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000-857 Windows Integration for iSeries Technical Solutions V5R3

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000-857 exam Dumps Source : Windows Integration for iSeries Technical Solutions V5R3

Test Code : 000-857
Test appellation : Windows Integration for iSeries Technical Solutions V5R3
Vendor appellation : IBM
real questions : 76 existent Questions

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IBM Windows Integration for iSeries

Microsoft Vs. IBM: One clear Winner | existent Questions and Pass4sure dumps

No outcomes found, try unusual key phrase!10 and 30 times earnings and free money flood is a wealthy expense to pay that means IBM has slight margin of oversight when it involves executing on its integration ... model focused on windows to a ...

ship records to IBM i (AS/400) Multi-Member info With Mule | existent Questions and Pass4sure dumps

On a fresh summon with a prospect, I ran birthright into a employ case where they vital to dispatch statistics to AS400 multi-member info with MuleSoft Anypoint. IBM i (AS/four hundred, iSeries, device i) working environment contains an built-in DB2 database it truly is regular as an utility data keep. faraway customers can entry IBM i information by course of DB2 SQL query Engine, JDBC, or ODBC interfaces, and this works well for habitual info and DB2 tables. there's a part file classification regular in older IBM i functions that supports partitioning content into dissimilar "participants" and provides methods for setting apart the facts for natural courses. The challenge of interfacing with multi-member information is that they cannot exist effectively accessed via mediocre SQL clients.

There are a number of "brute drive" alternate options for remotely creating and dealing with multi-member files in Mule, including:

  • custom Java or .web code to enforce checklist even entry to a precise member the usage of IBM Toolbox for Java or IBM entry for home windows APIs.
  • custom Java or .internet code to create an SQL alias pointing to a selected member then employ that alias as an alternative of the file identify for SQL operations.
  • Use of third-birthday celebration ETL materiel equivalent to GoAnywhere.
  • Create mediocre IBM i DB2 staging information and transfer the information there, then create a custom IBM i software to copy records from the staging info to multi-member files on the backend.
  • all of the above alternate options are relatively effortless for an IBM i integration construction team, but these approaches nonetheless require loads of custom coding either on the Mule or IBM i side. fortunately, the IBM i built-in file device (IFS) items ordinary IBM i info within the QSYS file system as directories and contributors as data. It can moreover exist illustrated in the Qshell screen by means of altering to the file:

    > cd /QSYS.LIB/DKUZNETSOV.LIB/TESTFTP.FILE > ls -l complete: 172 kilobytes -rwx---rwx 1 INFOPGMR 0 4008 Jul 27 15:14 TEST01.MBR -rwx---rwx 1 INFOPGMR 0 4008 Jul 28 eleven:50 TEST123.MBR -rwx---rwx 1 INFOPGMR 0 1002 Jul 27 22:49 TEST123CLS.MBR -rwx---rwx 1 INFOPGMR 0 4008 Jul 27 22:51 TEST124.MBR -rwx---rwx 1 INFOPGMR 0 4008 Jul 27 22:fifty eight TEST125.MBR -rwx---rwx 1 INFOPGMR 0 0 Jul 27 14:53 TESTDIMA.MBR -rwx---rwx 1 INFOPGMR 0 0 Jul 27 14:forty one TESTFTP.MBR $

    Armed with this talents, i was in a position to employ the bonafide Mule FTP connector to propel the statistics directly to a specific IBM i file member through the employ of a direction of /QSYS.LIB/<my library>.LIB/<my file>.FILE/ and a target file appellation of <my member>.MBR

    ultimately, the AS/four hundred connector is used to dynamically create a unusual member earlier than sending the records, then calling the IBM i processing program after the statistics transfer is achieved.

    Image title

    To examine the sample flow, execute here CURL command or employ an HTTP client equivalent to Postman.

    curl -X submit -H "Cache-handle: no-cache" -H "content material-category: multipart/kind-data" -F "file2member=@path_to_the_input_file" "http://localhost:8081/sendFile?memberName=new_member_name"

    The Mule flood expects the attachment filename to exist file2member — it can effortlessly exist modified to dispatch any attached file.

    The code for this article may moreover exist discovered birthright here.

    IAM is now more than a safety venture. It’s an enabler for an integration agile commercial enterprise. in case you’re at the instant evaluating an identification retort or exploring IAM, exist a fraction of this webinar.


    integartion ,mulesoft ,mule ,connector

    IBM Updates Host Integration appliance for home windows NT | existent Questions and Pass4sure dumps

    IBM Updates Host Integration device for windows NT good reasons exist for IT departments to stick with the older servers they’ve been using faithfully for years, however purchasers and personnel in reality don't custody what contour of bins are on the again conclusion. They just want seamless access to the records those containers condominium.

    as an alternative of deciding to buy individual emulators from every traffic for which you gain got a server, IBM Corp. gives a system for IT departments to tie collectively facts in dissimilar servers with a number of platforms, and set up it to the net. edition 6.0 of IBM’s eNetwork Communications Server for windows NT makes it workable for access integration for personnel, suppliers, enterprise companions and consumers.

    while the Communications Server is accessible for a lot of structures, best the NT edition contains the Host writer characteristic. according to Mike McCarthy, product manager of IBM’s eNetwork client software, the Communications Server’s Host Publishing characteristic permits a programmer to capture assistance and statistics from part sources and submit it to the internet. "With Host publisher, you can combination information and you can create composite functions," he says.

    Host publisher can exist used to retrograde browsing and determine product information and stock, and even query the 3270 search software for a peer on the enterprise’s statistics. "You’re taking recommendation from distinctive sources and developing unusual purposes to pomp the (records)," states McCarthy.

    Host Publishing comes from a joint-licensing settlement with InfoSpinner (Richardson, Texas,, which designed the ForeSite expertise Host Publishing uses. Keith Lowery, president and founder of InfoSpinner, preeminent Host Publishing become exclusively an oem company mannequin. He moreover commented that his enterprise will continue to engineer unusual products to boost this means.

    Host On-Demand, an additional function of Communications Server, is a Java-primarily based emulator which runs on home windows NT and makes it workable for for 3270, 5250 and VT emulation, and is utterly customer-primarily based.

    points of Host On-Demand comprise Host Print, which allows for the client to specify which printer the customer uses. also, JavaBeans back enables for the creation of latest functions. A GUI allows for users to add images and macro buttons to personalize the interface to emerge to exist a unusual software.

    These items can exist purchased a la carte, but IBM’s McCarthy stresses the significance of the total Host Integration solution so that servers gain flexibility. If a corporation is the employ of natural modes of emulation and would want to exchange, functions reach at no charge.

    Shared clinical techniques (SMS, Malvern, Pa.,, an $800 million traffic enterprise of sanatorium computing techniques, is already using Communications Server. bill LaBriola, product supervisor for SMS network capabilities, says his users want internet entry to their mainframe, and he’s using the Host access classification Libraries function of Communications Server, which permits him to capture recommendation from one software and flood it into an extra, to post the guidance on the internet. "We’re the employ of it basically as a terminal emulator," says LaBriola, however "we additionally device to set in writing unusual purposes."

    To entry SMS’ mainframe, an authorized person forms in a URL and downloads a 1-MB Java application to a Java-enabled browser. The program is downloaded and cached so it doesn’t deserve to exist downloaded again.

    SMS’ LaBriola stated he’s concerned concerning the safety of the 200,000 clients running networks into SMS’ records center. For authentic and privateness, he’s installed IBM’s Securities Dynamics in entrance of Host On-Demand. IBM’s McCarthy mentioned that the product makes employ of secure Sockets Layer expertise and is derived with a firewall. it's additionally compatible with utter home windows NT password programs.

    as an alternative of downloading the whole version of Host On-Demand, which weighs approximately 600 KB, can down load a 200-KB thin client. once again, once downloaded, the application is cached so there’s no need to down load once more.

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    Software Concepts First to Bring ERP Features to miniature Businesses at miniature traffic Prices | existent questions and Pass4sure dumps

    SOURCE: Software Concepts

    July 12, 2005 07:45 ET

    NORTH BILLERICA, MA -- (MARKET WIRE) -- July 12, 2005 -- Software Concepts, Inc. today released a set of groundbreaking Enterprise Resource Planning (ERP) features that underscore the company's twenty-six year tenure in delivering advanced back-office applications to miniature businesses, distributors and wholesalers.

    Since 1979, Software Concepts has created, published and installed software for the automation of "back-office" functions within miniature businesses. The lofty performance, low cost application offers consistent sub-second transactional performance across a compass of faultfinding functions, including: order management, inventory control, purchasing, accounts payable, accounts receivable, universal ledger, commission management, sales analysis and light manufacturing. Since the application is a truly integrated suite, utter data entries occur in existent time and update across utter functions, giving utter system users an up-to-the second accurate view.

    As an IBM traffic partner, Software Concepts delivers a low cost, effortless to manage ERP computing system to miniature businesses. Optimized for IBM's iSeries servers, reported by IDC as having the lowest total cost of ownership and highest reliability, the system moreover operates Windows, Unix and Linux making it highly adaptable and scalable.

    Companies needing integrated functionality previously found only in very expensive applications will cherish the high-end features of the company's latest release, DS90 version 4.1. A few of the unusual features include:

    -- Advanced order management. Integrated emailing and faxing allows users to dispatch multiple forms and acknowledgements to vendors and customers instantaneously. existent time access to utter inventory, products ordered, suggested purchasing, and purchase orders "on the fly" are a few of the customer-driven enhancements. -- Simplified electronic communications with vendors and customers. DS90 customers can now import orders from any source, dote web sites, PDAs, wireless handhelds, etc. back for utter major EDI transactions including 810, 820, 850 and 856 are immediately available and other transaction sets by request. Both host-based and service bureau EDI configurations are supported. -- Universal client support. Unlike other systems, DS90 supports Window clients, Java clients and benchmark HTML browsers. -- Code access. While some software vendors retain stringent controls of their source code, Software Concepts provides source code to utter customers at no additional cost. Peter LaPrad, IT Director at Boston Warehouse Trading Corp., has used Software Concepts since 1996, scaling the system from 7 to 75 users. He commented, "The efficiency and productivity they cherish is immeasurable. The system is extremely reliable, running 24x7 for almost 10 years and noiseless ticking." In addition, LaPrad leveraged the order management flexibility for offline ordering, further extending their EDI initiatives. He stated, "The software integration capabilities helped us become more responsive and flexible. They gain adopted PDA integration, shipping applications and better warehouse practices."

    Pricing and Availability

    The unusual DS90 features are now available to utter businesses. Software Concepts offers value-pack licensing for up to five users for very miniature businesses and miniature enterprise pricing for emerging businesses having six or more users.

    Software Concepts provides uniquely comprehensive computing solutions to miniature and emerging businesses. With more than 25 years in fiscal accounting, inventory control, order management and advanced applications, the company installs and supports its own software for growing businesses who covet ERP features at down to earth prices. Software Concepts is an IBM Authorized traffic confederate certified in Technical Design and Solution Sales.

    ASNA Monarch Paves Road to SOAs for Legacy iSeries Users; Monarch 2.0 Allows Businesses with RPG-based iSeries/i5 Systems to Swiftly Unlock, Extract and employ faultfinding traffic ... | existent questions and Pass4sure dumps

    SAN ANTONIO--(BUSINESS WIRE)--Aug. 17, 2005--ASNA (Amalgamated Software of North America) announced today a unusual version of its Monarch suite of software technologies that allows businesses to smoothly and quickly extend or migrate legacy, RPG-based IBM iSeries/i5 applications and data into Microsoft's .NET environment.

    ASNA Monarch 2.0 boasts a robust set of features and functionality that do it even easier for iSeries/i5 applications and data to exist extended or migrated to .NET for integration into Service-Oriented Architectures (SOAs) and Web services, allowing businesses to exist more competitive.

    "The iSeries is a venerable platform that businesses gain invested billions of dollars in over the past two decades, and there is immense value and equity that's been built upon that platform by users," said Anne Ferguson, president of ASNA. "Monarch gives those users the key to unlock and extract that equity and value for extended employ into the concomitant world of Web services and SOAs."

    ASNA Monarch, which was introduced in the drop of 2004, is a set of software technologies that initially allowed developers to migrate RPG-coded "green-screen" applications to browser-based applications in .NET. It translates RPG as well as the pomp files, resulting in a free-standing .NET application that performs the selfsame core functions as its green-screen predecessor. Monarch moreover allows the modernized apps to seamlessly communicate with iSeries/i5 and SQL Server databases. Much more than a simple-source migration facility, Monarch takes iSeries/i5 RPG programs, pomp files, CL, menus, message files, data areas, printer files and data files to .NET in hours or days instead of months or even years.

    Monarch evolves RPG source code, and because that source persists in a syntax with which RPG developers are familiar, the existing RPG development team retains "ownership" of the newly hosted .NET programs, allowing businesses to retain the value of programmers who understand the traffic side of a company. There is no Java, C++ or C# code generated, and it's entirely maintainable by existing RPG programmers. Because the resultant transformed code is 100-percent Microsoft Intermediate Language (MIL) complaint, any further development can exist undertaken by both RPG and object-oriented programmers and united under a Visual Studio project.

    Monarch 2.0 is now easier to employ and even more functional thanks to the addition of unusual application segmentation capabilities, higher levels of printing support, remonstrate grouping, an expanded framework that supports third-party controls, and unusual command and pomp file keyword support.

    "What Monarch did for us was rather amazing, and their decision to employ it was one of the best choices we've ever made," said Aimee Farabaugh, Director, Software development for Infocon Corp., Ebensburg, Penn. Infocon is a custom software developer that provides traffic and county governmental solutions.

    "We transformed one of their legacy applications to the .NET platform in a matter of weeks," Farabaugh continued. "That is incredible given the fact that the application contains well over 100,000 lines of code and involved databases. It moreover allowed us to preserve their existing staff's talents while providing a stepping stone that eases them into the .NET programming realm. Monarch is proving to exist such an invaluable migration appliance that we're now using to upgrade their remaining applications."

    "We were delighted to discover the ASNA Monarch migration tools gave us around a 95 percent error-free conversion of their data," said Jon Dean, technical director at direct Software, Ltd., West Midlands, UK. "We only needed some minor amendments to the direct Application suite, remove some redundant features and enhance the appearance of the final product, but it utter worked out great. They were moreover highly impressed with the presentation and readability of the migrated source code, which enabled their development staff to confidently back the direct .NET product."

    Dean added that the company has as many as 17,000 programs to migrate, including financial, manufacturing and distribution application and data modules it expects to gain fully migrated within three months -- a process that would otherwise capture years to accomplish with rewrites.

    Monarch is in employ at great enterprise organizations around the globe, and continues to exist the only available path for businesses to migrate or extend iSeries RPG-based applications to .NET.

    "SOAs in .NET are the unusual means for IT to back businesses and their ability to remain competitive," ASNA's Ferguson said. "ASNA is helping their customers do the journey to .NET with as slight disruption or throe while continuing to reap the benefits of the applications they've invested in."

    About ASNA

    ASNA has been developing visual programming and systems software for the midrange community since 1982. ASNA Web and Windows development products comprise ASNA Monarch, ASNA Visual RPG for .NET, DataGate and the ASNA DataGate Component Suite. ASNA is an IBM Tools Network Partner, an Advanced Tier Member of IBM's PartnerWorld for Developers, a Microsoft Visual Studio Industry confederate and a Managed Microsoft Certified Partner. ASNA is moreover a founding member of the Midrange Alliance Program (MAP) and the only member to exist both IBM ServerProven and Microsoft .NET compliant. traffic applications developed with ASNA Visual RPG (AVR) and DataGate are used by more than 750,000 end-users across many thousands of companies worldwide. Based in San Antonio, Texas, ASNA moreover has offices in Europe (Guildford, UK) and 30 international distributors. For more information, please visit

    Seven steps to ensure project success | existent questions and Pass4sure dumps

    If a project succeeds and meets expectations, you probably don't expend much time thinking about it. You straggle on to the next one. On the other hand, if a project fails or misses expectations, you're prudent to expend some time trying to understand what happened and why. Recently I had the chance to believe about a project that missed my expectations. From that review, I formalized seven key steps for managing technical risk and one golden rule.

    Learning from my own mistakes

    A sister company of ours wanted to set up secure Web access to its HTTP server using SSL. Knowing that I had done it at their shop, they asked me if I could upshot the travail at their shop. They told me their environment and needs were similar to mine. I gave them an estimate of three to four days of work. It actually took more than 10. Yes, the secure Web access works fine now, BUT the project certainly failed to meet my expectations on the workload. What went wrong?

    Mistake #1: No input to the project planning or managementI was the technical expert but DIDN'T gain any existent input into how the project was managed. I should gain made that a clear condition to accept the work. I will next time. I could not change HOW they operated in IT, and it had a major impact on my project.

    Mistake #2: I assumed their environment was the selfsame as mineSince I was going to exist setting up a technical environment I knew how to do, I made the mistake of assuming I would know how to upshot the selfsame thing in THEIR environment with the selfsame EFFORT. Wrong. The net results of my time audit on the project are shown below in design 1.

    Item Description Time spent 1 Actual SSL reverse proxy plan, setup and testing 3.5 days 2 Time spent waiting ON SITE to derive access to their network 2 days 3 Time spent waiting on users to test the application 1.5 days 4 Time spent doing performance benchmarks 3 days

    Figure 1: Time spent on secure Web access project

    I clearly failed to anticipate items 2, 3 and 4. Why? Time spent waiting ON SITE for network access doesn't do sense to me, but it's a reality for this IT shop. They were down on three occasions that I showed up with due to different Windows server viruses. I waited different amounts of time while they promised, "It's only a few more minutes" to derive network access. Two other times I went there they didn't gain an available PC setup OR network connection. They gain strict rules about limiting access to outside users (me). As a result, I had to borrow PCs from existing users who were out for the day and then install and configure the tools I needed on each of these PCs. A total of two days lost.

    Time spent waiting for users to test the application is something I SHOULD gain anticipated. It's happened in my own shop at times. If I'm managing a project in my company, I gain LOTS of direct and circuitous pressure that can exist applied to attend others focus on their responsibilities. In this situation, I had none. I should gain realized I'd gain no control over that portion of project.

    Time spent doing performance benchmarks is something I DIDN'T device for, but I probably should gain allowed for. Since I already implemented this solution twice at their company and performance was excellent on the selfsame basic servers and hardware, I mistakenly assumed it would exist fine here, too. And, of course, I was extinct wrong. While my proxy server setup ran exactly as I expected, the user and project manager complained because Web users were getting horrible response time compared with in-house users. And of course they wanted ME to fix it! Not being TOO stupid, I first installed performance tools and ran a number of benchmarks to prove where the delays were coming from: their network! After sharing the results of my performance study on a conference call, the user asked me what I was going to upshot about it. I said. "Nothing because I don't own your network." This forced their network manager to finally respond. (He had ignored the performance reports I sent him two weeks earlier!) He said they'd peer into it. A week later, they found their networking problems and corrected them -- there were several. Yes, performance was now fine, but I had lost three more days doing this extra work.

    I had a lot to learn on my cease from this miniature project. Unfortunately for me, some of those lessons were ones I had learned earlier but didn't apply carefully here "because it was a miniature project."

    Categories of IT project risks

    IT projects generally gain three categories of risks that need to exist managed well for a project to succeed:

  • Business -- Will traffic operations exist improved or, at least, kept the selfsame before and during a project? Will traffic performance exist improved in some course after the project?
  • Project -- What factors in planning and managing this project can retrograde wrong? In my case, the technical lead (me) had no reporting structure to a project manager -- a very scary situation.
  • Technical -- Did I identify and device for different types of technical problems? I certainly didn't device to exploit the viruses on their network, the need to setup their PCs over and over or the need to upshot technical performance analysis.
  • Seven key steps to ensure project success

    The seven items below are key to project success in many different scenarios:

  • Need to plan
  • Need to validate
  • Need to leverage experience
  • Need to resource
  • Need to manage
  • Need to adapt
  • Need to audit results
  • Need to planOn a project I plan, I normally define specific objectives, success keys, risks and strategies for business, project and technical items. On this project, I had input only on the technical details and, on that, I missed some key technical factors unique to their environment. Lesson learned: don't do assumptions about what DOESN'T need to exist planned.

    Need to validateAll plans are based on concepts, data and assumptions. Ideally, utter of that needs to exist validated BEFORE a project is launched. My best project performances gain been achieved when I validated the business, project and technical details BEFORE the project was launched. If you can't upshot that, don't launch the project. You and your team aren't ready.

    I usually create a validation project on the concepts that I'm validating the expected traffic case and looking for user input on the design to exist sure the solution will exist birthright for them. Both of those are upright statements. In addition, I always gain a "secret" technical strategy to validate the actual technical environment they are planning for the project. Time and again my "technical pilots" gain shown the vast majority of the technical problems I'll countenance on the existent project BEFORE I launch it. That gives me a chance to derive the device birthright BEFORE it's released, which is a nice site to be. When I've finished with the validation I now know that THIS technology works in MY environment with THIS staff. That's not a universal statement that WebSphere works for instance but rather proof that THEY can do it travail HERE.

    Need to leverage experienceSuccess requires that they gain the birthright tang to execute a project successfully. I've learned that tang can exist ours (in-house) OR someone else's (consultants). dote many of you, when they hire consultants to help, they moreover add some deliverables on skills transfer to their in-house staff so they can back the travail the consultants gain done.

    Lack of experience, especially technically, may exist the highest separate cause of failure in many IT projects I see. Typically I've seen people are often unsuccessful in substituting the following for existent technical project experience:

  • Product documentation
  • Classroom training
  • User install guides and IBM Redbooks that address a different scenario than yours
  • Real technical skills cover planning, engineering, designing, integration, measurement, monitoring, diagnostics, technical testing, user testing and support. Even being "vendor-certified" on a technology doesn't guarantee you gain the birthright technical skills for a project in many cases. Most certifications they notice are basic "hands-on" skills, not solid engineering skills for a technology. Since nothing pays dote experience, skills transfer is faultfinding when they hire outside help. That's been their most productive route to gain the tang they need on projects.

    Need to resourceOn projects, you always need to find, recruit and designate the birthright resources to exist successful. That's more than just my staff. That's outside consultants if needed. That's traffic resources and capital usually from the project sponsor because we've made a valid traffic case. It's moreover the birthright assets: not just hardware and software tools but their OWN applications and data. They are much smarter about looking at project deliverables and asking IF they already gain the resources (data and application components) that can provide similar services to what they need. It's sort of an inventory analysis on their own assets. If they upshot gain those resources, we'll peer at ways to "glue" those resources into their unusual solution. If they don't gain what they need, we'll peer at the build or buy decision now as the exception. If we're going to build it, we're more willing to constrict that out, especially if it's something they don't anticipate to upshot every day.

    Need to manageGood, valid plans aren't enough. You need to gain someone who will manage the project well through completion (whatever that is defined as).

    I manage differently now than when I was a unusual manager. Then I always looked at the project device task details and spent a lot of time estimating, communicating to the team and collecting feedback.

    Now, after I've built a valid plan, I peer only at the more principal stuff: milestone deliverables, success keys, risk factors and resources. I expend a lot more time asking other project members, users, sponsors, owners and so on questions about these key items, then listening to what they avow and making needed adjustments. Overall, the results are much better in terms of project team delivery and attitudes.

    Sure they employ benchmark tools such as Microsoft Project, BUT those tools DON'T create sterling projects. They upshot gain some project methodologies that gain made a positive difference: GAPS and OARS. There are other methodologies available as well.

    Need to adaptEvery time I hit a technical roadblock on my Web access project, I had to reach up with a valid alternative to achieve my project objectives. Fortunately, I gain more tang in this belt than the mediocre certified engineer. As a result, I was able to notice and employ options that aren't covered in benchmark training and certification courses. If I didn't know alternatives, couldn't find them or wasn't willing to modify my design to employ them, that project surely would gain failed.

    On my Web security project, I needed to reach up with alternate ways to access, configure and test their applications, since their network models prevented benchmark access to those components. The alternatives I created worked great, and I didn't lose any time because of software setups.

    Need to audit resultsI repeated this exercise on other projects regularly, especially the ones that didn't retrograde well. I moreover created a "simple" accounting system for their in-house projects that lets me notice how nigh they came on resource utilization to their plans and original estimates. It turns out their original estimates on many projects are only half of what the project ultimately will cost in terms of time. As a result, we're able help their estimates going forward.

    Golden rule: need to cherish what you're doing

    I know you've never failed on any project you've tried. :-) As a result, I'm sure you know more than I upshot on this subject. partake your scholarship and write me at

    About the author: The Value Manager is an IBM iSeries IT manager trying to do the birthright decisions to deliver better value for his company. He welcomes your comments and feedback. E-mail him at

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