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000-648 | Rational Portfolio Manager

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000-648 - Rational Portfolio Manager - braindump

Vendor IBM
Exam Number 000-648
Exam Name Rational Portfolio Manager
Questions 50 Q & A
Recent Update November 9, 2018
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000-648 exam Dumps Source : Rational Portfolio Manager

Test Code : 000-648
Test Name : Rational Portfolio Manager
Vendor Name : IBM
Q&A : 50 Real Questions

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IBM IBM Rational Portfolio Manager

IBM red Hat deal positions for 2nd age of cloud, says IDC | killexams.com Real Questions and Pass4sure dumps

IBM's deliberate acquisition of purple Hat will now not simplest bolster IBM's position within the cloud area, but may additionally position the company as the ‘trade's strongest promoter of open supply applied sciences', in accordance with IDC.

The analyst enterprise spoke of that the deal will aid IBM's cloud plans, and additionally might also power extra M&A in the open supply sector.

IDC referred to that the deal will bolster IBM's efforts to build out all facets of public, deepest and hybrid cloud, according to the rising ‘second age' of cloud computing, the place companies are searching for hybrid, open, multicloud options with superior security and manageability.

The acquisition additionally offers IBM the capacity to bundle red Hat solutions on its own platform. IBM will additionally benefit entry to purple Hat's engineering abilities.

IDC also talked about that the circulation will further reshape perceptions of IBM because it makes an attempt to reinvent itself.

within the open source enviornment, IDC notes that both agencies have lengthy histories in the sector. pink Hat proven music record open source in acquiring a portfolio of options through acquisitions, and sharing the underlying code open supply model, whereas IBM was early supporter of Linux and is energetic in the OS neighborhood. The deal will supply IBM deeper access to an "ecosystem of builders and associated open source foundations and communities that that it probably does not currently attain", IDC referred to, in addition to crimson Hat's consumer base with 90% penetration of the Fortune a thousand.

"together, crimson Hat and IBM can have the size, components, and competencies to be the trade's strongest promoter of open supply applied sciences," IDC said. growth from the mixed business will come from a couple of areas, together with: New IBM conclusion-to-end choices in areas comparable to AI, cloud, and middleware constructed on the red Hat software stack; and deep capabilities integrations aimed at assisting commercial enterprise customers with both their cloud implementations and digital transformation needs.

IDC argued towards IBM's claim that there isn't any overlap between both corporations, noting that

IBM's platform-as-a-service providing Cloud Foundry can be considered as competing with red Hat's OpenShift

IBM maintains that OpenShift is an underpinning of its Cloud Foundry solution and as such is extra complementary than competitive, however here is prone to be difficult in the industry. whereas RHEL will give IBM immediate access to the majority of enterprise shoppers that use Linux, the OpenShift product is considered because the pink Hat platform of the long run. As such, IBM can not afford to have a puzzling or internally aggressive hybrid cloud stack. To bolster the boom of pink Hat OpenShift, we would expect IBM to at once advance a road map to assist present IBM Cloud Foundry shoppers have in mind the relationships and abilities overlaps and have in mind if an extended-term migration to a native crimson Hat OpenShift environment makes experience. are expecting other Cloud Foundry distribution suppliers, including Pivotal, SAP, and SUSE, to offer migration road maps to this installed base of purchasers.

IBM will also deserve to handle any confusion in three areas - integrating pink Hat's storage into its own storage portfolio; suitable positioning of Cloud Foundry and OpenShift; and becoming red Hat's utility portfolio into its Rational software unit. Relationships with vendors which have partnerships with pink Hat, corresponding to VMware will also have to be renegotiated.

in terms of the wider cloud market, IDC says that the acquisition alterations the landscape on many fronts for IBM.

It offers IBM a leadership position in hardware, utility mixed with services all designed to extra hybrid cloud for businesses. It places IBM into direct competitors with diverse accomplice businesses including ISVs like SUSE and Canonical, public cloud service suppliers like AWS and Google, and utility providers like Oracle and SAP. Third, it places IBM into much more direct competition with businesses like VMware and Oracle.

IDC expects that open supply companies like SUSE and Canonical can also develop into acquisition goals themselves, and for IBM opponents to seem to be to toughen different relationships to bolster their personal positions.


IBM Gentrifies Rational Toolset With UrbanCode | killexams.com Real Questions and Pass4sure dumps

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IBM Unveils New utility to assist companies enhance building challenge Success | killexams.com Real Questions and Pass4sure dumps

December 20, 2005 09:forty eight ET

New IBM Rational Portfolio supervisor gives Visibility Into utility construction initiatives, Streamlines methods

LEXINGTON, MA -- (MARKET WIRE) -- December 20, 2005 -- IBM nowadays announced new utility designed to aid corporations extra easily manipulate application and equipment development projects throughout the business, and to help cut back charges, control and manage hazards, and increase the rate of assignment success.

IBM Rational Portfolio supervisor 6.2 is the industry's first mission and portfolio administration answer to include utility development most reliable practices into executable task plans. The software offers clients with an analytical dashboard that helps automate choice and approval cycles for groups while spotting developments and overlaps in tasks.

companies are more and more searching for methods to extra readily manage and prioritize their portfolios of projects. here is very true for agencies with initiatives that involve integrating, building or retaining utility, which typically includes a high degree of chance.

the use of the new capabilities in IBM Rational Portfolio manager 6.2, executives, software managers and venture managers can prioritize tasks, identify overlaps, and even manage the execution of particular utility development tasks. The application helps organizations make recommended choices about which tasks to pursue, according to their abilities have an impact on to the enterprise and availability of substances. as soon as a task is chosen, IBM Rational Portfolio manager helps ensure the mission is effectively managed to reduce unnecessary costs and be completed in a timely method.

"undertaking and portfolio management is essential as development is increasingly allotted, as businesses adopt provider oriented architectures, and as audits require evidence of regulatory compliance," said Roger Oberg, vice chairman of advertising and marketing, Rational software, IBM utility group. "With IBM's new task and portfolio administration software, corporations can more effortlessly govern their software and systems construction tasks."

New points in IBM Rational Portfolio supervisor 6.2 consist of:

New application construction premiere Practices -- IBM Rational system Composer, a construction method solution, is shipped with Rational Portfolio manager 6.2. This allows for users to practice industry-leading top-quality practices to mission plans. this can store time and cash through changing time drinking, error-susceptible guide tactics with proven and consistent strategies and tooling.

New Graphical Workflow Capabilities -- The advanced Graphical Workflow dressmaker allows for users to straight away and easily create, assessment, and automate workflow capabilities. This empowers IT departments to assign and control structured roles, responsibilities and projects for each team member to premier healthy the selected assignment and portfolio needs. the new workflow capabilities can also support IT managers handle business laws and company guidelines in a timely and managed method.

New Analytics Capabilities -- Integration with the IBM Rational crew Unifying Platform gives a dashboard for clients to view facts, measurements and trends throughout their total portfolio. The dashboard additionally assists users in tracking and monitoring task and portfolio hazards and returns, together with compliance with regulatory necessities.

New necessities-primarily based API toolkit -- This application building toolkit enables group individuals to connect with external systems, reminiscent of resource or monetary management techniques, to build integrations and reduce customized work for each and every customer.

"With IBM Rational Portfolio supervisor 6.2, IT agencies give you the chance to increase their enterprise performance. the brand new solution helps users make contributions to the final analysis via improving communication and alignment between enterprise and IT leaders, improving effectivity of useful resource utilization and the capability to computer screen venture progress, managing possibility and providing the crucial decision making framework for assignment alternative and cancellation," noted Chip Pospisil, VP knowledgeable capabilities at creative administration solutions, Inc.

IBM Rational Portfolio manager is at the moment attainable.

About Rational utility from IBM

Rational utility from IBM helps agencies become extra responsive, resilient, and focused via improving their application development ability. Rational tools and greatest practices vigour the IBM Rational utility construction Platform, the premier platform for groups who construct, prolong, modernize, integrate, and installation application in company functions, embedded techniques, and application items. This move-platform answer offers IBM consumers and business companions an built-in software development atmosphere it is based on open necessities, together with the commonplace Eclipse framework. additional information is purchasable at www.ibm.com/rational and www.therationaledge.com, the month-to-month e-zine for the Rational neighborhood.




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000-648 exam Dumps Source : Rational Portfolio Manager

Test Code : 000-648
Test Name : Rational Portfolio Manager
Vendor Name : IBM
Q&A : 50 Real Questions

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Rational Portfolio Manager

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Bounded rationality: The realistic choice | killexams.com real questions and Pass4sure dumps

Making a sandwich is easy. Making a perfect sandwich? Not so much. Standard economics assumes people make rational, utility-maximizing, optimal choices. But, how can we reconcile the belief that humans make rational choices when there are countless examples of when they do just the opposite?

One could argue that most choices do not come from perfect rationality, but rather from bounded rationality. In this post, you will learn about bounded rationality and how advisers and wealth managers can use the knowledge of its existence to their advantage.

Suboptimal sandwiches

The bounded rationality argument goes like this: People are rational, utility-maximizing, optimizers. However, they have limits. Sometimes they lack information. Sometimes they don't have the time to figure out the perfect answer. Sometimes, even if they took the time, cognitive limitations make it difficult to find the perfect answer. In other words, the bounded rationality argument says that people make the best choices given their imperfect and limited tools and resources.

Consider a simple example to illustrate the differences:

Suppose you want to make a peanut butter and jelly sandwich, so you go to the grocery store to buy peanut butter, jelly and bread. Assume there is, in the store, a perfect, utility-maximizing combination of peanut butter, jelly and bread, taking into account the cost and quality of each element and their combinations.

Will you make this perfect choice? Standard economics says, “Yes. You are a rational, utility-maximizing machine, and therefore you will make the best choice.” Except, this standard economic approach requires some assumptions. It assumes you have full external knowledge regarding every type of peanut butter, jelly and bread sold by the store.

The standard economic approach also assumes you have full internal knowledge. Crunchy versus smooth. Grape versus strawberry. White versus whole wheat. You know your exact preference rating for each food item. You know the order of this ranking, as well as the difference in experience between each and the financial value of the difference in experience. Finally, the standard economic approach assumes you will devote all the time and cognitive effort needed to select the optimal choice.

Bounded rationality as a solution

Bounded rationality gets rid of these unrealistic assumptions. Bounded rationality says you don't know everything about every product. And, if you spent all day just to think through all the financial, health and taste outcomes of your choice, you would be wasting an enormous amount of valuable time and effort. So, instead, bounded rationality says you make an optimal choice given your limited time, effort and information. Will you pick the perfect combination? Probably not. But, in this case, getting to perfection doesn't make sense because of the time and effort that would be required.

What does this have to do with managing wealth for individuals?

The same shortcuts that people use to choose peanut butter, they may also use to choose wealth managers or portfolio options. As an expert, you know a good deal about alpha, beta and important technical aspects of investment management. It's central to your task to build technically competent, optimizing portfolios.

But, is this enough to attract and retain clients? Bounded rationality suggests it may not be. It may not make sense for the client to become an expert on portfolio management, or even to develop enough expertise to understand the technical advantages of your approach. Instead, a client might use heuristics to determine quality by inquiring into the following:

  • Who else uses you as a wealth manager?
  • What designations of expertise do you have?
  • Does your dress, your office and your communications convey success, seriousness and competence?
  • As a purely rational matter, we know that it's possible to have all of these things and still make technically inappropriate wealth management decisions. But, if we recognize that human decisions are not purely rational but are only boundedly rational, we can begin to appreciate how important these heuristic signs and signals are to the financial decision-making process.

    Investing in education is the rational choice for advisers

    In a recent study, it was found that consumers who valued designations, as well as those with higher incomes and investable assets, paid advisers more than those who did not. That being said, becoming a more educated and effective wealth manager is the best way to better serve your clientele and grow in your profession. The research is in, and, one might say, the choice is as simple as making a PB&J.

    An expert team of investment researchers from The American College of Financial Services created the award-winning Wealth Management Certified Professional® (WMCP®) designation in order to serve a marketplace where individuals seek advisers with a true understanding of their unique needs and goals. Advisers with the WMCP® designation have deep knowledge of personal wealth and investment management, including portfolio theory, behavioral finance, mastery of investment tools and advanced wealth management strategies.

    This article was adapted from the behavioral finance curriculum in the Wealth Management Certified Professional® (WMCP®) education program developed by The American College of Financial Services.


    Patent portfolio pressure – how counsel try to do more with less budget | killexams.com real questions and Pass4sure dumps

    In-house counsel from confectionery, biopharmaceutical, telecommunications, technology, plastics and medical research companies explain how they’re measuring patent worth to find cost-saving wins

    A constraint for patent departments in companies both large and small is their budgets. According to in-house sources, costs are not rising enormously but are going up with inflation and IP units are increasingly expected to do more with less money. One source says his patent budget has not changed in six years.Piggy bank budget 168

    Six corporate lawyers from patent-focused businesses tell Managing IP that these pressures are driving in-house counsel to find efficiency and cost-saving gains – and one place they’re looking to more and more is their patent portfolios.

    The challenge is to find the right balance in portfolio expenditure so that the business is sufficiently protected but not over-covered. To do that, counsel are increasingly setting up cost-monitoring and value appraisal systems to work out which patents add value to the business and which do not. But such mechanisms can be tricky to get right.

    "Once you know what you have and what you spend on it, you can work out whether it is a good investment or not," explains a senior European patent attorney at a Swiss confectionery company. "It is difficult, however, to measure the value of a patent portfolio or accurately measure costs."

    Know your value

    The first challenge for patent departments looking to get more for less from their portfolios then is working out how to value patents. A good way for businesses to do that, according to in-house counsel, is to review portfolios using set indicators to determine value.

    The confectionery patent attorney says that value assessment should not be a matter of simply gauging monetary value, but how much of the business’s portfolio is protected, to what extent and how widely as well.

    An IP manager for a large plastics manufacturer agrees that this is an effective way to evaluate patent value, but adds value indicators should, and likely will, vary between different businesses and sectors and what they’re looking to achieve from their IP.

    "I’m not sure the same system could be implemented for every business, although there are clear criteria that we may have in common," he explains. "The evaluation system I have put in place is focused on the key criteria we want to focus on, and I’m not sure another company would do the same sort of analysis."

    He adds that many companies, such as his, are beginning to put similar mechanisms in place to gauge the protective potential of the firm’s patent portfolio.

    His company has set up a yearly review process that begins six months before the start of the fiscal year, which involves looking at each patent in each country and speaking to people from R&D, sales, marketing and communications. The firm then evaluates each title based on objective and subjective criteria, such as the age of the patent, its defensive potential, the activity surrounding it and enforcement success rates to determine which registrations to invest in.

    The head of IP at the commercial arm of a UK university adds that such an analysis is a useful exercise because it helps companies put their patents into a pecking order – but it is not always an easy process.

    Cost analysis

    But the value of a patent is ultimately determined after it is offset with the overheads for establishing and maintaining that right.

    The confectionery patent attorney says overall patent value depends on factors such as how much it costs to register and renew patents in the areas the business needs them in, how hard the business will need to fight IP offices to get the rights granted and how often and in what ways it will need to enforce those rights.

    "We have not cracked the nut just yet," he says. "We have some mechanisms in place but these solutions may not be perfect and it is an evolving process."

    And calculating those costs is not an easy feat, according to in-house counsel. The head of IP at a telecommunications company explains that official costs, such as registration and renewal fees, can easily be recorded, but unexpected costs or external costs, such as enforcement expenses, are more difficult to predict.

    "Costs is a very complex topic and my biggest obstacle in patent portfolio management," he says. "There are companies working on that with a good amount of success. We are also working on our own tech solution to this problem."

    The IP manager at a Cambridge-based tech company agrees that external costs are tricky, and adds that his company’s biggest challenge is predicting when an examiner will fail to understand the inventive step of a particular invention and the business will need to spend time and money sending further explanation and evidence or otherwise challenging the rejection.

    In-house counsel tell Managing IP that software solutions will likely become more prevalent in these kind of cost appraisals. The telecommunications head of IP says that software solutions can help find indicators to help businesses make effective value evaluations, such as the scope of a patent family. But soon they may also be able to provide a relatively reliable forecast of portfolio costs.

    The tech IP manager adds: "I have had conversations with other IP counsel who have used patent management suites to anticipate costs with a good degree of accuracy." He says that the next step is to have a rational means of determining where to spend and save money.

    Choosing patents

    Once a business has determined a patent’s total value, it can decide on the right level of expenditure to buttress its defensible capability.

    Of course, the portfolio analysis process is as much about finding patents that the business can get rid of as much as finding those that should be invested in. A patent for an idea that did not turn out to be valuable or could not be commercialised is usually a drain on the business – one that sucks up resources that could be better spent on business-critical IP and ultimately reduces profit.

    The director of IP at a multinational pharmaceutical firms tells Managing IP that this is quite a common problem in the drug manufacturing industry, which has a tendency to patent every invention it comes across because it could have the potential to become a medicine.

    To solve this problem, his company has been going through a process of looking at patents after five to eight years and assessing whether they’re likely to be commercialised, shared in a research project or further developed, rather than maintaining the registrations until their expiry.

    "If the invention is unlikely be used in any of those capacities, we abandon the patent," he says. "We’re also trying to be more diligent when it comes to what we file for in the first place."

    The director adds that in any pharmaceutical patent portfolio there will be registrations with clear commercial or patient value and there will be those with questionable added value, and the point of this exercise is to work out which ones are which. This trend, he says, can be seen in many large pharmaceutical companies – although there are many others that are continuing the traditional patent-everything strategy.

    The head of IP at a telecommunications firm says shedding patents is a sensible strategy because not only does it reduce renewal fees but a patent department can work with a portfolio of 200 patents, for example, much more easily and efficiently than on one containing 300.

    But patent counsel do not necessarily need to get rid of the IP altogether. The UK university IP head says that his organisation undergoes a similar annual process of determining patent value and then chooses to either shed the patents or to reduce investment in it.

    "If we have not got anywhere with a patent and not found a commercial partner, we do a cost-cutting exercise where we cut countries out," the IP head says. "We are not frivolous but we may whittle down coverage to the bare minimum.

    "If we want to shed the patent, we offer it back to the inventors to develop their invention as they wish."

    Stagnant budgets are forcing in-house counsel to be more stringent with their portfolio spending but there are clearly wins to be made by working out which patents are worth the business’s while. The process is tricky but as processes evolve and software solutions become more sophisticated, patent departments will get better and better at shedding portfolio costs.


    How You Can Own Some Hidden Gems In Your Mutual Fund Portfolio | killexams.com real questions and Pass4sure dumps

    This is a buyer's equity market.

    Sellers are ready to exit at any price.

    But buyers seem to be unwilling to bet on the stock markets.

    Those who are investing in equity markets through mutual fund SIPs (Systematic Investment Plan) are relatively less affected by the rollercoaster ride. For a simple reason that SIPs facilitate mitigating the risk involved in volatile times such as these in the journey of wealth creation. Indeed, this serves as a worthy investment strategy in itself.

    But how about generating 3-digit returns in the next 10-15 years?

    This would perhaps boost your retirement savings.

    "Is that possible?" you may ask.

    Yes, but you need to be ultra-careful about the selection of mutual fund schemes you invest in.

    [Read: 5 Bad Ways to Pick Mutual Funds - And One Good Way]

    You would appreciate to know that only a handful of mutual fund schemes generate market-beating returns year after year. So, why not invest in schemes that are not in limelight today, but have the potential to become tomorrow's superstars?

    Do you know unusual and lesser-known funds are capable of generating big gains for you, the investor?

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    But, any small sized fund will not do. After all, you do not want to pick lesser-known funds that have delivered a one-off performance. Also, over the long-term, poor quality funds can lead to disappointing returns. Therefore, you need to find and invest in the 'right' ones.

    Now you might wonder- how does one find undiscovered funds?

    Let's understand what undiscovered funds are in the first place...

    Undiscovered funds aren't underperformers. They aren't even conviction bets.

    However, compared to others, they have not reached the tipping point yet. Meaning, they haven't been very popular amongst investors, nevertheless have the potential to be star performers of tomorrow.

    So, it can be said that undiscovered funds are the like hidden gems. If you identify them early, you can earn luring returns over the long run, in the next 8-10 years.

    One of the traits of undiscovered funds are that they prove their mettle by performing well across timeframes and market cycles and manage their risk well. This is because they are more actively managed by fund managers and hold a liquid portfolio.

    So, along with quantitative parameters, they depict strength as regards to the qualitative aspects. And as mentioned before, they are small sized- typically have Assets Under Management (AUM) around Rs 2,000 crore or thereabouts, as of now.

    Can undiscovered funds outperform today's star-performers?

    "You are neither right nor wrong because the crowd agrees or disagrees with you. You are right because your data and reasoning are right." - Benjamin Graham

    You see, most mutual fund research entities follow the passive rating methodology. Basically, they give very high weightage to quantitative factors such as the past performance and risk-adjusted returns over a period of say 3-5 years, and then compare this data with their peers to arrive at the best return generators in the lot.

    These stars, derived from passive numbers at best, reflect how the fund in a particular category has performed vis-a-vis its peers over the last few years. Moreover, with the change in performance cycle, the ratings can change dynamically.

    While looking at the past performance data of mutual funds is rational, what about the future growth potential and consistency of the fund?

    Where is the much-needed analysis about the portfolio characteristics; fund managers' skills and experience; funds-to-fund manager ratio; the investment systems and processes followed at the fund house, and the efficiency with which the fund house is managing your hard-earned money (the proportion of AUM actually performing)? These qualitative factors, in our view, are of utmost importance than just quantitative ones (such as risk-returns), to judge the future growth potential and long-term consistency of the fund. Ignoring them completely, while arriving at the stars you probably use to select the funds for your portfolio, may never get you the real stars of tomorrow.

    The interesting part is, with the new classification and re-categorisation of mutual fund schemes, star ratings would be completely redundant and misleading if they were derived only on the basis of past performance data.

    [Read: Why You Should Stop Looking At Mutual Fund Star Ratings Now]

    At PersonalFN we follow a SMART Score Matrix, where the mutual fund schemes are selected on the basis of five variables: Systems and Process, Market cycle performance, Asset management style, Risk-reward ratios and Performance Track Record.

    If you have the time and skills, the job of identifying future leaders isn't that difficult.

    You should always look for five elements to discover the hidden gems:

  • The fund manager possesses decent experience and is not overloaded with multiple schemes. Moreover, the fund house should have well defined investment systems and processes in place.
  • The fund has successfully generated positive returns across market cycles, viz. bulls and bears. It is important for the fund to limit your losses during market downswings.
  • The track record of the fund in terms of generating return on investment over various time periods like 1-year, 3-years, 5-years, and so on.
  • The fund must offer adequate return for the risk incurred. It should not be exposing you to undue risk.
  • The portfolio should not be too concentrated, highly churned, or low quality. It should be managed efficiently.
  • But before you discover the undiscovered funds make sure that;

  • You have identified your financial goals
  • You have calculated the amount you may require achieving the financial goals
  • Know the time horizon before the envisioned financial goals befall
  • Know your investment objectives
  • Have assessed your risk profile
  • You have chalked out a personalised asset allocation plan based on the above
  • And the investments you do are in line with your financial goals.
  • Finally, when you invest in lesser known equity mutual fund schemes, prefer the Direct Plan. Because the lower expense ratio of a Direct Plan compared to a Regular Plan can contribute significantly in the process of wealth creation in the long run.

    Editor's note:

    If you think that picking undiscovered funds would be a tough task or you do not have the time and skills to pick the hidden gems of tomorrow, don't lose heart.

    PersonalFN's brand new research report: 5 Undiscovered Equity Funds - With High Growth Potential is meant just for you.

    Recognize hidden gems before the crowd discovers them. These lesser known funds are capable of generating big gains for you, the investor. Subscribe now!

    Happy Investing!

    Author: PersonalFN Content & Research Team

    This article first appeared on PersonalFN here.

    PersonalFN is a Mumbai based personal finance firm offering Financial Planning and Mutual Fund Research services.

    Disclaimer:

    The views mentioned above are of the author only. Data and charts, if used, in the article have been sourced from available information and have not been authenticated by any statutory authority. The author and Equitymaster do not claim it to be accurate nor accept any responsibility for the same. The views constitute only the opinions and do not constitute any guidelines or recommendation on any course of action to be followed by the reader. Please read the detailed Terms of Use of the web site.



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