VMware Certified Advanced Professional 7 - Cloud Management and Automation (VCAP-CMA Design 2021) exam Dumps

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Exam Name : VMware Certified Advanced Professional 7 - Cloud Management and Automation Design (VCAP-CMA Design 2020)
Exam ID : 3V0-732
Exam Duration : 135 minutes
Questions in exam : 60
Passing Score : 300 / 500
Exam Center : PEARSON VUE
Real Questions : VMware 3V0-732 Real Questions
Recommended Practice : VMware Certified Advanced Professional - Cloud Management and Automation Design 2020 (VCAP-CMA Design 2020) Practice Test

Section Objectives Create a vRealize Automation Conceptual Design - Gather and analyze business requirements
- Gather and analyze use cases
- Differentiate requirements, risks, constraints and assumptions Create a vRealize Automation Logical Design - Map Business Requirements to the Logical Design
- Map Service Dependencies
- Build Availability Requirements into the Logical Design
- Build Manageability Requirements into the Logical Design
- Build Performance Requirements into the Logical Design
- Build Recoverability Requirements into the Logical Design
- Build Security Requirements into the Logical Design Design a vRealize Automation Management Infrastructure - Consider vRealize Automation Deployment Characteristics
- Design a vRealize Automation Backup
- Incorporate the use of additional products and tools into a vRealize Automation Design Design vRealize Automation Tenants - Determine Use Cases for Multi-Tenancy
- Determine identity source requirements for a tenancy design
- Choose an authentication mechanism based on requirements
- Assign system wide and tenant specific roles based on administrative functions.
- Represent an Organization Structure with Business Groups
- Identify a Notification Design based on Requirements Create a vRealize Automation Resource Design - Provide an Endpoint Design
- Compute Resource Design
- Provide a Fabric Group Design
- Provide a Network Profile Design
- Provide a Reservation Design Create a vRealize Automation Blueprint Design - Provide a Custom Property Design
- Provide an IaaS Blueprint Design
- Evaluate XaaS capabilities for use with a given design. Complete an Extensibility Design - Address functional requirements that cannot be delivered through out of the box functionality.
- Design Event Broker Integration Complete a Catalog Design - Purposely omitted
- Determine entitlements needed for a given design
- Determine approval policy requirements for a given design

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Deal Of The Century: How Michael Dell turned His Declining laptop enterprise right into a $40 Billion Windfall

by way of Antoine Gara

Sitting on the headquarters of his Austin, Texas–primarily based philanthropic basis, own computer pioneer Michael Dell is acutely conscious that on that very morning in that very state, Amazon founder Jeff Bezos has rocketed himself into area in his Blue origin house shuttle as hundreds of thousands of viewers everywhere appeared on. “I’m completely happy staying on planet Earth,” Dell, shrugging, says with a snicker.

The previous week, fellow ten-figure wealthy person Richard Branson had kicked off the billionaire space race. Some americans saw innovation and ambition. Others noticed ego and hubris. Dell noticed . . . chance.

“We’re selling to loads of the emerging house businesses,” he says depend-of-factly. “that you could’t do all these engineering feats devoid of an amazing amount of computing vigor, information and artificial intelligence.” 

Dell has been publicly quiet for many of the previous decade, muzzled by fierce takeover negotiations or easily fed up in the highlight, or each. His enterprise has done the speakme as a substitute. nine years ago, Silicon Valley and Wall street alike had written off Dell, the person and the enterprise, both tethered to the then-cratering personal desktop market, as en route to the equal technological irrelevance as Palm or BlackBerry. Yet even then Dell noticed possibility: He enlisted private equity enterprise Silver Lake and its billionaire co-head Egon Durban to sidestep the public cynicism, taking his business private for $24.9 billion in 2013, the largest know-how leveraged buyout ever. Three years later, he and Durban conjured $sixty seven billion to engineer the acquisition of IT infrastructure enormous EMC employer. In all, Dell piled an astronomical $70 billion in leverage on his empire, shoveling on debt not like any aspect ever witnessed in corporate america. 

Dell Founder and CEO Michael Dell poses on the Austin, Texas headquarters of the Michael & Susan Dell groundwork in July 2021.

images through MICHAEL PRINCE

The consequences have been brilliant. cars, telecommunications, energy grids, hospitals and logistics networks have all develop into digital businesses, producing ever-expanding reams of facts that should be managed and kept. Dell now sits at the helm of the realm’s largest infrastructure issuer for this pastime. “The amount of facts being created on earth is only extraordinary,” he says. “It’s doubling every seven or eight months.” 

In flip, Dell technologies, at $75 billion, is value greater than 4 instances what it became before it went deepest. on account of all that leverage, Dell, Durban’s Silver Lake and co-buyers have finished far stronger, with complete features of more than $forty billion, according to Forbes’ calculations. Dell’s personal net price has risen to $50 billion. in lots of methods, he was the architect of the greatest buyout coup of all time. 

“It didn’t suppose that risky to me,” he says. Skeptics had neglected the massive graphic. Dell gushed money and sat on plenty of beneficial software property to sell. And inexpensive cash offered the optimal conditions to finance a company gut renovation. 

“Michael is financially sophisticated. He’s not a know-how geek by any stretch of the imagination,” says George Roberts, the billionaire cofounder of deepest fairness enormous KKR and a pioneer of the leveraged buyout, who marvels on the deal. “He purchased the company lower back at the right time. With hindsight, his timing appears pretty superb to me.” 

At fifty six, Dell is know-how’s final man standing, the last customary founder of the laptop period nevertheless running his baby. His opponents have aged out or moved on, whether tech billionaires invoice Gates or Larry Ellison or Steve Ballmer, who have shifted direction to philanthropy or trophy assets equivalent to Hawaiian islands and NBA teams. 

soon Dell will sit at the helm of two separate public corporations: Dell applied sciences, his very own laptop and IT infrastructure colossal, and its spinoff, VMware, a mainstay in cloud-computing infrastructure. both will hold manageable debt degrees and a effective currency for increase and acquisitions. 

“every person’s eyes are on Amazon, Microsoft and Google,” says billionaire Marc Benioff, the cofounder of Salesforce and a pal of Dell’s. “They don’t know that Dell has quietly accrued the market share in enterprise expertise.” 

TECH TITANS WITH child FACES: (From left) at the 1992 laptop discussion board in Arizona, bill Gates talks with a 27-year-historic Dell and solar Microsystems cofounder invoice joy, whereas Prediction business’s Doyne Farmer chats up influential tech newsletter editor and convention organizer Esther Dyson.

Few entrepreneurs starred as brightly as Michael Dell all through the upward thrust of the own computing device. From a university of Texas dorm room in 1983, he created the company that delivered the first computing device to thousands and thousands of americans, employing the mantra quicker, better, more affordable. 

Dell solid his course using efficiency and deft economic maneuvers, which enabled him to bundle and distribute made-to-order computer systems at ultralow fees, skills he honed at a younger age. At 13, he started his first business from his childhood domestic in Houston, publishing lists of stamps that he auctioned and shipped with the aid of mail, pulling in an marvelous $2,000 without massive startup charges, to the amazement of his orthodontist father, Alexander, and stockbroker mother, Lorraine. As a teenager, he offered newspaper subscriptions and industriously combed county archives to find the addresses of lately married couples he believed had an inclination to subscribe. At sixteen, he had saved sufficient to purchase an Apple II, which he took apart to look at its mechanics. 

Dell capitalized on the very own computer after entering the college of Texas at Austin in 1983 as a premed scholar. He hawked disk drives and memory chips to burgeoning laptop fanatics. via January 1984, he discovered that local distributors of IBM computer systems have been being compelled to purchase too plenty inventory, so he purchased the excess PCs at 10% to 15% coupon codes and flipped them for a profit. via April, he became generating $80,000 a month and dropped out of college, to the dismay of his parents, notably his mom. 

A 24-12 months-old Michael Dell stands in his Austin, Texas workstation manufacturing facility in April 1989. Dell had begun his business 5 years earlier in his college of Texas dorm room.

Rebecca McEntee/AP

He found he could repackage the accessories of an IBM computer at costs up to forty% decrease via managing inventories shrewdly and running an immediate-revenue mannequin. He would take orders by mail and call, then collect the PCs and ship them inside one to 3 weeks, bootstrapping his enterprise with consumer orders. In 1986, when he become 21, Dell’s income hit $34 million. In June 1988, at age 23, he took his enterprise public and have become a multimillionaire, promoting $30 million in stock. 

He was anointed a expertise wunderkind, becoming a member of the likes of Steve Jobs and bill Gates within the usual under 30 membership as they mutually took the laptop business mainstream. with the aid of 1991, Dell, then 26, became among Forbes’ four hundred richest american citizens, with a net value of $300 million. consumers loved Dell’s customization, carrier and low costs. In 2000, after a decade of skyrocketing earnings, it grew to become the realm’s largest vendor of private computers, and Dell’s stake was the foundation of a $16 billion fortune. 

The common computing device Billionaires: bill Gates speaks as Michael Dell listens all the way through the product launch of the new windows XP on October, 2001 in ny city.

Mario Tama/Getty images

Then the empire started to crack, partly due to a race to the backside in pc margins that Dell himself had kicked off. After retiring in 2004, he back forward of the monetary disaster to a company in turmoil, stung via an accounting scandal and at the back of in huge traits like laptops. The introduction of the iPhone, iPad and low-margin Chromebooks extra ate into its possibilities, and the market began to treat its server and storage enterprise as obsolete. In response, Dell flailed, losing $14 billion on acquisitions.

through 2012, workstation income were plunging and cloud computing become on the rise. His enterprise changed into more and more grouped with company dinosaurs like Nokia. He essential to exchange the equation. Dell started a plot to reassemble his enterprise with new elements—like an early Dell workstation—and make it advantageous another time. “It turned into an opportunity,” he remembers. “We may make some lemonade out of lemons.” 

For greater than a decade, he’d socked away billions of dollars in a family workplace, MSD Capital, which invested heavily in the cutthroat world of inner most fairness buyouts. considered one of its earliest investments become in a Silver Lake fund. through 2012, that firm’s partnership was in transition, and its bold younger dealmaker Egon Durban was hungry to make massive investments. Durban tracked down Dell at a conference that yr in Aspen, Colorado, and asked for a gathering, the usage of their homes in Hawaii as normal ground.

Dell agreed to a running assembly—one of his favored techniques of conferring with americans—in Kona, Hawaii. Durban had deliberate to inquire about Dell’s smaller property, but three minutes into the stroll, he pushed his chips all in. “be sure you just go private,” he stated. “The fact is, you don’t even want our cash because you’re so undervalued.” As a sweetener, Durban introduced, “The change between you and invoice Gates is you put your identify on the box.”

The pitch worked. After a name to his friend George Roberts at KKR, Dell decided it became conceivable and alerted his board of his intent to orchestrate the first mega-sized leveraged buyout in know-how, an trade commonplace for sitting on piles of unused money and spending cash recklessly—the genuine contrary of what any LBO requires. 

The 2013 buyout turned into one in all Wall highway’s fiercest battles. Carl Icahn led a vocal brigade of holdout shareholders, but the truth turned into no person except Dell and Durban desired to buy Dell, thereby making a bet the computing device wasn’t useless. They believed there was a margin of security in Dell’s undervalued assets. 

“Michael is particular for his willingness to take dangers, however to be correct and do it in a way that’s going to be a success,” Durban says. “As antagonistic to lights dollar expenses on hearth recklessly.” 

The situations were best. “if you have this reductions glut, capital is low-cost and there’s lots of money in your steadiness sheet, it’s challenging to make your equity extra valuable,” Dell says. “if you flip the equation, it’s not general wisdom to claim, ‘hello, let’s have a tech company with lots of debt.’ . . . With predictable money flows, it’s a winning method.”

“Michael is particular for his willingness to take risks, however to be correct and do it in a means that’s going to be successful as opposed to lighting dollar expenses on fire recklessly.”

EGON DURBAN, CO-CEO OF SILVER LAKE

Egon Durban was flying domestic on a personal jet from a high-stakes assembly at Dell’s palatial home in Austin, dubbed “the fortress” by means of locals for its fortified atmosphere. It turned into decent Friday, 2015, and the dealmaking duo have been charming the top executives of EMC agency, hoping to build momentum for a massive takeover. 

EMC, with its advantageous software and cloud-computing subsidiaries and the area’s leading records storage company, had been “put in play” through takeover hobby from rival Hewlett-Packard. Dell had coveted EMC for years, first trying with out success to purchase the company throughout the 2008 fiscal crisis, hoping so as to add EMC’s scale interior giant IT departments and its treasure trove of application and cloud-computing assets to his empire. Its depressed stock cost presented a screaming possibility. 

For months, he and Durban met with EMC executives in all places the area however remained removed from a deal. So Dell determined to host EMC CEO Joe Tucci, board director bill eco-friendly and an EMC government named Harry You. including urgency to the assembly turned into the looming retirement of Tucci and the involvement of activist investor Elliott management, which had bought a big position in EMC. A premium-priced takeover by using Dell was an glaring solution. The hangup? Durban and Dell mandatory to find $65 billion in cash. 

Durban and EMC’s You flew returned to Silicon Valley collectively and talked dealmaking. You whipped out a serviette and began to draw. inner EMC, its most constructive asset was an 81% stake in VMware, a cloud-computing infrastructure large, with the remaining 19% buying and selling on the manhattan inventory change, giving the enterprise a $35 billion price. commonplace knowledge observed Dell essential to purchase everything of EMC in money, however You published that EMC had studied checklist its VMware stake the usage of a publicly traded “monitoring inventory.” He had even visited with billionaire economic genius John Malone to make sure he understood the conception utterly. With strains drawn in wild directions on the serviette, You confirmed Durban how he may install the maneuver to reduce Dell’s money takeover fees. when they landed, Durban rang Dell and talked about that they had discovered a leap forward. 

Egon Durban, the billionaire co-CEO of Silver Lake partners, Dell's deal associate. Silver Lake bought a minority stake in Manchester metropolis soccer group in November, 2019.

OLI SCARFF/AFP/Getty photographs

by way of early September, a deal valued at upward of $60 billion changed into materializing. Dell and Durban flew to new york city, ready within the hallways of legislations enterprise Skadden, Arps as EMC’s board of directors met. With them changed into Jamie Dimon, the billionaire CEO of the usa’s biggest financial institution, JPMorgan Chase. Dell would need to persuade EMC’s skeptical board that he had sufficient energy left to run a mixed business with $75 billion in annual sales—and that he had the cash. 

After EMC’s board meeting convened, Dell was invited in to communicate, with Durban and Dimon in tow. In his disarming Texan demeanor, Dell vowed to keep EMC’s subculture and not intestine the enterprise. A contingent of EMC’s board become nonetheless towards the deal. One skeptical director wondered Dell’s dedication. With all his billions, would he retire to the seashore? Dell spoke back with a smile. “My twins are off to faculty, so there’s just going to be plenty less to do across the condominium,” he stated, drawing laughter. “I’m going to be very committed.” 

Then came the cash. Did Dell have it? It become now Dimon’s half to play. “They’ve bought the cash,” he talked about. “We’ll do the total deal.” 

A month later, a big $67 billion takeover turned into agreed upon, which blanketed Dell elevating a magnificent $50 billion in debt, turning EMC from an funding-grade company to junk-rated. They issued a tracking stock representing 53% of VMware, which saved greater than $12 billion in money. 

“nobody of their appropriate mind may still question his commitment or his capability to battle and win,” Dimon says. “I sometimes make fun of individuals with credit score models. It’s additionally in regards to the personality of the individuals you associate with. [Dell and Durban] are superb guys.” 

DELL’S DARING DEAL Michael Dell’s masterstroke was his Denali Holdings’ takeover of EMC, run via CEO Joe Tucci, for $sixty seven billion in 2016. EMC had an eighty one% stake in VMware. Dell created a “monitoring inventory” for fifty three% of VMware (classification V Shareholders), which drew buyers Carl Icahn and Paul Singer’s Elliott administration. Dell and Egon Durban’s Silver Lake owned the ultimate 28%. VMware acted as collateral for the $50 billion that Dell raised to purchase EMC, with financial backing from JPMorgan’s Jimmy Lee and Jamie Dimon.

The napkin deal did more than retailer cash. VMware became probably the most useful collateral that JPMorgan and a syndicate of more than 100 banks worldwide loaned in opposition t. Its cost soon soared, rising by means of $50 billion in the years after Dell’s acquisition, which helped Dell and Durban turn it into an ATM. 

In 2018, they pulled $9 billion in cash from VMware to purchase shareholders out of the tracking inventory in an aggressive deal that first tried to pay shareholders 60 cents on the greenback for their shares, sparking an outcry from activist buyers Elliott management and Carl Icahn, Dell’s historical foil, who likened him to Machiavelli and deemed the circulate “totalitarian.” The deal become renegotiated to a fairer $14 billion, or eighty cents on the greenback. As part of the maneuver, Dell took his enterprise public under the name Dell applied sciences. 

His new namesake didn’t change neatly originally. Its share expense implied that debt-laden Dell turned into worth lower than zero after accounting for its activity in VMware. He decided the easiest way forward turned into a full spinoff of VMware, which would please shareholders and make him a ways richer. as the market absorbed the deal, which is set to shut this fall, Dell shares skyrocketed, doubling in price and making Dell $20 billion. As a part of the deal, Dell will pull $9 billion greater from VMware to pay down its buyout debt, retiring billions of greenbacks in loans secured by means of every little thing it owns. 

“To his large credit score, he did the right factor,” says Jesse Cohn, associate at Dell shareholder Elliott administration. “He split an excellent blackjack hand.” 

Now Dell is grasp of his own destiny. before the LBO, he owned 15.6% of his company, shares price below $4 billion. thanks to the miracles of his financial engineering, he'll personal 52% of Dell and a 42% stake in VMware. the whole value of his Dell holdings is $forty billion. 

“it is stunning how lots of the company Michael now owns,” says a fawning Marc Benioff. “There actually isn’t an entrepreneurial success story of this magnitude that i will suppose of.” 

“every person’s eyes are on Amazon, Microsoft and Google. They don’t know that Dell has quietly accrued the market share in business expertise.”

MARC BENIOFF, CO-founding father of SALESFORCE

The surprising comeback of Michael Dell boils down to one critical reality: He correctly read the place the know-how business become headed on the decisive second. 

The personal desktop, buoyed with the aid of surging orders as employees built domestic workplaces right through the pandemic, is removed from dead. computing device sales rose 20% to $13.3 billion closing quarter. additionally, public clouds like Amazon internet capabilities and Microsoft’s Azure didn’t take over the IT world regardless of all their success. corporations are taking a diversified approach, the use of public cloud structures like AWS however protecting huge on-premises IT infrastructure for positive and historical facts, besides deepest clouds. purchasing EMC made Dell an enormous in servicing the infrastructure of statistics centers, one of the vital tech sector’s massive increase markets.

Dell has always loved promoting machine to groups and the usage of the relationship to add services. presently, his enterprise is the world’s largest in data storage, servers and “hyperconverged” infrastructure. It’s the precise vendor of computing device computer systems and monitors in North the united states. Now he wishes to use his place to bundle corporations’ IT wants beneath one roof. 

“You’re already buying eight of the 20 stuff you want from us,” Dell says of his pitch to giant and midsize businesses. “Why don’t you just buy all 20 from us? And by the way, we’ll make it value your while.” 

much more attractive is Dell’s latest launch of its Apex product to promote facts and cloud-management subscription capabilities according to shoppers’ use. as soon as-lumpy income will become recurring features that generate greater income as utilization increases. With $ninety four billion in sales and $13 billion in operating cash circulation for the yr ending January 2021, Dell projects it's going to develop at double the cost of world gross domestic product in the coming years. Its biggest chance comes from “the edge,” he says, relating to the conception of managing information closer to where it’s generated. As power, transportation, health care and communications infrastructure turn into digital, Dell predicts these “side” wants will develop at a 17% annual clip. 

“Gartner estimates 75% of records might be at the aspect within 5 years,” he says. “You’re no longer going to flow all that facts to the cloud.” different abilities growth markets consist of telecom device corresponding to 5G infrastructure and virtual desktops as organizations construct hybrid post-pandemic footprints. 

Dell plans to pay down $16 billion in debt this yr, in the hunt for an investment-grade score. With it, the enterprise would be able to return to business-paper markets and develop its lending arm, enabling it to finance extra purchasers and win share from opponents like Hewlett Packard business. and then there’s VMware, the crown jewel of Michael Dell’s empire. once separate—he’ll wait except after Labor Day so he can leverage a five-12 months rule to make it tax-free—it will chart its personal route and plot acquisitions.

“when you hold your breath for a megadeal coming very quickly? doubtless now not,” Dell says, though he doesn’t rule it out. 

From Austin, a metropolis the place numerous cranes dot the skyline, Dell is retaking his position atop the tech industry. His spouse, Susan, prepares welcome kits for the throngs of Silicon Valley CEOs who have fled to Austin in search of reduce taxes and a more robust satisfactory of existence. With a $1.eight billion foundation (distributions: $2.25 billion) and a $19 billion funding company and family unit workplace, they’ve turn into advisors to new tech billionaires who have used roaring markets to take their companies public. 

Does he entertain innovations of retirement, in all probability to the inn he owns in Boca Raton, Florida? “I’d be bored and probably depressed,” he says. not like Bezos or Gates or Ellison, or different peers who chase altruism or hedonism or the thrills of area trip, Dell plans to stick with Plan A. “I’ve nevertheless obtained a protracted, good way to go.”  

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