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Pass4sure 000-876 Dumps with Real Questions & Practice Test
Which two certificates can be found in the ssl-keyfile? (Choose two.)
client certificates of the browser user
server certificate of the CA CRL server
certificate of the CA signing the WebSEAL server certificate
server certificate of the external authentication C API interface
certificate of a CA whose signature is to be accepted for client certificates
What are two ways to achieve cross-domain SSO? (Choose two.)
use cross domain mutual authentication
implement CDSSO to deploy an encrypted token solution
implement LTPA to deploy a lightweight third-party authentication approach
implement IDSYNC to synchronize authentication information across domain
implement eCommunity SSO to deploy a master authentication server approach
An administrator is creating an additional secure domain in the IBM Tivoli Access Manager for e-business (TAMeb) Management Domain. How is the user registry specified for the new domain?
in the ldap.conf file
in the ivgmgrd.conf file
all TAMeb domains use the same user registry
When creating a new IBM Tivoli Access Manager for e-business domain, where is the policy data for the new domain stored?
in a new policy database
in the existing policy database
in the user registry under the suffix secAuthority=<new domain>
as an extension to the existing object space in the default domain policy database
Which pdadmin command defines a GSO resource called hrusers?
rsrc add hrusers
rsrc create hrusers
resource create hrusers
rsrc add hrusers to all
In IBM Tivoli Access Manager for e-business (TAMeb), which CA root certificate authenticates communication between TAMeb policy server and TAMeb WebSEAL server?
Which two switches must be specified when performing a backup using the pdbackup command? (Choose two.)
What should be done if a single-system migration encounters problems?
run the pdrestore command
restore the system to its prior level
continue the migration, it will correct itself
need to start a clean install and all data is lost
Which two items are prerequisites for installing the IBM Tivoli Access Manager for
e-business (TAMeb) policy server when using the native tools for installation? (Choose two.)
TAMeb policy proxy server
TAMeb authorization server
IBM Tivoli Directory Server client
What are two ways to bulkload users from an external source into the IBM Tivoli Access Manager for e-business (TAMeb) user registry? (Choose two.)
import an ldif file
utilize TAMeb administration API
import using Web Portal Manager
utilize the external authentication C API
How does a remote mode IBM Tivoli Access Manager for e-business (TAMeb) application invoke an external authorization service (EAS)?
by setting the EAS_load=yes parameter in pd.conf
it is not possible to use an EAS with a remote mode application
by configuring the EAS in the applications TAMeb configuration file
by configuring the EAS to all the authorization servers the application is utilizing
Which functionality can a customized external authentication C API provide?
client certificate authentication for WebSEAL
identification of group membership for users
mapping of ACLs to IBM Tivoli Access Manager for e-business objects
IBM 000-876 Exam (IBM Tivoli Access Manager for e-business V6.0 Implementation) Detailed Information
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000-876 IBM Tivoli Access Manager for e-business V6.0 Implementation
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Test Code : 000-876
Test Name : IBM Tivoli Access Manager for e-business V6.0 Implementation
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IBM Tivoli Access Manager for e-business V6.0 Implementation certification
Accelior Consulting/ING hire | 000-876 Real Questions and VCE Practice Test
To compete within the more and more competitive hire management market, ING rent essential to enhance the extent of orders with flat headcount. hence, the assignment’s aim become to automate ING lease Belgium’s core order management system ("quote to contract") and enable further distribution channels. consumer satisfaction across dissimilar got businesses (each and every with fragmented, heterogeneous IT methods and time-honored technique bottlenecks) become an additional critical purpose. ING hire required a 360 diploma customer view across distinctive leasing varieties, e.g. leasing of IT belongings, equipment, automobiles and so forth.
quick description of the enterprise hazards worried
devoid of automating, ING lease Belgium was working the risk of loosing business to rivals as a result of cumbersome order management manner. conveniently put, there wasn’t a method around automation. a normal development strategy ("large bang" IT replacement), replacing the mission-crucial order administration procedure changed into very chance, probably inflicting regularly occurring business interruption. consequently, Accelior advised and carried out an "adaptive, agile" approach, specializing in reusing the current infrastructure in an optimal and flexible manner.
This graphic suggests how the Accelior "hire Automation Platform" undertaking decreased the chance of a "massive bang" IT substitute through reusing latest backend features re-used through correct-down described business procedures. The created, good business capabilities layer in the middle will additional permit ING lease to modernize returned-conclusion techniques at a future element in time.
short description of how the gadget helps clients
The equipment implements a unified front-conclusion user interface and method layer orchestrating entry to 18 backend legacy methods (mainframe, client server and many others.). The benefits for the company are significant: (a) Re-keying of tips, in the past typical throughout point methods, is eradicated (b) Order entry error can be eradicated via automation (c) Spreadsheets filling gaps between present backend techniques are eliminated.
moreover, the gadget implements "most efficient apply" enterprise technique the usage of a typical-based BPEL process engine. beyond IT requirements, this expertise empowers the enterprise clients, that may greater effortlessly take note the photograph method design. The effect is techniques that are less difficult to prototype and, based on better IT/business user communique, extra easily to alter. company clients definitely advantage tremendously from this extra flexible, agile IT device.
II. Organizational targets What brief-term and lengthy-term merits did the corporation obtain from the mission? Did the solution meet the projected goals for saving time and cash? How were advantages measured? turned into the system mission vital to the corporation?
As to brief-time period advantages, the assignment changed into capable of in the reduction of cycle instances for the "quote to contract" method from a couple of days (interrupted) to a few minutes. above all, times to perform definite technique steps, e.g. "client identification" had been reduced with the aid of 2-3 fold. apart from this method optimization which without delay influences the base line, the project resulted in two entirely new revenue channels: (a) It electronically integrated 2 third birthday celebration partners (Porsche hire and solar Microfinance) and allows them, by means of self-provider, to directly enter orders through an internet utility. (b) additionally, the mission enabled the finished ING retail income force, beyond really expert lease brokers, to use the equipment online. The outcomes is additional income, affecting ING hire’s desirable line.
although, the long-term advantages are even higher: This assignment validated the value of SOA and "Agile construction" to ING rent and should have a significant have an impact on on how it initiatives are carried out at ING lease in the future. The project efficiently proved how core enterprise method could be re-engineered with out the risk of a "huge bang" equipment alternative. It showed how present IT backend property could be leveraged. additionally, it created additional capabilities to include third birthday party distribution channels and backend functions (scoring, e-billing and so on.) sooner or later. This skill will additional accelerate business agility!
probably the most gigantic metric for fulfillment of this assignment basically was time to market. previously, no single such IT venture at ING lease had been achieved in less than a 2 year time period. The "lease Automation" undertaking delivered on process time discount, agent and client satisfaction within 6 months. This turned into basically a leap forward accomplishment.
Why became this accomplishment so "mission-essential" to ING rent. quite simply put, ING lease didn’t have the time to wait for 2 years for the IT mission to be delivered. The lease administration market is extraordinarily competitive and ING lease obligatory to reduce the charge of operations as promptly as possible or chance being un-aggressive and loosing enterprise NOW. even so, a brand new backend gadget changed into deliberate inside 2-3 years. The equipment’s entrance-conclusion had to be "future proof" or risk fitting irrelevant in a short time-frame.
Describe the elements of the new equipment.
the brand new system implemented ING lease Belgium’s core "Quote to contract" company technique for numerous leasing offerings (IT asset leasing, machine leasing, car leasing etc.), together with varied process steps/features. This includes sub-procedures corresponding to credit score scoring, customer statistics verification, Notifications and doc personality awareness. Future procedure extensions will encompass e-billing, publish contracting (early termination and so forth.) and amortization.
in terms of selected accomplishments, the equipment created a business-important 360 diploma view of a client leasing dedication across many customer information repositories (diverse leasing varieties, foreign facets of a client and many others.). It presently handles 200,000 method instances per 12 months inside Belgium, with a view to abruptly boost when the manner is rolled-out all the way through Europe as these days determined by means of ING hire. From an architectural viewpoint, the system enabled the integration of 18 different systems for 10 practical integration slots.
clarify the capabilities of the new gadget.
the new Leasing Automation Platform is used via leasing sales reps to promote leasing choices. in the past, leasing presents required heavy guide intervention from earnings reps, re-keying in assorted techniques and the use of Excel sheets to make calculations. past large internal manner optimization, the new system now also integrates extra ING-inner buying and selling partners: ING financial institution community and opens up third-birthday party vendor integration driving extra profits via enabling new self-service e-business channels (straight-via processing).
Who have been the interior sponsors of the task? Which officers or agencies were adversarial to setting up the utility? Why?
The CIO of ING lease Belgium become the main sponsor of the task after being confirmed a "composite software" prototype created in 2 man weeks. He became the challenge’s sponsor, as he understood the vigour of this incremental method to establishing the business manner implementations with a swift flip-round. In a nutshell, he become appealed by way of an method that could reduce venture risk and help him profit handle through iterative comments. He turned into very surprised through this fast development, which changed into in stark contrast to his adventure base from previous projects.
having said that, the aging IT department was adverse to this "agile programming" undertaking, as they have been unfamiliar to this new building approach. This radically diverse strategy definitely intended exchange from the style things had been finished at ING hire.
One extra factor of warning become the severe failure with a "monetary capabilities structure Bus" venture at ING, which tried to build a service Oriented structure by using exposing present backend system functionality by the use of web capabilities. The cause of the undertaking’s failure become its backside-up strategy, conveniently exposing current interfaces as internet features with out a hard "true down" analyze enterprise procedures. whereas Accelior’s method in fact remedied this initial failure, ING IT and business personnel at the beginning had trouble grasping the basic difference of techniques.
were users of the device worried within the venture all through the planning and development phases? if so, how?
absolutely, following the "Agile construction" or "intense Programming (XP)" methodology, the assignment made a conscious effort to involve as many clients from all tiers as possible in an effort to keep away from IT/user disconnect.
consumer involvement changed into relevant in taking pictures enterprise manner movement requirements in a right-down approach, prototype, and iteratively check and prolong them. In complete, more than 50 users were interviewed within the process. in the starting, strategies were documented in Visio; later, comments conversations have been without delay carried out as prototype flows. Importantly, the Accelior architects had been instrumental in reconciling the visionary, huge picture view of the CIO with the point of view of operational middle managers as neatly as the day by day fingers-on journey of end clients (revenue personnel).
What had been the optimal challenges in finishing this assignment? How were they overcome?
Key challenges covered that proven fact that users and IT personnel were unfamiliar with the fast, iterative "agile development" technique and sometimes disoriented as to how their position and contributions changed. furthermore, the lack of equipment for agile development, e.g. an built-in repository to link the iterative analysis, prototyping and building steps successfully ("integrated repository for the agile methodology"), created challenges. each challenges are indications that "agile construction" is not yet mainstream, however a very main-aspect, inventive way of setting up application.
The challenge became a hit to a huge extent on account of its tight core crew of four-5 group individuals professional within the recommendations of open source development with restrained tools. They introduced "agile building" talents to the task. also, the venture leveraged Accelior’s SOA manufacturing facility, an infrastructure framework (typical functions as well as XML Database) according to event from prior projects. The SOA factory created a reliable core for the very agile and iterative development manner.
As to certain most excellent practices, the challenge averted massive neighborhood brainstorming classes in favor for a lot of 1:1 interviews put in context by means of the core challenge crew. This approach proved a success, as greater community brainstorming can with ease grow to be as a huge mess because of the various perspectives and the lack of a big graphic view of frontline conclusion users and stakeholders. additionally, on a favorable be aware, the graphical manner modeling capabilities of Oracle BPEL enterprise method manager vastly more advantageous the verbal exchange stream throughout distinct parties.
were the desires changed because the undertaking improved? if so, what had been the changes and why were they made?
Adhering to the "Agile development" philosophy, the assignment changed into described on a good 6 month agenda and managed in opposition t fastened fundamental milestones. whereas evaluation, prototyping and development actions all through the milestone phases have been closely modified, the fundamental milestones remained repair.
Some requirements go with the flow become correctly avoided in accordance with the resolution to focal point on automating the 80% most normal tactics whereas protecting the 20% most exotic approaches semi-guide (e.g. enhanced with document-coping with features in preference to fully automatic). The only foremost functionality brought to the base requirement of automating the in-condo order management steps, became enabling of electronically integrating partner channels. This youngsters, was quite elementary as the SOA changed into utterly leveraged.
III. category Middleware/utility Integration
additionally emphasizes the use of middleware to link diverse packaged and/or packaged and internally developed applications, and multi-seller DBMS systems to allow seamless integration between assorted systems.
IV. Methodology/manner Describe how productiveness equipment or thoughts had been used within the task.
quite a lot of productivity tools had been used to facilitate the evaluation, prototyping and building steps. "mind map" helped during early requirements evaluation levels, while Visio changed into used to mannequin and doc the technique. here is an illustration of the process documented in Visio:
For the goal of prototyping, Accelior relied on a combination of BPEL procedure flows modeled with Oracle BPEL method manager in combination with its personal proprietary WPM (Work manner supervisor) toolkit, which gives common infrastructure capabilities, an XML Database as well as a unencumber administration toolbox. moreover, the undertaking relied on Eclipse and XMLSpy for development and JUnit and JMeter for testing.
had been checking out tools used all through development? if so, when have been they used? become the testing comparatively cheap?
in the "Agile development" methodology, continual trying out performs an important function. Apache’s JUnit and JMeter had been used closely for ongoing unit testing as well as load testing later within the procedure.
changed into a proper or informal software building life-cycle methodology employed? If yes, please describe it.
Accelior, the gadget integrator for this task, adopted the "Agile Programming" or "extreme Programming – XP" methodology of iterative evaluation, prototyping and construction steps based on 50+ consumer interviews. the following picture depicts the change of this strategy relative to the natural application development method. Many small iterations in the reduction of the overall challenge chance by providing the chance for early and ongoing comments.
Equally important, the assignment turned into guided with the aid of a "suitable down" method to first defining the "most appropriate" company procedure earlier than mapping method steps/ "services" to latest backend IT performance. this technique averted IT/business consumer disconnect. It additionally avoided the same failure of a in basic terms "backside up" web functions assignment, as was prior experienced by using ING. as an alternative of a large assortment of probably pointless features, this mission yielded precisely the correct functions as required to put into effect the business imaginative and prescient.
What formal or casual assignment management methodologies and/or tools had been used to manage the undertaking? If used, please describe how.
in the instructions of the "Agile Programming" methodology, the project became managed against repair essential milestones throughout a 6 month project timeframe. Between most important milestones, impartial evaluation/ prototype followed via construction cycles drove the progress.
the important thing "tool" for the requirement evaluation were 1:1 consumer interviews interpreted in the context of the CIO’s "larger photograph" imaginative and prescient by the expert, small 4-5 americans architect team. Accelior’s WPN toolkit (normal functions, XML Database, unencumber administration toolbox) as well because the graphical Oracle BPEL method manager facilitated the prototyping and development system
were utility fine metrics used? if so, what have been they, and did using them tremendously help the mission?
SW fine metrics have been especially driven by way of user acceptance, that means the agreement to or rejection of iterative prototypes constructed based on person interviews. The undertaking turned into unit established in small parts according to the venture iterations with JUnit used as the main unit testing tool to be certain SW quality. to satisfy performance requirements, Accelior confirmed the use of JMeter load checking out tools
V. generationWhat have been the most important technical challenges that needed to be overcome to complete the challenge correctly? How did the team respond to these challenges?
The main challenges of this mission have been non-technical. They have been mainly regarding the unfamiliarity of the extended crew with the agile development approach of gathering method requirements, which created confusion. in an effort to lower such challenges sooner or later, the group is at the moment publishing a "cookbook vogue" booklet for educating end users and participants of the prolonged team in regards to the "agile building" ideas and methodology.
Technical challenges regarding efficiently facilitating the prototyping technique arose on prior initiatives. Learnings from these experiences are already carried out in Accelior’s WPM (Work technique supervisor) toolbox, which contains tools to facilitate the migration from mock-americato the genuine deployment, including current infrastructure functions and an XML database infrastructure and so on. therefore, Accelior complemented the "agile construction" methodology with a high degree SOA architecture. This toolbox very neatly dietary supplements agile programming through a shared normal architecture.
Minor challenges arose exposing mainframe backend system functionality as web features. These challenge had been addressed by involving mainframe specialists as part of the crew when necessary.
What utility equipment, together with databases, working techniques and all building tools, were chosen for the assignment? Why had been they selected over competing equipment? What method changed into used to select construction tools and application platforms?
To enforce the assignment, Accelior chose the Oracle SOA Suite and applied it in a incredibly available vogue. products used include:
Oracle BPEL technique supervisor
Oracle Fusion Middleware utility Server (clustered) used to host internet functions
Oracle RAC clustered database
Oracle Grid handle
Oracle XML database
Accelior selected the Oracle SOA technology suite, since it offers a comprehensive know-how answer for BPM/ SOA that fits Accelior’s wants for a requirements-based BPEL system engine and an XML database necessary for Accelior’s WPM SOA accelerator framework. at the equal time, Oracle’s Grid know-how is a fine, scalable commercial enterprise infrastructure for SOA. ordinary, Accelior discovered the Oracle SOA Suite simpler to make use of, totally available and more competitively priced in comparison to other solutions available on the market both from suite vendors as well as BPM vendors.
Describe the common device architecture. had been elements of the technical infrastructure put in vicinity to support the new equipment? Please describe.
The average structure leverages the present backend methods (18 integration points from AS400 mainframe to customer server apps), on properly of which a web features layer is carried out leveraging Oracle J2EE utility Server. The mid-office layer contains the BPEL process deployment operating on good of Oracle J2EE application Server and an Oracle RAC-based mostly XML Database. this layer, as neatly as the internet functions layer, is managed by way of Oracle Grid control. For identification management, Oracle Single signal-On module integrates with ING’s IBM Tivoli entry manager infrastructure.
a vital part of the mid-office layer is Accelior’s WPM (Work procedure supervisor) framework, which provides core ordinary features in an SOA infrastructure. As to the consumer interface, it is either implemented with the aid of an internet application for ING sales reps or extends to companions (electronic earnings channels).
What qualities of the equipment and technologies used had been most important in achieving the business functions of the equipment?
The trade standards-based mostly Oracle BPEL technique manager is a natural fit to prototype and enforce enterprise procedures from a enterprise analyst viewpoint in a graphical fashion. It bridges the gap between the requirements mannequin and the precise implementation. at the identical time, BPEL interfaces with ease with net capabilities, which expose legacy backend functionality.
A second core device that ensured the mission’s success is Accelior’s WPM (Work process supervisor) SOA manufacturing facility, which provides the quick enabler foundation to efficiently put in force SOA/ BPM. Leveraging the Oracle XML Database, WPM is an SOA framework that draws from the experience of distinctive successful prior SOA initiatives.
VI. undertaking team What turned into the dimension of the building crew?
The core construction team protected on common 4-5 full time architects. once in a while, specialists (reminiscent of an AS400 mainframe knowledgeable) had been brought to the core crew to handle specific areas of capabilities, akin to mainframe connectivity.
Describe the software development adventure of the group individuals.
All application architects involved have been knowledgeable in agile programming. most importantly, group individuals drew from experience being part dispensed, open-supply development efforts – a key success ingredient to make agile programming work!
What was the composition and ability degree of the group? Did construction groups require training to work with the expertise?
construction group participants came with the pre-present journey to apply agile development Core team members had been everyday with Accelior’s WPM "speedy enabler" framework from outdated initiatives. particular person group participants are AS four hundred mainframe specialists (for net services connectivity)
what number of adult-months/days did the project take, and over what calendar time frame? turned into a formal agenda created firstly of the assignment? Did the venture reside on schedule?
The venture of imposing the quote to contract method took 6 months, April 2005 - September 2005. Formal major macro milestones had been based firstly of the mission and the task staid on milestone. in fact, in accordance with outdated assignment delays and conventional mission time frames(on no account under 2 years), ING hire Belgium’s CIO was very positively shocked that the 6 month undertaking plan turned into met as promised. Between predominant milestones, the venture plan was consistently tailored to new findings during iterations.
Did administration and the consumer community believe the project a success?
The ING lease CIO, considers this undertaking a good success, because it will permit ING rent Belgium to meet essential enterprise desires and live aggressive in a tough market in a list time building timeframe (6 months whereas another IT undertaking become by no means completed beneath 2 years). users can now handle 80% of leasing contracts (except the most unique ones) in minutes as a substitute of numerous hours spanning a couple of days. No user should re-key records in assorted systems and use spreadsheets on the facet, which become previously a common apply.
As an awesome vote of self belief for the success of the venture, ING rent determined to roll out this challenge throughout all nations in Europe and, on the identical time, birth an analogous BPM/SOA challenge along side Accelior for ING financial institution. ING needs to duplicate the success of this mission.
end person comments is equally superb. whereas each new IT task capacity trade for users, clients feel ownership of the new gadget as they have been concerned within the building system via interviews and prototype iterations. The development effort took extraordinary strides to improve a extremely person-pleasant front end to the equipment, which won the first rate will of the person neighborhood.
in case you had to do the undertaking over once more, would you do anything otherwise? If sure, please clarify why.
Many classes discovered developing SOA/BPM techniques have been recognized by way of Accelior right through earlier SOA tasks and turned into the WPM (Work system supervisor) SOA manufacturing unit. hence, this assignment began with an present groundwork in response to prior adventure implementing success factors and avoiding blunders.
This referred to, agile programming is still a number one-facet, imaginative strategy in want of further development. lots of these areas of improvement are non-technical. when it comes to involving a large number of end clients and company-users during this agile programming venture, our feeling is that a "cookbook" vogue practicing doc may have helped more desirable prepare users. Many clients have been surprised and at first perplexed by this basically distinct methodology compared to ordinary development approaches.
additionally, our experience become that individual user interviews were greater valuable than group brainstorming hobbies. a gaggle assembly tried right through the manner to in the reduction of the time of particular person interviews turned out to be less advantageous than anticipated in line with diverse consumer views, different "big image" company understanding etc. The group turned into a long way tougher to focus on deciding upon the highest quality enterprise manner than individual enter put in context by the core architecture team.
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