Category Archives: HP

HPE6-A44 Scalable WLAN Design and Implementation (SWDI) 8

Exam ID : HPE6-A44
Exam type : Proctored
Exam duration : 1 hour 30 minutes
Exam length : 66 questions
Passing score : 65%
Delivery languages : English

Related : certifications
Aruba Certified Mobility Professional (ACMP) V8
Aruba Certified Mobility Professional (ACMP) V8 – upgrade from Aruba Certified Mobility Professional (ACMP) previous versions

Exam description
This exam tests your skills with the WLAN design, deployment, and troubleshooting of Aruba Mobile First Network Solutions in complex highly available campus and branch environments. It also tests your ability to configure specialized applications, management, and security requirements for a WLAN such as UCC Voice and advanced security features.
Ideal candidate for this exam
Typical candidates for this exam are networking IT professionals with a minimum of two years of advanced-level implementation experience with Aruba WLAN solutions and a minimum of three years of experience with wired LAN infrastructure and switching and routing technologies.

Exam contents
This exam has 66 questions.
Advice to help you take this exam
Complete the training and review all course materials and documents before you take the exam.
Exam items are based on expected knowledge acquired from job experience, an expected level of industry standard knowledge, or other prerequisites (events, supplemental materials, etc.).
Successful completion of the course alone does not ensure you will pass the exam.
Read this HPE Exam Preparation Guide and follow its recommendations.

Visit HPE Press for additional reference material, study guides, and HPE books.

This exam validates that you can:

Integrate and implement Aruba Mobile First architecture components and explain their uses. 20%

Integrate components of the Aruba Mobile First Architecture.
Differentiate between standalone mode and Master Controller Mode (MCM) features and recommend use cases.
Differentiate the use of packet forwarding modes (tunnel, decrypt-tunnel, split-tunnel, and bridge).
Differentiate between redundancy methods, and describe the benefits of L2 and L3 clustering.
Explain Remote Access architectures and how to integrate the architectures.
Describe and differentiate advanced licensing features.

Configure and validate Aruba WLAN secure employee and guest solutions. 20%
• Configure Remote Access with Aruba Solutions such as RAP and VIA.
• Configure and deploy redundant controller solutions based upon a given design.
• Configure a Mesh WLAN.

Implement advanced services and security. 38%
• Enable multicast DNS features to support discovery across VLAN boundaries.
• Configure role derivation, and explain and implement advanced role features.
• Configure an AAA server profile for a user or administrative access.
• Implement Mobility Infrastructure hardening features.
• Explain Clarity features and functions.
• Implement Voice WLAN based upon a given design.
• Configure primary zones and data zones to support MultiZone AP.
• Implement mobility (roaming) in an Aruba wireless environment.
• Implement tunneled node to secure ArubaOS switches.

Manage and monitor Aruba solutions.10%
• Use AirWave to monitor an Aruba Mobility Master and Mobility Controller.
• Perform maintenance upgrades and operational maintenance.

Troubleshoot Aruba WLAN solutions.12%
• Troubleshoot controller communication.
• Troubleshoot the WLAN.
• Troubleshoot Remote Access.
• Troubleshoot issues related to services and security.
• Troubleshoot role-based access, per-port based security and Airmatch.

Which network components are tracked by Aruba Clarity? (Select two.)

A. Wireless associations
B. DNS lookups
C. AP and controller health
D. WLAN health
E. Client health

Answer: A,C

When they operate in a cluster. Aruba APs obtain AP Group configuration information from which device?

A. Mobility Master
B. AirWaves
C. ClearPass
D. Mobility Controller

Answer: D

A branch office location has two buildings: an office and a small warehouse that are within 20 meters of each other. ARAP at the branch office provides connectivity to the corporate office network. This RAP is also configured as a Remote Mesh Portal (RMP).

A. Which solution should the administrator implement to provide connectivity between the office and small warehouse buildings at the branch office location?
B. Deploy a Remote Mesh Portal in the warehouse building to connect to the Remote Mesh Portal in the office building.
C. Deploy a Remote Mesh Point AP in the warehouse building to connect to the Remote Mesh Portal in the office building.
D. Deploy an ArubOS-Switch in the warehouse building with tunneled node to connect to the Remote Mesh Portal in the office building.
E. Deploy a Mesh Point AP in the warehouse building to connect to the Remote Mesh Portal in the office building.

Answer: E

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HPE6-A43 Implementing Aruba Location Services

Exam ID:  HPE6-A43
Exam type: Proctored
Exam duration:  1 hour 30 minutes
Exam length: 70 questions
Passing score:  73%
Delivery languages: English
Related certifications : Aruba Certified Engagement and Analytics Professional (ACEAP) V1

Exam description
This exam tests your knowledge and skills with the Meridian product line and Aruba Location Services with Aruba Beacons. This includes Meridian AppMaker and SDK, maps and app content creation, how to troubleshoot deployment and Aruba Location Services Beacon configurations, and the ability to configure Aruba BLE Beacons. This exam also tests your integration knowledge and skills with the Analytics and Location Engine (ALE) and ClearPass.

Ideal candidate for this exam
Typical candidates for this exam are networking IT professionals or technical marketing professionals who know how to design and deploy Meridian location solutions with location and proximity beacons, and how to use the Meridian platform to develop a mobile application.

Exam contents
This exam has 70 questions.
Advice to help you take this exam

Complete the training and review all course materials and documents before you take the exam.
Exam items are based on expected knowledge acquired from job experience, an expected level of industry standard knowledge, or other prerequisites (events, supplemental materials, etc.).
Successful completion of the course alone does not ensure you will pass the exam.
Read this HPE Exam Preparation Guide and follow its recommendations.

Read the entire question and consider all options before you answer. If the question includes an exhibit, study the exhibit and read the question again. Select the answer that fully responds to the question. If the question asks for more than one answer, select all correct answers. There is no partial credit.

This exam validates that you can:
Sections/Objectives 31%
Build Meridian Apps 33%
Deploy and Install Beacons 15%
Operate, Manage, and Maintain Beacons 7%
Troubleshoot Aruba Location Services 8%
Integrate ALE and Analytics 6%
Integrate ClearPass

Where can an app developer configure and reset campaigns?

A. Campaigns can be configured and reset in the Meridian Editor
B. Campaigns can be configured and reset in the Meridian Editor and configured in the Beacons App
C. Campaigns can be configured in the Meridian Editior and reset in the Beacons App
D. Campaigns can be configured and reset in the Beacons App

Answer: B

A retail customer does not have an Aruba location services deployment out has an existing Aruba Wi-Fi network with an Aruba 7210 controller with AP-205. The customer has identified six locations around its retail store where they would like to implement campaign push notifications. The customer also requires beacon management.
Which product mix is most suitable for this customer to achieve the goals of proximity push notifications as well as beacon management?

A. six AP-215s and six battery-powered beacons
B. six AP-325S
C. six AP-275S and six USB management beacons
D. six battery-powered beacons

Answer: B

Which analytics tool uses Wi-Fi connections to gather information about clients, such as associations and unassociated clients?

A. Aruba Beacons app
C. Airwave
D. Aruba Sensor

Answer: D

An app developer wants to change the layout of pages in a Meridian powered app. Which setting in AppMaker should the app developer modify to change the page layout?

A. Page format
B. Page style
C. Page layout
D. Page type

Answer: C

What is the main use of ALE?

A. to create a mobile device app
B. to provide location analytics from Wi-Fi information
C. to interact with AirWave to provide RF heatmaps
D. to gather location analytics from beacons

Answer: D

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HPE0-S46 Architecting HPE Server Solutions

Exam type Proctored
Exam duration 1 hour 30 minutes
Exam length 60 questions
Passing score 70%
Delivery languages English

Related certifications
HPE ASE – Hybrid Infrastructure and Cloud Architect V1
HPE ASE – Server Solutions Architect V3
HPE ASE – Server Solutions Architect V3 – upgrade from IBM System x certifications
HPE ASE – Hybrid Infrastructure and Cloud Architect V1 – upgrade from HPE ASE – Server Solutions Architect V3 or V2
HPE ASE – Hybrid Infrastructure and Cloud Architect V1 – upgrade from MCSD – Azure Solutions Architect
HPE ASE – Hybrid Infrastructure and Cloud Architect V1 – upgrade from HPE ASE – Data Center and Cloud Architect V3 or V2

Exam description

This exam tests candidates’ knowledge and skills on architecting HPE server products and solutions. Topics covered in this exam include server architectures and associated technologies as well as their functions, features, and benefits. Additional topics include knowledge of planning, and designing HPE server solutions as well as positioning HPE server solutions to customers.
Ideal candidate for this exam

New candidates who want to acquire the HPE ASE – Server Solutions Architect certification and who have not already acquired a previous version of this certification. Although anyone may take the exam, it is recommended that candidates have a minimum of two years experience with architecting HPE server solutions. Candidates are expected to have industry-standard server technology knowledge from training or hands-on experience.

Exam contents
This exam has 60 questions. Here are types of questions to expect:
Input Text
Input Numbers
Multiple choice (multiple responses)
Multiple choice (single response)
Point and click

Advice to help you take this exam
Complete the training and review all course materials and documents before you take the exam.
Exam items are based on expected knowledge acquired from job experience, an expected level of industry standard knowledge, or other prerequisites (events, supplemental materials, etc.).
Successful completion of the course alone does not ensure you will pass the exam.
Read this HPE Exam Preparation Guide and follow its recommendations.
Visit HPE Press for additional reference material, study guides, and HPE books.


24% Foundational server architectures and technologies

Differentiate between processor classes and types to provide design guideance based on customer needs.
Describe I/O accelerator technologies.
Describe and explain networking technologies.
Identify storage technologies.
Explain server management technology features and their functionality.Propose High Availability and Disaster Recovery solutions to meet the customer’s business requirements.
Propose High Availability and Disaster Recovery solutions to meet the customer’s business requirements.
Differentiate between scale-out and scale-up benefits and purpose.
Differentiate current server OS and virtualization solutions.
Determine an appropriate plan for data center components based on industry best practices and standards.

33% Functions, features, and benefits of HPE server products and solutions
Differentiate and explain the HPE server product offerings, architectures, and options.
Locate and describe HPE health and fault technologies.
Propose HPE datacenter rack and power infrastructure solutions based on site conditions and requirements.
Given a use case, propose appropriate HPE server I/O connectivity options.
Given a customer environment scenario, propose which HPE management tools optimize administrative operations.
Describe the HPE standard warranties for server solutions and options.

16% Analyzing the server market and positioning HPE server solutions to customers

Compare and contrast the HPE server solution marketplace.
Compare and contrast how HPE server solutions provide competitive advantage and add value.

27% Planning and designing HPE server solutions
Given customer requirements and constraints, determine information needed to understand the customer’s needs.
Explain concepts of designing, sizing, and validating the solution.
Interpret customer requirements and integrate them into an HPE solution.

A customer needs an OpenStack-based cloud datacenter with several virtual machines that will be placed in multiple
VLANs. The customer needs to use Virtual Extensible LAN (VXLAN)
Or Generic Routing Encapsulation (GRE) technology to support multi-tenant traffic. The architect recommends the
following HPE server equipment:

Which rationale supports the architect’s recommended configuration?

A. It allows RDMA over Converged Ethernet (RoCE)
B. It improves performance of OpenStack instance provisioning
C. It improves performance of overlay networks with a tunnel offload engine
D. It allows configuration of interconnect module stacking

Answer: D

A customer needs an API that meets the following requirements:
What should the customer use?


Answer: C


The iLO RESTful API provides a modern programmable interface and a lightweight data model specification that is
simple, remote, secure, and extensible. In the autumn of 2014, the iLO RESTful API introduced this architectural style
for HPE ProLiant Gen9 servers with HPE iLO 4 2.0.

HPE now introduces the iLO RESTful API with Redfish conformance. This industry standard Software Defined
Compute (SDC) infrastructure management API is being implemented into ProLiant Gen9 servers and will function
across heterogeneous environments.

Which technology was invented by HPE to create an automated, energy-aware network between IT systems and facilities?

A. HPE Smart Memory
B. HPE Adaptive RAID on a Chip
C. HPE Intelligent PowerDiscovery
D. HPE Smart Storage Battery

Answer: C

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HP is now two companies. How did it get here?

HP’s split follows more than a decade of scandals and missteps

If Hollywood wanted a script about the inexorable decline of a corporate icon, it might look to Hewlett-Packard for inspiration. Once one of Silicon Valley’s most respected companies, HP officially split itself in two on Sunday, betting that the smaller parts will be nimbler and more able to reverse four years of declining sales.

HP fell victim to huge shifts in the computer industry that also forced Dell to go private and have knocked IBM on its heels. Pressure from investors compelled it to act. But there are dramatic twists in HP’s story, including scandals, a revolving door for CEOs and one of the most ill-fated mergers in tech history, that make HP more than a victim of changing times.

HP isn’t down and out: It could still confound skeptics and return some of its former glory. But the breakup is an inauspicious moment for a company that was once one of the tech industry’s finest. Here are some of the events that got HP to where it is today.

The Compaq acquisition: Much has been said about HP’s 2001 buyout of its larger PC rival, and the story is back in the news thanks to then-CEO Carly Fiorina’s U.S. presidential campaign. Without getting bogged down in whether Carly made a huge error, it’s safe to say that the deal did not set HP up for the future. Dell’s direct sales model was about to turn the industry on its head, and tablets and smartphones would deal a blow from which PCs have never recovered. HP bet big on a losing horse.

The pretexting scandal: You want a movie script? In 2006, HP admitted it had hired private investigators who spied on its own board members to figure out who was leaking company information to journalists. Criminal charges against HP executives were eventually dropped, but it cost the jobs of board chair Patricia Dunn and several other top staff. It was an embarrassing distraction at a time when HP needed to get down to business.

The EDS purchase: Buying a big IT services company in 2008 looked like a smart way for HP to diversify into more profitable areas, but HP “never unlocked the value from the deal they were looking for,” says IDC analyst Crawford Del Prete. Soon after, the market turned from large outsourcing deals to smaller contracts, and HP was riding the wrong horse again. Its services business continues to struggle.

Mark Hurd scandal: Like Fiorina, Hurd is a divisive figure for HP watchers. What’s undeniable is that his relationship with R-rated movie actress Jodie Fisher cost him his job and kicked off a disastrous string of events for HP. More contentious is whether Hurd’s rampant cost-cutting stunted innovation and set HP up to fail. Del Prete doesn’t see it that way: Hurd slashed expenses, was adored by Wall Street, and probably would have reinvested some of those savings in the long term, he says. Regardless, his ouster kicked off the most damaging period in HP’s history. Hurd was forced to resign, ostensibly over an inaccurate expense report. If only his successor’s missteps had been so trivial.

Leo Apotheker. Oh Leo, what were you thinking? Or maybe that’s a question for HP’s board. The former SAP chief took over from Hurd in September 2010 and managed to do a lot of damage before his ouster 11 months later. “He was really a software sales and marketing executive,” says Del Prete. “He had a hammer and everything became a nail.” Among the highlights of his tenure:

The Autonomy debacle: The New York Times has called it “the worst corporate deal ever,” and it’s hard to argue it didn’t contribute mightily to HP’s woes. HP shelled out $11.1 billion for the U.K. software maker and took a write-down of $8.8 billion the following year, effectively admitting that it had drastically overpaid. HP claims it was hoodwinked by Autonomy’s management, and lawsuits are ongoing, but there’s evidence that HP rushed the deal without knowing what it was getting into. It was another big distraction for HP and gave more ammunition to investors who wanted change at the company.

The PC blunder: At the same time it bought Autonomy, Apotheker announced that HP was considering a sale of its PC division. It wasn’t a terrible idea — IBM did the same and hasn’t looked back — but dithering about it in public for many months caused uncertainty that hurt HP’s business and helped its rivals.Apotheker also killed off HP’s webOS smartphones and tablets, which HP gained when it bought Palm for $1 billion a year earlier. At a time when smartphones were the hottest item in tech, it was a curious decision, to say the least.

Revolving doors: Before a year was up, HP’s board had had enough and Apotheker was replaced by Meg Whitman, the company’s third CEO in 13 months. Her first move: announcing that HP would keep its PC division after all. Whitman seemed an unlikely choice after her 10 years running Ebay, but she’s won praise for making the best of a tough assignment.

Cloud confusion: It’s an open question whether an enterprise IT company needs its own public cloud, but it’s now clear that HP won’t have one. It said a few weeks ago it will shut down its Helion cloud services in January, and focus instead on “hybrid” infrastructure and partnering with other cloud providers. HP’s public cloud was another initiative started by Apotheker, though one wonders if HP couldn’t have done a bit more with it after four years of effort.

None of these events alone landed HP where it is today. The move to cloud computing and collapsing PC market played a role, along with the ongoing decline in proprietary high-end Unix systems. The failure of Intel’s Itanium processor, on which HP bet the farm in systems, was also a major setback.

Despite all the missteps, the two HPs remain formidable entities, each with some $50 billion in revenue. HP Inc., which will sell PCs and printers, is unlikely to produce much growth, but the PC business can generate a good amount of cash, as Michael Dell has proved. And the core infrastructure business of Hewlett-Packard Enterprise has “never been executing better,” according to IDC’s Del Prete, who pointed to its 3Par storage gear and industry-standard servers.

“We don’t see customers being at risk from the split,” he said, meaning IDC isn’t advising HP customers to shop around.

What matters, he says, is whether Hewlett-Packard Enterprise can make the right acquisitions and partnerships over the next 24 months to bring back some growth.


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Top 5 cities for big data jobs

San Francisco tops Modis list, followed by McLean, Va., Boston, St. Louis and Toronto

Corporate data stores are growing exponentially, nearly every tech vendor is positioning their products to help handle the influx of data, and IT departments are scrambling to find the right people to collect, analyze and interpret data in a way that’s meaningful to the business. On the employment front, the big data deluge is creating a hiring boom across North America. Modis, an IT staffing firm, identified five cities in particular where big data is driving job growth.

San Francisco tops the Modis list, followed by McLean, Va., Boston, St. Louis and Toronto. The roles that companies in these cities are fighting to fill include data scientist, data analyst, business intelligence professional and data modeling/data modeler.

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Business intelligence and data analysis have been core enterprise disciplines for a long time, but they’re becoming more important to businesses as data volumes rise, says Laura Kelley, a Modis vice president in Houston. “We’re in a new era in terms of how large the databases are, the amount of data we’re collecting, and how we’re using it. It’s much more strategic than it’s ever been.”

Big data professionals can be particularly difficult to find since many roles require a complicated blend of business, analytic, statistical and computer skills — which is not something a candidate acquires overnight. In addition, “clients are looking for people with a certain level of experience, who have worked in a big data environment. There aren’t a lot of them in the market,” Kelley says.


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Looking at recruiting trends across its offices, Modis finds there’s not one industry that’s doing the most big-data hiring. Rather, the cities have in common a concentration of large enterprises across myriad industries.

San Francisco, for instance, is home to large companies in the retail, insurance, healthcare, and e-commerce sectors.

McLean, Va., has both a strong commercial sector and government presence. “There are many data center operations in this area, both commercial and government related, that require talent to support the high volume of that data,” Modis explains in its report. “In addition, there is no larger consumer of IT products and services in the world than the US federal government.”

Banking and bio/pharmaceutical industries helped put Boston on the big data hiring map. “Both industries deal with large amounts of data that are detailed and complex in nature. That data then needs to be analyzed and placed in reports, dashboards and spreadsheets by data scientist and analysts,” Modis writes.

In St. Louis, universities and healthcare companies lead the big data hiring boom, followed by pharmaceutical and bioresearch firms that need to fill data analyst and scientist roles.

Lastly, in Toronto, financial institutions are fueling a need for business intelligence pros who can help organizations get a more precise and complete picture of the business and customers, Modis finds.

In the big picture, companies often have to compromise and prioritize their wish list — technical expertise, industry experience or quantitative statistical analysis skills, for experience — to find available big-data candidates.

“What is this person going to be doing? Do you need the technical skills? Or is the quantitative/statistical expertise more important? Is this person going to be doing data modeling or making business decisions?” Kelley says. “In an ideal world, companies want all of it. But it’s not an ideal world.”

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Critics accuse Google of unfairly promoting Google+ in search results

The long-standing and persistent accusation that Google unfairly uses its search engine to promote its other online services is once again in the spotlight, triggered by new social search functionality the company is rolling out this week that more tightly links its search engine with its Google+ social networking site.

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The complaints have come from different quarters, including competitors and industry experts, and have focused on various arguments, but at bottom all charge Google with using its dominant search engine to deliberately boost Google+’s popularity, by giving Google+ pages and profiles an artificially prominent position in result pages.

One of the strongest arguments made so far comes from search engine expert Danny Sullivan, who described on Wednesday in his technology news site Search Engine Land how Google is now suggesting Google+ business pages that companies and public figures have set up on the site in a way that makes the Google+ pages much more prominent than similar pages these public figures and organizations have set up on competing social media sites.

Sullivan shows a variety of examples in which Google, via new query auto-complete suggestions for Google+ profiles and via the new Google+ People and Pages sidebar suggestions column, favors Google+ business pages over alternative ones that have more “fans” on Facebook and Twitter.

Sullivan ran his queries without being logged into his Google Account, and even using the Chrome browser’s “incognito” mode, to make sure that the Google search engine treated his queries as coming from a fairly generic user, and not tailored to him specifically.

“Is there anyone out there who still wants to say that being on Google+ doesn’t matter? Anyone? Because when being on Google+ means that you potentially can have your Google+ page leap to the top in those sidebar results, Google+ matters. It matters more than ever before,” he wrote, adding that Google is clearly “taking its weight in search and leveraging it to boost Google+ in a big way.”

Google, after many missteps in the social networking market, launched Google+ in mid-2011, and has made it clear, from CEO Larry Page on down, that Google+ will be a key, unifying product for the company, providing social sharing features and an identity layer across most Google online services.

However, there has been skepticism regarding the adoption and engagement level for Google+, especially when compared with social networking leader Facebook, which has more than 850 million active members who spend a lot of time on the site.

Google+ is also a rival to Twitter because Google+ can be used in similar ways as the microblogging phenomenon.

In fact, among the first to cry foul this week was Twitter. Its General Counsel Alex Macgillivray, who previously worked at Google, posted on his Twitter account that Tuesday was “a bad day for the Internet” after Google announced the new search functionality.

“Having been there, I can imagine the dissension @Google to search being warped this way,” he wrote. Twitter later followed Macgillivray’s post with a more formal statement, in which it reiterated and expanded on his complaint.

Meanwhile, Google answered back with a post on its main Google+ page, saying it was “a bit surprised by Twitter’s comments” because Twitter “chose not to renew their agreement with us last summer,” a reference to the now lapsed two-year deal which gave Google special access to Twitter’s “firehose” of real-time tweets.

However, as Sullivan and others have pointed out, Google has continued indexing Twitter posts and has a massive collection of them in its index, including links to the official accounts of public figures, celebrities and organizations.

Throughout the two-day flap, Facebook officials have remained mum. Facebook has its own special search arrangement with its partner Microsoft, which gives the Bing search engine access to certain data that is out of Google’s reach. While Facebook keeps most personal profile content off limits to search engines, its business profiles are public, as well as some other content, and thus available to Google. In fact, for a while Facebook has let individuals tag status updates as “public” and made those available to search engines — a good example of this is the site Your OpenBook, devoted exclusively to this type of personal, public status update.

In its announcement on Tuesday of the new social search features, described by the company as “Search, Plus Your World,” Google focused on new things its search users will be able to do when signed into their Google accounts: find Google+ posts and Picasa Web photos they and their contacts on those social media sites have shared not only publicly on the Web but also privately with each other.

This new functionality builds on the existing Google social search features, which let users logged into their Google Accounts see links in search results that their specific social media contacts tagged with the Google +1 button or shared publicly using a social media service.

Google didn’t respond to a request for comment about the controversy surrounding the new social search functionality.

CES 2012: Following the new startups

Whenever I go to a large show such as CES, I always try to make time to look around on the fringes of the show, where the small and (hopefully) up-and-coming companies are. This year, the CEA pointed directly at some very early startups with its Eureka area, which featured companies and products which (at least most of them) aren’t quite ready for prime time, but which show potential for the future.

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Many of the companies seemed to be approaching tech from a for-fun point of view. For example, a company called Modular Robotics was showing electronic building blocks it calls Cubelets, which it is marketing as a toy for children but which I think not a few adults wouldn’t mind spending some time with — you attach power blocks, sensor blocks and action blocks together to make small robots that move, light up or perform other actions.

Another company was creating small robotic vehicles that used smartphones as the driving intelligence. Romotive lets you either preprogram your smartphone — Android or iOS — to drive a small wheeled device in a preprogrammed pattern, or you can use your tablet to direct its movements. According to one of its representative, Phu Nguyen, kits are now being sold to developers, and they hope to come out with a consumer-ready product in another year or so.

Another not-quite-ready startup showing at the Eureka area was nVolutions, which was developing cases that would power up your mobile phones using a small wheel attached to the back of the case that powers it via a spinning motion. It’s an interesting idea, certainly; one of several companies trying to figure out how people can keep their smartphone batteries going without having to constantly search for a power source.

Whether nVolutions, or any of the other startups showing this year, will make it will be interesting to follow. I’m glad that, despite the overwhelming presence of large companies at CES, there are still tiny, ambitious developers out there ready to enter the fray.

Windows ultrabooks: What’s Apple response?

With a glut of “ultrabook” announcements slated at this week’s Consumer Electronics Show (CES), Apple watchers have one question: How will the Cupertino, Calif. company respond?


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Backed by Intel, the big PC manufacturers are expected to launch or show ultrabooks, the chipmaker’s term for thin, lightweight notebooks that rely on solid-state storage (SSD) in lieu of a traditional platter-based hard disk drive and forgo an optical drive, at CES this week.

According to Intel, more than 75 different ultrabooks will appear during 2012.

But as two analysts who cover Apple noted today, the category isn’t new. In fact, Apple was the company that kicked it off.

“They started the ultrabook trend four years ago with the MacBook Air,” noted Brian Marshall, an analyst with International Strategy & Investment Group (ISI ), in an interview Monday.

“Apple set the form factor and the bar,” agreed Ezra Gottheil of Technology Business Research.

Both experts were referring to the MacBook Air, which Apple introduced in 2008. Sales of the Air, however, took off only after October 2010, when Apple dropped the price and revamped the line to include not only a 13-in. model, but also a lower-priced 11-in. laptop. Four months ago, Apple refreshed the MacBook Air line, equipping the notebooks with faster processors and Mac OS X 10.7, aka Lion.

But Apple’s lead in the thin-light laptop class — last year, it owned an estimated 89% of that market, said Marshall — is threatened by an expected wave of ultrabooks from big-name PC makers, including Acer, which trotted out its Aspire S5 Monday.

Late last year, Marshall forecast a significant drop during 2012 for Apple’s share because of the new competition from Windows-based ultrabooks.

“There will definitely be a lot more attention paid to ultrabooks this week,” said Marshall. “And that points out that Apple could be vulnerable here.”

So what’s Cupertino to do?

Tweak the MacBook Air, said Marshall and Gottheil.

“They can add a little bit more functionality and some more features,” said Marshall, ticking off such natural evolutions as higher resolution screens, faster processors and more ports, the latter of which the Air lacks in large numbers.

“Apple can proliferate the Air concept into larger [screen] sizes,” said Gottheil, echoing his take last November when rumors of an impending 15-in. MacBook Air began circulating.

“Frankly, it’s tough to see how Apple can make the Air all that much better,” said Marshall, who called that laptop his favorite Apple product of all time.

Another possible move by Apple, agreed both analysts, would be to reframe the iPad, or at least a version of it, as an ultrabook rival by designing a keyboard and case integrated with the tablet and its iOS operating system.

Third-party vendors, notably Zagg — which also designed the $99 Bluetooth-based keyboard and case sold by Logitech — have had limited success with such an accessory.

But Apple should be able to do those designs one better, thought Gottheil.

“Apple hasn’t filled the gap that others may exploit with a tablet that also offers a keyboard,” said Gottheil, referring to expectations that later this year PC makers will launch devices that function as either a tablet or as a lightweight notebook. “Their little [wireless] keyboard doesn’t have a nice carrying case, but I think they will find a way to fill [that gap].”

Gottheil sees Apple tackling the tablet-plus-keyboard issue not as a discrete package but as an add-on, along the lines of the approach it took last year when it launched the Smart Cover accessory for the iPad 2.

But although Apple will face increased competition from ultrabooks this year or next, analysts highlighted the enviable position the company finds itself in.

“It’s kind of ironic that it’s taken PC OEMs four years to come up with a viable alternative to the MacBook Air,” said Marshall.

“If ultrabooks are only thin, light MacBook Air knockoffs, they won’t be very successful,” chimed in Jack Gold or J. Gold Associates, in an email last week. “They need to be more.”

SAP Business One Small ERP Package with Worldwide Availability

We often hear the question from small business owners: ‘We cannot afford expensive high-end corporate ERP solution and at the same time we are active participant in international business. Which accounting solution should we consider for implementation?’ This question is very good as it allows us to come through accounting packages and try to categorize them. First of all there are small and mid-market ERP products that are available in United States only and plus probably in English speaking countries. If you begin your research with one of the consulting firms selling product available on the USA market exclusively then they probably suggest you to pick one of the local accounting packages available in the targeted country with the option to consolidate financial statements. Good examples are Microsiga in Brazil or 1S Accounting in Russian Federation. This tandem solution theoretically should work but here you have to pay twice for software licenses, implementation consulting and probably expect some overhead in communication between your USA based consulting firm and foreign consultants who are implementing accounting for your overseas location. We would like to suggest different approach by looking at SAP B1. If you remember the history of late 1990th when such ERP vendors as Great Plains Software, Oracle and SAP were trying to introduce scaled down version of their high-end Corporate ERP packages, good example would be Small Business Financials (initially Small Business Manager) from Great Plains Software. Later on big players realized that scaling down is not an ideal solution and the development of the story was acquisition of future Business One by SAP and similar steps from other vendors:

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1. Corporate ERP Localization concept overview. If you have one of the accounting packages implemented in the United States this doesn’t automatically mean that you can deploy the same application in the overseas located office. There are hurdles associated with local country language support and compliance to business code in such areas as taxation, state and federal reporting. Here in the USA we have requirements to file 1099 to report about payments to your contractors as well as W2 to report on employee wages and taxes. United States are pretty liberal and encouraging healthy business climate. Foreign country might be more restrictive and exercise higher control including money repatriation to the States. The XXI century seems to be the century of rising China and South East Asia. Initially in earlier 1980th and through 1990th accounting packages were concentrating on North American and European markets and paying only minimal attention to China and India. Good example in Microsoft Dynamics GP or formerly known as Great Plains where Dexterity IDE doesn’t support Unicode characters (two bytes long and covering all languages including Chinese hieroglyphs)

2. SAP B1 and its position on the international Small Business ERP market. SAP policy seems to be pursuing ERP market worldwide including such countries and regions as China, Brazil, Latin America and Russian Federation. It doesn’t have issues with Unicode and supports all kind of hieroglyphs as well as its recommended managerial reporting tool Crystal Reports (SAP acquired Business Objects few years ago)

3. Version 8.8X. Here we see the merge of A and B flavors (compare to 2005A/B and 2007A/B). This might be considered as small progress however think about the way to install SB1 on central server located in the headquarters and exposed to international users via Citrix, VPN or Microsoft Terminal Server

4. Simple Discrete Manufacturing. What are you doing in the foreign countries? Typically you are manufacturing your finished goods with the destination to the European and American consumer market or you sell your products to the local consumer or in B2B environment. Business One has simple bill of materials, MRP as well as powerful Sales set of modules

5. Please call us 1-866-304-3265, 1-269-605-4904 (for international customers, where our representatives pick up the phone in Naperville and St. Joseph, MI call centers). We have local presence in Atlanta, Chicago, Southern California, South West Michigan, Houston and Dallas areas of Texas. We serve customers USA, Canada, Mexico and Brazil nationwide and internationally via web sessions and phone conferences (Skype is welcomed). Our consultants speak English, Spanish, Portuguese, Russian and Chinese. One of our experiences is international Corporate ERP and Consolidated Financial reporting

Andrew Karasev is SAP Business One consultant and Great Plains Certified Master, MVP, MCSE and MSDBA, 1-866-304-3265, 1-269-605-4904. He is also the initiator of eFaru project and founder of Alba Spectrum information space. Please note that we implement and support Dynamics GP directly through Alba Spectrum

Magic Photo Recovery 3.0 Makes Photo Recovery Faster and Easier

East Imperial Soft updates Magic Photo Recovery, the company’s product for recovering deleted digital pictures, making it faster, safer, and easier to use. Version 3 offers a much improved recovery algorithm, significantly increasing the speed and quality of recovery. The new disk imaging feature makes the recovery safer by allowing working with a virtual disk image instead of the physical drive.

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In addition, Magic Photo Recovery can store recovered pictures onto a remote FTP location, burn them onto a CD/DVD, or create a burnable ISO image.

About Magic Photo Recovery

Magic Photo Recovery makes undeleting lost and deleted pictures easy, bringing a sophisticated pictures recovery tool to experienced computer users as well as complete novices. Combining comprehensive recovery algorithms with quick and easy user interface based on step-by-step wizards and instant pre-recovery preview, Magic Photo Recovery is used by pros and novices alike.

Recognizing common file systems and popular kinds of storage media, the product can discover and successfully recover digital pictures stored on formatted, damaged, and even inaccessible disks and memory cards. Even if the disk is formatted and then re-formatted with another type of file system, Magic Photo Recovery can still locate and recover most of the pictures it held.

The new image recovery algorithm greatly improves the speed of recovery, reducing the time spent on scanning the disk and saving recoverable information. The new algorithm can now locate more lost pictures than ever, significantly improving the quality of recovery compared to earlier versions.

The new disk imaging feature can capture a bit-precise snapshot of a disk, memory card, or USB drive, then doing the recovery safely off-line. The disk snapshot feature makes picture recovery from smaller-size storage media such as memory cards, flash drives, SSD and laptop hard drives much safer than recovering from a live, in-use storage media. The feature can also capture a snapshot of the contents of built-in memory of many makes and models of digital cameras and MP3 players.

Pricing and Availability

Magic Photo Recovery 3.0 is available in Home, Office and Commercial editions. A free evaluation version is available at the company’s Web site.


Magic Photo Recovery works in all 32-bit and 64-bit versions of Windows starting from Windows 95 to the latest Windows 7 and 2008 Server. FAT12/16/32, NTFS (NT4) and NTFS5 (2000, XP, Vista, 7) file systems are supported. The product supports all types of storage media, and was tested on desktop and laptop hard drives, external drives, USB drives and all popular types of memory cards. Through-the-wire recovery is supported for most types of MP3 players and digital compact cameras. Digital pictures and RAW files produced by all types of cameras including those manufactured by Nikon, Canon, Olympus, Casio, Kodak, Sony, Pentax, Panasonic, etc. can be recovered.

About East Imperial Soft

Since its foundation in 2002, East Imperial Soft has developed a range of comprehensive data recovery tools, helping users of Microsoft Windows PC’s to get deleted data back. The range includes tools that make it easy to recover all types of data. By delivering quality products and professional customer service, East Imperial Soft provides its customers with supreme experience.