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000-N04 IBM Commerce Solutions Order Mgmt Technical Mastery Test v1

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000-N04 exam Dumps Source : IBM Commerce Solutions Order Mgmt Technical Mastery Test v1

Test Code : 000-N04
Test denomination : IBM Commerce Solutions Order Mgmt Technical Mastery Test v1
Vendor denomination : IBM
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IBM IBM Commerce Solutions Order

Perficient Named IBM 2019 Watson Commerce traffic associate of the 12 months | killexams.com existent Questions and Pass4sure dumps

ST. LOUIS--(enterprise WIRE)--Perficient, Inc. (NASDAQ: PRFT) (“Perficient”), a number one digital transformation consulting enterprise serving international 2000® and different tremendous traffic shoppers privilege through North the usa, introduced it has been named IBM’s 2019 Watson Commerce traffic associate of the year. The IBM Excellence Award, introduced All over IBM’s PartnerWorld at cogitate 2019, acknowledges Perficient’s ongoing growth and relationships with key purchasers, and concept management across the IBM Watson customer assignation Commerce platform as an crucial Part for digital transformation.

“Our approach to commerce is concentrated on crafting a experience, connecting with valued clientele, and providing a seamless customer journey across channels and during the commercial enterprise, imperatives in nowadays’s client-pushed world,” pointed out Steve Gatto, countrywide income director, Commerce options, Perficient Digital. “together, with their clients, we’re remodeling businesses in a manner that now not most effectual drives growth but strengthens their standard manufacturer, and they consistently evolve their choices to preserve valued clientele at the valid of their online game. We’re honored to be recognized by means of IBM, and we’re interested for sharing their inventive solutions privilege through IBM suppose 2019.”

Perficient Digital Takes Commerce solutions beyond Transactions to radically change the consumer Lifecycle for a world various brand

With branded manufacturers and distributors beneath force from the theatrical shift to on-line paying for, a global diverse brand sought to digitally radically change its commerce company. In partnership with Perficient Digital, both organisations delivered optimized customer revenue, up-to-date product tips (PIM), and streamlined the ordering system via construction of a B2B portal. With the implementation of IBM’s Sterling Order management outfit (OMS), and Perficient’s potential, the different brand is future-proofing its company to align with industry tendencies and market opportunities.

furthermore, the business’s OMS will give them stronger flexibility in managing complicated order management scenarios, improved reliability so as processing and fulfilment, and a cost reduction in enforcing throughout its business. it's going to additional enable the organization to carry carrier enhancements to its shoppers, optimize its pricing, promoting and regular give chain, enhance sales because of more suitable inventory visibility, and reduce back expenses through greater efficiencies so as visibility.

Perficient Digital Enhances the on-line customer journey for a leading fabric Retailer

In a market that has historically relied on brick-and-mortar experiences, a leading fabric and craft retailer become challenged with extending the client adventure online. Perficient partnered with the traffic to implement an IBM Watson Commerce solution that provided up to date visibility of its inventory and stronger monitoring of its product quantity, place, and availability. applying IBM Order administration, Perficient extra superior the reply via cloud migration that offers a unique view of give and demand, orchestrates order fulfillment processes throughout buy on-line Pickup In redeem (BOPIS) and Ship-from-save (SFS), and empowers enterprise representatives to improved serve shoppers both in muster facilities and in-store engagements.

“Perficient has been deploying IBM Commerce options for almost twenty years, featuring end-to-conclusion digital commerce options that embody numerous channels, and convey seamless and efficient experiences throughout their complete enterprise,” mentioned Sameer Peera, time-honored supervisor, Perficient’s commerce apply. “With the contemporaneous information that HCL took over development of IBM WebSphere Portal, IBM net content administration and net experience factory, their clients continue to believe interaction us for wait on with their digital commerce techniques. We’re happy to be their go-to accomplice as they navigate the changing market panorama and convey for his or her purchasers.”

Perficient scholarship in motion at IBM cogitate 2019

apart from its award-successful commerce reply advantage, Perficient experts are available throughout the IBM believe 2019 convention in sales space #320 to focus on its event and capabilities across the IBM portfolio , exceptionally cloud, cognitive, information, analytics, DevOps, IoT, content administration, BPM, connectivity, commerce, cell, and consumer engagement.

whereas IBM has announced its plans to sell its commerce portfolio, the advice of its acquisition of pink Hat additionally signaled the criticality cloud development and delivery play in a hit conclusion-to-conclusion digital transformations. As an IBM international Elite accomplice, one of only seven partners with that reputation globally, and a pink Hat Premier partner, Perficient is smartly placed to travail with each businesses through this transition. And, their specialists could be available All over IBM consider to focus on a passage to navigate the cloud market, participate key customer success reports, and provide strategic scholarship on the alternatives ahead for shoppers.

“technology is altering so rapidly, and companies deserve to maintain tempo or kisser disruption,” stated Hari Madamalla, vp, emerging options, Perficient. “With skills and adventure in All facets of the commerce experience, to leading cloud, hosting, managed features and wait on solutions, firms flip to Perficient as a go-to accomplice for their digital transformations.”

be Part of a few Perficient matter matter number consultants and their consumers as they present All through six IBM cogitate classes, together with:

As a Platinum IBM traffic partner, Perficient holds more than 30 awards throughout its 20-year partnership historical past. The enterprise is an award-profitable, licensed utility cost Plus reply provider and one of the most few companions to obtain dozens of IBM professional stage application competency achievements.

For updates privilege through the experience and after, associate with Perficient experts online by viewing Perficient and Perficient Digital’s blogs, or comply with us on Twitter @Perficient and @PRFTDigital.

About Perficient

Perficient is the leading digital transformation consulting difficult serving global 2000® and commercial enterprise clients privilege through North the us. With unparalleled information expertise, management consulting, and inventive capabilities, Perficient and its Perficient Digital agency deliver vision, execution, and cost with surprising digital event, traffic optimization, and traffic options. Their travail enables consumers to enrich productivity and competitiveness; develop and advocate relationships with valued clientele, suppliers, and partners; and reduce costs. Perficient's authorities serve purchasers from a network of offices across North the us and offshore locations in India and China. Traded on the Nasdaq global select Market, Perficient is a member of the Russell 2000 index and the S&P SmallCap 600 index. Perficient is an award-profitable Adobe Premier companion, Platinum flat IBM company accomplice, a Microsoft national service issuer and Gold licensed companion, an Oracle Platinum accomplice, an superior Pivotal competent associate, a Gold Salesforce Consulting partner, and a Sitecore Platinum partner. For extra counsel, seek recommendation from www.perficient.com.

secure Harbor observation

probably the most statements contained in this information free up that don't seem to be basically historical statements discuss future expectations or condition other forward-searching counsel concerning economic effects and enterprise outlook for 2018. those statements are zone to commonplace and unknown risks, uncertainties, and different components that could occasions the exact effects to vary materially from those pondered via the statements. The ahead-searching information is in accordance with management’s present intent, belief, expectations, estimates, and projections concerning their company and their industry. you should definitely be conscious that those statements most effectual mirror their predictions. genuine events or results can furthermore attain appreciably. faultfinding components that might trigger their genuine results to be materially different from the forward-looking statements encompass (however don't seem to be constrained to) those disclosed under the heading “possibility elements” in their annual record on benevolent 10-okay for the 12 months ended December 31, 2017.


Metro footwear undertakes the digital adventure with IBM Watson reply | killexams.com existent Questions and Pass4sure dumps

Metro Shoes undertakes the digital journey with IBM Watson solutionBangalore: IBM today referred to that Metro shoes Ltd, one in every of India’s remedy multi-company footwear chains, will launch a brand current Digital Commerce platform powered by passage of Watson client assignation hosted on IBM Cloud.

this is able to consist of IBM Watson Order management and Commerce for seamless digital engagement. Working with IBM traffic associate CEBS global, IBM solutions will no longer only aid force superior customer experiences and current ranges of console however carry efficiencies to the deliver chain.

With a countrywide footprint of 350 actual showrooms, an increasing manufacturer portfolio and altering client preferences, Metro shoes Ltd became facing challenges in managing orders coming from discrete online structures.

previous it had unreliable application that caused lack of visibility of real-time information of revenue, inventory zone and returns together with inventory management challenges. Metro shoes Ltd essential to increase on-line presence for a few of their regular inner manufacturers which believe been getting low visibility impacting middling earnings.

"expertise is redefining client assignation and will be the key differentiator for retail manufacturers of the long run. We’re excited to collaborate with IBM and CEBS to embark on their digital transformation event,” spoke of Alisha Malik, vice president, Digital, Metro shoes.

“With IBM’s abilities in the omni-channel commerce and retail area, they are confident that these adjustments will now not only assist accelerate the execution of their method, but furthermore supply us an zone over competitors. At Metro shoes, they strongly believe that the current solution will increase the universal user adventure, thereby expanding revisits, site visitors and loyalty,” delivered Malik.

With IBM, Metro footwear Ltd can profit current degrees of client perception, which can furthermore be used to personalize the online journey for each of the web site. traffic will capable of showcase All of its manufacturers and recommend positive gadgets according to insights shared with the aid of valued clientele on a unique platform.

This customized event will include current and effortless fulfillment options equivalent to purchase on-line, pick up in save, reserve in redeem and simple returns. as a result of these current capabilities, Metro shoes should be in a position to bring up each traveler’s experience on the website through enabling commerce practitioners with cognitive outfit which advocate them bring omni-channel experiences that believe interaction customers and power sales.

With IBM’s know-how capabilities and CEBS abilities with market integration, Metro shoes as a company/seller will even be capable of integrate with greater than 14 e-marketplaces enjoy Amazon, Flipkart and other main portals with a centralized manner and inventory engine to allow Metro to scale as much as the needs of a turning out to be market company. extra, IBM Cloud will wait on elevate the capacity to configure cumbersome workloads and thereby bring efficiency required for height utilization All through the looking season.

Nishant Kalra, company unit chief – IBM Watson customer assignation - India/South Asia brought, “IBM is on the forefront of assisting shoppers include more moderen how you can travail and digitally remodeling the style they engage with their quit valued clientele. they are happy to be Part of Metro shoes’ digital transformation event by means of offering advanced digital commerce adventure, leveraging the shops by passage of merging them with online, and finally using brand advocacy. IBM in affiliation with CEBS will allow abysmal innovation, quicker-go-to-market and streamline processes for scalability.”

The IBM platform will create a bridge between its online and offline company which the retailer up to now lacked. With the brand current integrated unique view, Metro shoes sooner or later can be able to consume insights gained from the digital realm to design particular offering for consumers as they stroll into any of their shops. subsequently, they could recall note what purchasers desire, shape positive availability when and where they want it and even study lope selling and upselling throughout their quite a lot of brands.

For Metro footwear, IBM Watson Order administration and Commerce solutions can pave manner for IBM’s cognitive technologies to bring insights that assist them provide customers with personalised strategies and an better user event –from click on to delivery.

“With over 15 years of adventure in establishing e-company equipment, CEBS has been a relied on options provider and companion for organizations throughout the globe,” pointed out Satish Swaroop, President, CEBS global. Their effectual and multifaceted software solutions paired with IBM’s abysmal know-how skills will provide Metro footwear a true-time, centralized system for client administration.”


IBM's options drive Bulgaria-based mostly Praktiker's income | killexams.com existent Questions and Pass4sure dumps

foreign traffic Machines organisation IBM these days introduced that Praktiker, a home DIY retail chain primarily based in Bulgaria has tripled each its on-line earnings and in-shop purchases considering that its adoption of the business’s omnichannel commerce reply 5 months in the past.   

Praktiker’s current web page facets an online catalogue of greater than 40,000 gadgets presenting beneficial tips to the conclusion person. The site has been viewed by means of 750,000 exciting clients on the grounds that its launch. specifically, the common variety of visits has tripled from about 1500 per day in the genesis to 5000 per day at present.

Adoption of IBM’s omnichannel commerce solutions specifically WebSphere Commerce (for each for B2B and B2C) and Sterling Order management (for offering insights on supply and demand, order success processes) by passage of retail retailers has elevated in recent instances.

We forecast that the transforming into adoption of IBM solutions (retail, Watson) will proceed to boost the remedy line.

View pictures

specially, shares of IBM gained 0.43% on Tuesday. The stock has outperformed the Zacks desktop - integrated systems traffic on a year-to-date groundwork. while the industry received only 3.9% privilege through the length, the stock preferred 5.1%

Is IBM Poised to improvement?

We notice that competition is intensifying in the utility options zone with the presence of famous players equivalent to salesforce.com’s CRM Salesforce Commerce Cloud, SAP SE’s SAP SAP Hybris and Oracle’s ORCL Oracle Commerce.

We reliance that the continued adoption style for IBM’s utility solutions structures augurs well for the enterprise in the long run.

As of the closing stated quarter, IBM’s Cognitive options (options application and transaction processing software) revenues grew 1.4% on a year-over-12 months groundwork (up 2.2% at regular forex) to $5.30 billion.

foreign traffic Machines organisation profits (TTM)

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international traffic Machines corporation profits (TTM) | overseas company Machines employer Quote

options software growth turned into driven primarily through analytics. (read extra: IBM Corp (IBM) Beats on this tumble income; FY17 View advantageous).

Zacks Rank

At present IBM has a Zacks Rank #three (dangle). that you may see the comprehensive record of nowadays’s Zacks #1 Rank (effective buy) stocks privilege here.

greater inventory information: 8 companies Verge on Apple-Like Run

Did you leave out Apple's 9X stock explosion after they launched their iPhone in 2007? Now 2017 looks to be a pivotal yr to derive in on an additional emerging know-how anticipated to rock the market. require could soar from virtually nothing to $forty two billion with the aid of 2025. stories indicate it could retain 10 million lives per decade which could in circle store $200 billion in U.S. healthcare expenses.

Story continues


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Desktop Management Problem | killexams.com existent questions and Pass4sure dumps

Desktop Management Problem

The exemplar desktop management system should provide a "push" technology that allows administrators to deploy software to multiple PCs simultaneously from a centralized administrative console, without requiring quit user intervention or a technician to visit the desktop. Deployment tasks can be executed immediately or scheduled for off-hours in order to minimize impact on quit user productivity or network bandwidth.

The exemplar desktop management should be an open and scalable system that supports a attain of server platforms, such as Solaris, HP-UX, NT, and both current and legacy Microsoft client platforms (DOS, Windows 3.x, Windows 95, Windows 98 and NT 4.0). The system should be standards-based, with advocate for standard protocols, including IP, DHCP and BOOTP and standard Wired for Management (WfM)-enabled PC platforms (DMI 2.0, Remote Wake Up and PXE). The desktop management system should furthermore advocate legacy PCs via boot PROMs or boot floppies for standard NICs from Intel, 3Com, SMC and others.

Essential to the equation should furthermore be a train of open, programmable interfaces that allow customers and partners to extend and customize the system. The system should be carefully designed to provide scalability across big numbers of clients and servers, including the aptitude to group PCs and software packages into deployment groups and the aptitude to intelligently manage network bandwidth.

Windows 2000 promises to address many of these limitations but will not be deployed in most production environments until 2001, according to industry analysts, such as the GartnerGroup; moreover, in order to recall edge of these current desktop capabilities, organizations must migrate to an exclusive, all-Windows 2000 environment on both clients and servers, which may be unrealistic for many corporations, the preponderance of non-NT desktops.

The exemplar desktop management system should configure operating systems, applications and desktop parameters on an ongoing basis. These operations should be executed simultaneously on multiple PCs from central administrative consoles, and should deliver three faultfinding capabilities: pre-OS installation, remote advocate and no quit user intervention. These three powerful capabilities result in enterprise desktop management nirvana: lower PC total cost of ownership (TCO).

As computing environments lope toward increasingly distributed and heterogeneous environments, many IT organizations are now implementing centralized management systems for managing network resources such as routers and printers, application and database servers (e.g., SAP, Oracle, Lotus Domino), and desktop PCs.

The driving force behind these implementations is the realization that centralized management systems are required to cost-effectively manage the complicated and mission-critical nature of networked systems. For most IT organizations, centralized management systems are the only passage of approaching the identical flat of reliability, availability and control as has been available with mainframe environments of the past.

Centralized Tools

Centralized desktop management tools are seen as a key requirement for reducing the TCO associated with desktop advocate and the rapid growth of desktops in enterprise environments, and as a key enabler for delivering a higher property of IT service to end-user organizations.

In addition, most IT organizations now see PC desktops as a mission-critical corporate resource that should be managed as Part of an overall networked environment – embodying the philosophy "the network is the computer" – rather than treated as a train of isolated standalone resources to be managed on an individual basis.

Tactical requirements for desktop management typically arise in connection with exigent short-term projects such as desktop OS migrations (e.g., from Windows 3.1 or OS/2 to Windows 95/98 or NT), Y2K desktop remediation projects, large-scale deployments of current and more powerful PC hardware to advocate traffic unit requirements (Web access, e-commerce, multi-media, etc.), or deployment of current and complicated applications, such as Lotus Notes or Netscape Communicator.

Technology Differentiators

A successful desktop management system should provide three key technology differentiators versus conventional electronic software distribution systems: pre-OS technology, native installation engine and continuous configuration.

The aptitude to install and configure operating systems on PCs that are current or are unable to boot due to corruption or misconfiguration is called pre-OS capability. Pre-OS technology enables the desktop management system to install operating systems on a PC regardless of its condition (e.g., corrupted difficult disk, won’t boot, virgin difficult drive, etc.). If a desktop management system cannot discharge these functions, then its value is tremendously reduced, as the (re)installation represents a major assignment of IT advocate staffs.

Pre-OS technology takes control of the PC even in the absence of a working operating system, and automates the installation and configuration of operating systems on current PCs out of the box. It furthermore acts in a wait on desk setting for PCs that are unable to boot due to misconfiguration or corruption – without requiring a technician to visit the desktop or any end-user interaction.

The exemplar desktop management system should install applications by running the vendor-supplied native installation program (setup.exe) on the target client. Its desktop agent should click through the installation wizard using the installation options specified by the administrator before launching the installation task. This allows each installation to be easily customized on a per-user or group-wide basis via a point-and-click administrative interface. No editing of script or batch files is required. In addition, this approach provides a lofty flat of reliability because it leverages the vendor-supplied installation procedure that adapts in real-time to the hardware and software configuration of the target system.

The exemplar desktop management system should manage PC configurations across the entire PC lifecycle, not just during the initial application installation. It should be able to deploy action packages to add a current printer or change printer settings, change the IP address or login password of a PC, dash an anti-virus or inventory scan, or execute a BIOS glance as Part of a Y2K remediation effort.

It is furthermore helpful for a desktop management system to maintain a unique client configuration database that stores a history of All software packages that believe been installed, as well as the configuration parameters that were used during installation. This database can be used to rebuild the desktop to its previous configuration at any time, in a completely unattended manner.

Intel WfM Initiative

The Intel WfM initiative is intended to significantly enhance manageability and reduce TCO for desktop PCs. According to Intel, approximately 14 million WfM-enabled PCs believe shipped since the quit of 1998.

WfM V2 will tender enhanced manageability for mobile PCs, enhanced security via encryption and authentication, and advocate for current hardware/software asset management standards such as CIM (Common Information Model) and WBEM (Web-Based Enterprise Management). WfM V2 is currently in beta with PC manufacturers and is expected to be available in mid-1999.

In addition, 100 percent of the traffic PCs offered from vendors, such as Dell, Compaq, IBM and HP are currently shipping with WfM capabilities. The exemplar desktop management solution should fully advocate the WfM V1.1 specification, which consists of three components:

Remote Wake Up (RWU): Allows IT organizations to execute administrative tasks remotely during off-hours to preserve network bandwidth and user productivity.

The PC client is automatically "awakened" under centralized control of the desktop management system, and directed to install and configure operating systems and applications.

DMI 2.0 (Desktop Management Interface): Developed by the Desktop Management assignment force (DMTF), DMI 2.0 allows wait on Desk personnel to scan the hardware and software properties of remote PCs in real-time to aid in troubleshooting.


Ten IT and traffic Benefits of Cloud-Based Integration | killexams.com existent questions and Pass4sure dumps

With today's global and distributed commerce, organizations of All sizes are having to collaborate and exchange information with a growing ecosystem of divisions, partners and customers. Most companies want to communicate electronically and in existent time, but beyond email, managing the exchange of data, messages and documents can be challenging and expensive.

Traditional EDI, networks or point-to-point integration systems are not providing the interoperability, agility and real-time information exchange businesses necessity to compete. In addition, companies necessity to conclude more than merely exchange data; they necessity to integrate complete traffic processes, such as procurement, supply chain management, eCommerce, benefit claims processing, or logistics, to denomination just a few.

As with other technologies, integration solutions are stirring to the cloud in order to provide this increased flexibility and complexity. Today, there are an increasing number of technology vendors giving customers a preference of traditional on-premise integration - where the company manages the connections, mapping and traffic processes itself - or cloud-based products with sturdy self-service or managed service support.

While the cloud may not be preempt for every company or solution, it is an exemplar platform for integration, as it enables seamless interaction and collaboration across communities and systems. From clear economic benefits to increased IT agility to existent traffic impact, a cloud-based integration solution brings value across the IT and traffic aspects of the organization. Below we've outlined the top 10 IT and traffic benefits of conducting multi-enterprise integration in the cloud.

  • Improved confederate and customer relations and retention
  • Increased revenue and margin
  • Improved order accuracy
  • Faster time-to-market
  • Greater competitive advantage
  • Reduced costs and capital expenditures (CapEx)
  • Increased operational efficiencies and reduced manual processes, allowing ways to lope headcount to more strategic projects.
  • Extended investments in legacy applications and systems
  • Aligning IT with traffic goals
  • Scalability and flexibility
  • Let's peer at each of these in a bit more detail with real-world examples.

    1. Improved confederate and customer relations and retentionCompanies must shape it light to conclude traffic with them - it's no longer realistic to inform suppliers to adhere to a unique format, such as EDI, as companies believe investments in applications and systems they necessity to extend. Plus customers believe more choices than ever before, so if you shape it difficult for a customer (or partner) to exchange information with you, they will vanish to a competitor.

    A powerful specimen of this is a mid-sized electrical supply distributor, Mayer Electric Supply. An increasing amount of its traffic was being conducted online, but its eCommerce site and related processes were not keeping pace with customer demands, many of whom were big multinational organizations. Mayer chose to bring its online catalog in-house, having its internal IT team rework the catalog and manage the system, but it turned to a cloud-based integration platform to manage the eCommerce "punchout" and integrated purchase order exchange. This enabled All customers to shop with Mayer directly from their existing procurement systems and incorporate the process into its overall procurement travail flow. The result for Mayer was improved customer retention and increased order size.

    2. Increased revenue and marginOne of the greatest growth areas for cloud-based integration is in require chain processes, because companies realize that keeping customers near and improving customer-facing traffic processes has a direct impact on the top and bottom line. With the companies we've surveyed, All of them believe experienced improved metrics around retention, order size, revenue and margin.

    Take, for example, Invitrogen (now Life Technologies Corp.), a $3 billion per-year supplier to the global life sciences community. The company wanted to ameliorate its customers' online traffic experience to increase revenues. By leveraging a cloud-based integration solution, Invitrogen was able to accept transactions from diverse customer procurement systems via its website and rationalize an order management system that encompassed more than a dozen platforms. Invitrogen saw orders tower 29 percent after an account was integrated.

    3. Improved order accuracyOver the ultimate decade, they believe seen a significant increase in require for integrating eCommerce and procurement processes. These include procure-to-pay, order-to-cash and "punchout." By using a cloud-based integration solution, the experience to integrate these processes is seamless for customers and suppliers. One key benefit of this, as mentioned above, is increased revenue, but there is furthermore a secondary benefit around order accuracy. One eCommerce company saw order accuracy ameliorate to 99% after implementing a cloud-based integration process with its customers, improving inventory management and delivery times, and removing manual intervention from the process.

    4. Faster time-to-marketAcross industries and markets, there is an increasing customer force around the "power of now. Customers want to receive products and services more quickly and with less effort. This is moderately related to the overall trend around the consumerization of traffic technology, as traffic people want the identical experience at travail that they receive shopping or researching online at home. This requires significant improvements in traffic agility and in the aptitude to deliver products more efficiently to meet fast-moving markets. To achieve this, companies must travail more closely than ever with suppliers, distributors, retailers and partners.

    Cloud-based traffic integration enables real-time collaboration and the exchange of information surrounding logistics, parts, designs, inventory, customer order trends, procurement and other faultfinding processes. Being able to receive messages in a matter of hours versus days or weeks can shape the disagreement between getting the deal or not.

    5. Greater competitive advantageThe ease of cloud-based integration can furthermore wait on companies win current customers and boost market share, enabling petite to mid-sized businesses to compete directly with much larger players. In addition, integration can ensure that companies can seamlessly travail with customers and partners by not requiring that All traffic processes occur in a particular format, which may not be compatible with the format that the customer or confederate is using.

    For example, Office Depot turned a shortcoming that kept it from fulfilling portions of orders from customers into a competitive advantage. By stirring specific transactions to a cloud-based integration platform, Office Depot was able to seamlessly travail with a diverse set of customers using many different procurement systems. The result: A "gain in market participate with very petite investment."

    6. Reduced costs and capital expenditures (CapEx)Traditional integration solutions can be costly, often require a specialized and expensive skill set from workers, and are recumbent to smash at the slightest change in format or schema. Furthermore, IT departments are usually under pressure from the traffic side to ameliorate IT operations and wait on drive greater revenue or traffic impact, but rarely are given the additional resources to conclude so.

    Integrating existing systems through cloud-based integration helps companies avoid or laggard the costs of replacing infrastructure. The Software as a Service (SaaS) subscription pricing model allows funds for integration to be moved from the capital budget to the operating budget, making integration easier to felicitous into the IT budget, and enabling IT to spend capital on other more capex-intensive projects.

    7. Increased operational efficienciesSome of the greatest gains in operational efficiency near from transitional manual processes to automated ones. As they know, this furthermore tends to reduce costs and ameliorate accuracy. With cloud-based integration, fewer people necessity to manage connections and transactions, as it enables frictionless system-to-system traffic processes automation.

    While every IT team needs to expose operational improvements, nearly everyone they talk to is worried that cloud or SaaS-based solutions will weigh in a reduction in IT staff. They believe not had one customer experience where this has occurred. On the contrary, what they believe seen is IT staff moved to more strategic projects or to working on current innovations to drive traffic growth.

    A powerful specimen of this is with the consumer products division of Cisco, which uses cloud-based traffic integration to wait on manage and automate key processes across a growing, global distribution network. While the company says the lope to the cloud saved it the costs of two full-time staff, the IT team that had previously managed EDI connections and translations were moved to manage confederate relationships and strategic projects.

    The identical is valid for Whirlpool Corporation, whose North American CIO emphasizes that IT people are focused on managing strategic relationships and projects, and the company leverages the cloud and technology partners to manage much of its infrastructure and integration requirements.

    8. Extended investments in legacy applications and systemsIntegration can extend the life of legacy assets by enabling All members in the integration community to travail from existing systems. With cloud-based solutions, there is no "rip and replace" required, and there should be minimal to no software or hardware required behind the firewall. This is a powerful passage to upgrade traffic processes or ameliorate efficiencies without having to invest heavily in solutions or migrate processes to a current system. This interoperability and extension of systems is a faultfinding understanding many companies are turning to cloud-based integration solutions.

    9. Aligns IT with traffic goalsHow many times believe IT leaders heard it's All about "business technology" and making positive IT impacts the business? Wouldn't it be nice to find a solution that provides this alignment with petite effort? traffic integration is one of those areas that is truly a win-win. Oftentimes, it is the line of traffic that discovers the necessity for improved integration, such as the logistics, procurement or eCommerce manager, where there is a clear pang and a necessity to ameliorate processes. By working with the traffic on integration challenges and using cloud-based solutions to manage it, you can quickly achieve traffic impact without negatively impacting your IT budget or goals.

    10. light scalability and flexibilityDuring the recent economic downturn, it was more famous than ever for companies to believe the option to scale back on IT and in some cases integration costs. With an on-demand integration solution, companies can quickly and easily increase or subside connections, transactions or the number of companies in their integration community, and then scale back up when traffic requires it. In addition, one of the greatest benefits of cloud solutions is the aptitude to start petite and expand as needed, when you are ready.

    These are some of the top ways companies can see measureable IT and traffic benefits from a SaaS-based integration solution, many of which are realized in a matter of weeks or months. Integration enables traffic process automation across the supply chain, require chain, common operations, procurement, eCommerce and other traffic areas. A SaaS-based integration solution can furthermore wait on remove the challenge of traditional traffic integration methods while delivering substantial traffic and IT value.

    Beyond the transaction, it can provide visibility into traffic processes, confederate operations and customer needs. Benefits are realized across an entire organization, from traffic units to IT to the CIO, providing predictable costs, greater operational efficiency, higher margins and revenues, and automated traffic processes. For these reasons and others, business-to-business integration should be a key element of consideration for any company's overall strategy.


    PCI DSS questions answered: Solutions to tough PCI problems | killexams.com existent questions and Pass4sure dumps

    During their recent virtual seminar, PCI DSS 2.0: Why the latest update matters to you, experts Ed Moyle and Diana...

    Kelley of SecurityCurve were unable to reply All of the PCI DSS questions they received during their live question-and-answer session. SearchSecurity.com has asked them to give brief responses to each of the unanswered questions, and we've published those questions and responses below to wait on you decipher your unique PCI problems.

    For additional information about the Payment Card Industry Data Security Standard, visit SearchSecurity.com's PCI DSS resources page.

  • Where can they find information about PCI DSS compliance that is focused on those of us who are "Mom & Pop" shops?Since most petite organizations tumble into the self-assessment category, a powerful resource is the Security Standards Council SAQ (Self-Assessment Questionnaire) section. Specifically these documents:

    SAQ main page

    PCI DSS SAQ instructions and guidelines

    SAQ: How it All fits together

    SAQ A-D and Guidelines

  • It seems the necessity of PCI compliance hasn't fully penetrated the Asian markets. conclude you believe any suggestions on how to achieve compliance for companies who conclude traffic in Asia, where adjusting to PCI standards aren't a priority?Companies should be compliant regardless of where the payment information is stored, processed or transmitted. Even if processors in a particular locale aren't as focused on the standard, the companies (merchants/retailers) with operations in those locales should implement the identical controls as they conclude in other areas of the globe.

  • If card data is entered via the virtual terminal of a third-party on a desktop PC where wireless is not enabled, conclude I necessity wireless scans?All wireless networks within the CDE (cardholder data environment) necessity to be scanned pursuant to the PCI DSS wireless guidelines provided by the Council. If audit and test findings verify there is no wireless on the virtual terminal and there is no wireless within the CDE, additional scans are not required (for example, note that the wireless scanning requirement is not addressed in SAQ C-VT specific to virtual terminal-only environments). Note, however, that if you consume other devices beyond just the virtual terminal to store/process/transmit cardholder data (such as a PoS on your network), you will believe to scan.

  • Is there a standard for isolating non-compliant custom systems that conclude not believe a newer PCI-compliant version available? Let's assume this would be a software package without encryption in its database.There are two standards for payment software – the PA DSS for commercial software and the PCI DSS for commercial software with significant customization and custom software. If the custom software is saving PANs in an unencrypted format, it is non-compliant with PCI DSS. The best options are to cease saving the PANs and consume an alternative -- enjoy masking, tokens or other unique identifier -- or find a passage to encrypt the PAN data before it enters the database. If this is not possible, create a document explaining why, list compensating controls (such as increased monitoring and access control) and retain in station a road map for mitigating or eliminating the problem. Although the compensating controls/road map will not weigh in a fully compliant RoC or SAQ, it does expose satisfactory faith on the Part of the company to travail towards correcting the problem.

  • In terms of a policy strategy, should an enterprise's existing information security policies be amended to include PCI requirements, or conclude the requirements necessity to be addressed in PCI-specific policies?In most cases the CDE (cardholder data environment) under PCI is a very petite portion of the network and should be clearly zoned off from the leisure of the corporate network activities. As a divide Part of the network, a unique policy (or policy set) should apply for that zone. So PCI-specific policies should exist. However, parts of existing policy – for specimen sturdy password controls and reset – can be re-used in the PCI-specific policies where applicable.

  • Regarding encryption in requirement 3, if the decryption key is not present in the cardholder environment, is the system out of the scope of PCI?In the FAQ section of the Council site it states: "Encrypted data may be deemed out of scope if, and only if, it has been validated that the entity that possesses encrypted cardholder data does not believe the means to decrypt it." So if the entity does not believe the key, that data may be deemed out of scope.

  • Does PCI require verification that there are no rogue wireless access points that may believe connected to the POS network?Yes. From the Council's Wireless Guidance: "These are requirements that All organizations should believe in station to protect their networks from attacks via rogue or unknown wireless access points (APs) and clients. They apply to organizations regardless of their consume of wireless technology and regardless of whether the wireless technology is a Part of the CDE or not." And, "The purpose of PCI DSS requirement 11.1 is to ensure an unauthorized or rogue wireless device introduced into an organization's network does not allow unmanaged and unsecured WLAN access to the CDE. The intent is to preclude an attacker from using rogue wireless devices to negatively impact the security of cardholder data. In order to combat rogue WLANs, it is acceptable to consume a wireless analyzer or a preventative control such as a Wireless Intrusion Detection/Prevention System (IDS/IPS) as defined by the PCI DSS."

  • Where is disaster recovery and traffic continuity planning covered in the PCI DSS requirements, or is it?Disaster recovery and BCP are not explicitly called out in the 2.0 version of PCI DSS; however, incident response planning is. "12.5.3 - Establish, document, and dispense security incident response and escalation procedures to ensure timely and effectual handling of All situations." furthermore in the Penetration Testing supplement it states: "Perform testing in accordance with faultfinding company processes including change control, traffic continuity, and disaster recovery." And, in the Application Reviews and Web Application Firewalls Clarified it states: "Adhere to All policies and procedures including change control, traffic continuity, and disaster recovery."

  • Would you define "scope" as the geographical zone of the PCI servers? Or would you define "scope" as the SAQ requirements? It seems at times they are used interchangeably.The scope of the audit surface is the cardholder data environment (CDE). The CDE is "The people, processes and technology that store, process or transmit cardholder data or sensitive authentication data, including any connected system components." So any system component in the CDE is in scope regardless of geographic location.

  • Shared accounts are prohibited according to PCI DSS as I understand it, but imagine if you believe your network outfit management outsourced and the firewalls and switches for the cardholder environment are managed by a third party or a service supplier. In this scenario, you would necessity two-factor authentication for administrative access to the CHE, but what if the service provider/supplier has several technicians and you are using RSA tokens? conclude you believe to supply one authentication account and one RSA token per technician? Or is it necessary only to supply one account and one RSA token for the service provider/supplier? You're privilege that shared accounts are prohibited by PCI DSS; Requirement 8 states: "Assign a unique ID to each person with computer access." Strictly speaking, to be compliant, a unique ID and two-factor token would necessity to be assigned for each person remotely administering the firewalls and switches.

  • Can you converse to some of the feedback you believe received from clients who believe implemented a tokenization product, including some of the key areas to focus on when selecting a vendor?We've received positive feedback from companies that consume tokenization in the CDE to reduce scope. One that they spoke to and believe mentioned publicly is Helzberg Diamond Shops, Inc.. However, they caution that to be completely effective, organizations necessity to furthermore address scope reduction and zoning, document the tokenization implementation so it can be reviewed during audit, and verify with your acquirer/processor that tokenization is acceptable. For vendor selection, the Council is working on tokenization guidance, but Visa Inc.has already issued its recommended guidance, Tokenization Best Practices.
  • Speaking from a university standpoint, they recall credit cards in many ways -- POS, Internet, MOTO – but they consume only PA-DSS applications and they are hosted by a service provider, so they conclude not store any CHD. Their CHDE is really the PCs (and network) where the card data is entered or swiped. They believe segmented All system components (PCs where CHD is entered or swiped) away from their regular network. It appears that many of the PA-DSS requirements are in reference to "stored" credit card data. Can you give me some recommendation on how to determine how much of the requirements apply to us given that they conclude not store CHD? They believe secured All components that believe CHD entered and they are running PA-DSS-compliant applications.Sounds enjoy you've done a lot of powerful scoping work. The PA-DSS applies to applications, but entities soundless necessity to be PCI DSS compliant. Since your applications are already PA-DSS compliant, focus instead on what matters to your university, which is attesting to PCI DSS compliance. If your transactions levels qualify you for self-assessment review, the self-assessment guidelines (please see question 1 for more information) and determine which one applies and complete that. In general, if you tumble under multiple SAQs your acquirer/processer will want you to complete SAQ –D. However, to be sure, check with your acquirer/processor to confirm.
  • Can you tender recommendation on what to peer for in an internal audit and reporting product for PCI DSS compliance?There are multiple audit and reporting implement types that can be used in PCI DSS compliance. For example, a penetration testing system will recur reports on vulnerabilities and exposures in the CDE, while a patching system will recur reports on patch information, both of which apply. In many cases, when organizations cogitate about a meta-console for reporting, it is a log or event/information aggregation console that brings together multiple reporting components for consume in PCI DSS compliance work. For any tool, peer for the aptitude to check for issues specific to PCI DSS (ex: password policy on servers and applications in the CDE) and report on these in a template that maps the finding to the specific requirement.

  • I believe a question about PCI and the cloud. They are a PCI flat 1 merchant. They are thinking of stirring their data headquarters to cloud, Amazon to be specific. They understand that Amazon is PCI flat 1 compliant. Is it really viable to be a PCI-compliant flat 1 merchant in a cloud environment? conclude you believe any guidance regarding PCI in a cloud environment?Amazon.com Inc. (Amazon Web Services – AWS) is, as of this writing, a PCI DSS Validated Service Provider. However, using AWS, or any Validated Service Provider, does not eliminate the necessity to entity using the service to be PCI DSS compliant . As Amazon notes, "All merchants must manage their own PCI certification. For the portion of the PCI cardholder environment deployed in AWS, your QSA can depend on their validated service provider status, but you will soundless be required to answer All other PCI compliance and testing requirements that don't deal with the technology infrastructure, including how you manage the cardholder environment that you host with AWS." So while a cloud provider can be third party validated as a PCI DSS provider, this doesn't weigh in they're certified to PCI or that entities using the service are automatically certified.

    If you are going to host some or All of your CDE in the cloud, conclude so with a compliant provider. However, don't forget to annually check that the provider is remaining compliant with your CDE, as well as the parts of your CDE that are hosted in the cloud. Additionally, according to the PCI Security Standards, your RoC must "document the role of each service provider, clearly identifying which requirements apply to the assessed entity and which apply to the service provider." And:

    "12.8 – If cardholder data is shared with service providers, maintain and implement policies and procedures to manage service providers, to include the following:

    12.8.1 – Maintain a list of service providers.

    12.8.2 –Maintain a written agreement that includes an acknowledgement that the service providers are responsible for the security of cardholder data that the service providers possess.

    12.8.3 - Ensure there is an established process for engaging service providers including proper due diligence prior to engagement.

    12.8.4 - Maintain a program to monitor service providers' PCI DSS compliance status at least annually"

  • In endeavor to ensure PCI compliance, they believe a number of different products from different vendors, since there does not seem to be one plenary PCI compliance "solution." Is this by design? Is there any edge to having each requirement met by a different vendor's product?There are a number of components in PCI compliance and they encompass people, process and technology, and span both the physical and the logical. Also, All of the documentation related to policies and process. It would be extremely difficult (arguably impossible) for a unique solution to conclude it all. The reality is that organizations consume a number of different vendor solutions for the technical controls.

    Some vendors provide products that meet different controls. For example, a vendor with a log aggregation or SIEM implement that furthermore sells antivirus/malware or patch management. The powerful win is not necessarily to believe All tools (or many tools) from the identical vendor, but to be able to bring together reporting, logs, test and monitoring information in a centralized station to shape oversight and compliance monitoring more comprehensive and efficient.

  • How can companies deal with muster recordings in the muster headquarters when taking card payments by phone? Are there any mitigating factors?Because there is not a lot of muster headquarters guidance in the PCI DSS, the Council addressed muster headquarters issues in a special FAQ #5362. "The Council's position remains that if you can digitally query sensitive authentication data (SAD) contained within audio recordings - if impecunious is easily accessible - then it must not be stored."

    Though this is not hosted on the PCI Security standard Council Domain -- it is the official FAQ for the Council and can be accessed directly by clicking in the FAQs link at the top of the official Council page.

    Also, gladden see question below for additional information on storage rules regarding sensitive authentication data (SAD).

  • Our call-recording solution requires manual intervention to bleep out the CV2 number. Is this sufficient as a compensating control to meet the standard?

    If the CV2 (or any other sensitive authentication data/SAD) is not stored, this should meet the standard. Document how the manual process is implemented to ensure impecunious is truly being deleted and not stored.

    Alternately, according to PCI Security Standards Council FAQ "If these recordings cannot be data mined, storage of CAV2, CVC2, CVV2 or CID codes after authorization may be permissible as long as preempt validation has been performed. This includes the physical and rational protections defined in PCI DSS that must soundless be applied to these muster recording formats."

  • If you believe backups of credit card data in a secure location, is that a violation? How can it be mitigated?It's not a violation -- it is Part of a requirement! Requirement 9.5 explicitly states: "Store media back-ups in a secure location, preferably an off-site facility, such as an alternate or back-up site, or a commercial storage facility. Review the location's security at least annually." bethink to shape positive the data was encrypted before it was backed up and that the personnel at the facility conclude not believe the key to decrypt the data.

  • What are the rules for external scanning?External scanning is covered in Requirement 11.2.2 – "Perform quarterly external vulnerability scans via an Approved Scanning Vendor (ASV), approved by the Payment Card Industry Security Standards Council (PCI SSC).

    Note: Quarterly external vulnerability scans must be performed by an Approved Scanning Vendor (ASV), approved by the Payment Card Industry Security Standards Council (PCI SSC). Scans conducted after network changes may be performed by internal staff." 

    See the PCI Security standard for a list of ASVs

    Also helpful is the ASV Program Guide, and the ASV Client Feedback Form

  • PCI 2.0 lightly touches upon virtualization for the first time. Does this extend beyond virtual machine images to virtual appliances (e.g. consume of virtual firewalls & virtual switches in hosted products)?Yes, according to the Scope of Assessment for Compliance it does extend to virtual appliances. "System components" in v2.0 include, "any virtualization components such as virtual machines, virtual switches/routers, virtual appliances, virtual applications/desktops, and hypervisors." furthermore note that virtualization is mentioned in Requirement 2.2.1: Implement only one primary function per server, "Note: Where virtualization technologies are in use, implement only one primary function per virtual system component."

  • Is a system that is not holding the cardholder data, but only processing it (like a Web farm) a Part of PCI audit requirements?Yes, if a system component stores, processes or transmits cardholder data or sensitive authentication data, it is Part of the CDE and within scope of the PCI DSS audit. For additional guidance, refer to the Scope of Assessment for Compliance with PCI DSS requirements section of PCI DSS v2.0.

  • When conclude companies believe to switch over to PCI 2.0?For the absolute final word on compliance deadlines, check with your acquirer or specific card brand. In general, however, v2.0 went into consequence on January 1, 2011 and there is a year to comply with the current standard. If you are in the middle of an assessment cycle that started in 2010 and the compliance assessment will be completed before the quit of 2011, you can continue the process with v1.2.1. If you a starting a current assessment cycle in 2011, consume v2.0.

  • If an organization has filled out the self assessment questionnaire (SAQ) and identified that it has not complied with the 12 DSS requirements, should the SAQ soundless be submitted? Or should the organization wait until the 12 requirements believe been satisfied?Before admitting defeat, see if there is any passage your organization can derive to be compliant. Don't forget, if a non-compliant system or process is not essential, it could be scoped out of the CDE and out of the compliance surface. furthermore don't forget about compensating controls. The exemplar is to be fully compliant, but compensating controls provide a passage for organizations to be mitigating risks as they travail towards implementing better controls.

    According to the Compensating Controls Appendix B in SAQ D v2.0: "Compensating controls may be considered for most PCI DSS requirements when an entity cannot meet a requirement explicitly as stated, due to legitimate technical or documented traffic constraints, but has sufficiently mitigated the risk associated with the requirement through implementation of other, or compensating, controls." Also, there is a compensating control worksheet that needs to be completed in Appendix C of the SAQ D v2.0.

    If de-scoping the non-compliant system and compensating controls are not options, then you will necessity to check the "Non-Compliant" box on the SAQ and retain in a target date for compliance. In most cases, your acquirer/processor will want to see this proof, and possibly request your organization to fill out the "Action Plan" Part of the SAQ; however, check with your acquirer/processor to be sure.

  • Let's talk about the mythical beast that is end-to-end encryption. Does it exist? More specifically, one of their audience members asked, "What if end-to-end encryption from the pin pad / card swipe POS is implemented? Does that recall everything out of PCI scope?"The Council is calling this P2PE for point-to-point encryption. import turning the cardholder data into ciphertext (encrypting it) and then transmitting it, encrypted to a destination, for example, the payment processor. If the P2PE begins on swipe by cashier of the credit card at the PoS (point of sale) and continues All the passage to the processor, it is not stored, and no one in the interim path has the keys to decrypt the data, then it could reduce the scope of the audit surface significantly. Caveats here are that everything will necessity to be implemented correctly, validated and tested. However, note that the entity soundless must be PCI DSS compliant – though compliance may be greatly simplified. And, at this time, the PCI Security Standards Council soundless deems P2PE an emerging technology and is formalizing official guidance, training QSAs on how to evaluate apposite P2PE components, as well as considering creating a validated list of P2PE solutions. For more information on the status of P2PE, gladden read the Initial Roadmap: Point-to-Point Encryption Technology and PCI DSS Compliance program guide.

  • Under what circumstances can an internal audit certify a merchant as being PCI compliant?If the merchant qualifies for SAQ completion, internal audit can be responsible for the assessment and attestation process. "Each payment card brand has defined specific requirements for compliance validation and reporting, such as provisions for performing self-assessments and when to engage a QSA."

    If the merchant must complete a RoC, it is viable to conclude the on-site assessment with an internal resource if the brand allows it. Check with your brand for specifics, Mastercard Inc., for example, has deemed that as of June 30, 2011, the "primary internal auditor staff engaged in validating PCI DSS compliance [must] attend PCI SSC ISA Training and pass the associated accreditation program annually."

  • What PCI and security implications conclude you anticipate arising with the current generation of contact-less cards, given that they are now being widely distributed?If the data can be transmitted in a secure encrypted format over the RF from the contact-less card to a secure endpoint, the data should not be exposed. However, if the data from the card is in clear-text over the air, sniffing attacks will be a major concern. Also, key management and MiTMs may be problems depending on specific technical implementations.

  • Are quarterly penetration tests soundless required for wireless access points that are using WPA-2?Yes, quarterly tests are required. Requirement 11.1 covers All known/unknown wireless access points regardless of protections on them. "11.1 - Test for the presence of wireless access points and detect unauthorized wireless access points on a quarterly basis." The understanding for this is that one of the intents of this requirement is to ensure there are no rogue devices in the CDE.

  • Does Citrix sessioning between payment apps and hosted sites provide sufficient encryption for PCI compliance?If the session is configured to transmit the data between the payment apps and the hosted site using an approved manner (ex: SSL/TLS ) then it should be compliant for at least the transmission portion of the standard.

    Requirement 4.1 -- "Use sturdy cryptography and security protocols (for example, SSL/TLS, IPSEC, SSH, etc.) to safeguard sensitive cardholder data during transmission over open, public networks."

  • How much are organizations spending on PCI compliance? Can you provide a attain both for one-time costs and annual maintenance?There are two sides to this coin: cost of the audit and cost of compliance overall.
  • Audit cost: According to a recent Ponemon survey on PCI DSS trends (.pdf), the middling cost of the audit itself is $225,000 for the largest (Tier 1) merchants, but the cost can attain much higher or lower depending on complexity of the environment, size of the CDE, and other factors .

  • Overall cost of compliance: In 2008, Gartner conducted a survey of 50 merchants and found that PCI costs had been increasing since 2006 (Gartner.com registration required) and cited costs averaging 2.7M for Tier 1 merchants, 1.1M for Tier 2, and 155k for Tier 3. Again, these are averages, so your particular case might be different.
  • Requirement 2.2.1 mandates that faultfinding servers provide a single-purpose service. If I believe a unique server hosting an e-commerce application with a Web server and database residing on a physical server, conclude I necessity to station the database on a divide server?Yes, in most cases. Requirement 2.2.1 – "Implement only one primary function per server to preclude functions that require different security levels from co-existing on the identical server." The intent of this requirement is to provide some protections if the underlying host, in this case the operation system running the database and e-commerce application is breached, causing one or both of the services to be exposed to attack. VMs are now allowed, so the identical piece of hardware could be used with a hypervisor to divide the two services across two VMs. Alternately, if there is a faultfinding traffic need, such as performance, for both primary functions to be on the identical server, consider if this justifies a compensating control by completing the compensating control worksheet (Appendix C of the PCI DSS).
  • About the author:Ed Moyle is currently a manager with CTG's Information Security Solutions practice, providing strategy, consulting, and solutions to clients worldwide as well as a founding confederate of SecurityCurve.

    Diana Kelley is a confederate with Amherst, N.H.-based consulting difficult SecurityCurve. She formerly served as vice president and service director with research difficult Burton Group. She has extensive experience creating secure network architectures and traffic solutions for big corporations and delivering strategic, competitive scholarship to security software vendors.



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