regulations 2013 require certain disclosures of Directors' remuneration.The details of the Directors' total remuneration are provided in the Directors' Remuneration Report (see pages 67 to 84).

    Compensation of key management personnel

    2017

    2016

    £000

    £000

    Short-termemployeebenefits

    2,714

    2,292

    Share-basedpaymentchange(seenote32)

    512

    389

    Total

    3,226

    2,681

    Key management personnel is defined as the CEO, the CFO and the ten (2016: nine) individuals who report directly to the CEO.



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