|Exam Name||:||Cisco Express Foundation for Account Managers (CXFA)|
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|Updated On||:||April 19, 2019|
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646-365 exam Dumps Source : Cisco Express Foundation for Account Managers (CXFA)
Test Code : 646-365
Test Name : Cisco Express Foundation for Account Managers (CXFA)
Vendor Name : Cisco
Q&A : 255 Real Questions
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Yogi Berra once stated, “when you come to a fork within the road, take it.” Now, for those who don’t recognize Yogi Berra – he become a hall of repute catcher for the new york Yankees who gained 10 World series rings, the most of any participant in historical past. Yogi’s suggestions, whereas frequently extraordinary, gave the impression sound on this front.
i can actually say in my many years of working in technology, it has been some of the most reliable tips as there had been many roads and a lot of forks. learning Python, for instance, has been a street with many forks – and some sporks.
Six months in the past, without a previous programming journey, I set out on a quest to embrace programmability. I grew to be a Python therapist instead, and it became yet a further reminder of how stunning working at Cisco is – how did this occur? smartly, let me clarify.
it all began at a DevNet express experience. It became interesting, confusing, and frustrating, as most things are within the beginning. I reacted skeptically to how researching Python would make my life more convenient as a network engineer. As I fumbled through the exercises and labs, I could believe my blood force going up.
The challenge become that I didn’t get it, and that i didn’t are looking to get it either. The curiosity that had served me so smartly and drove my passionate want with networking wasn’t there, at first, when i used to be added to Python, API’s, and IDE’s. It changed into more convenient to fake that I didn’t need this.
i was chuffed to put that away and imagine it didn’t ensue.
end of the story? neatly, no.
a few months later, i used to be invited to attend another Cisco DevNet express event. This time though, i was requested to assist as a proctor. It’s one thing to be annoyed in researching, it’s an additional thing all together to train the aspect that frustrates you.
educating something I didn’t understand, have in mind, and become actually terrified of turned into going to be difficult and maybe as uninspiring as a physical education instruct teaching junior excessive physical science.
So, with my most convincing fake smile, I stated: “ok. high-quality, I’ll do it.” however, I wasn’t first-rate.
I nevertheless hadn’t come to grips with the usage of Python to help me repair network problems. This Python programmability is a factor that, despite my most suitable wishes, doubtless isn’t going away. It become time to get over myself and figure this out.
on the DevNet experience, i attempted to be the premiere proctor I may be. To my surprise, a fellow Cisco engineer in attendance reacted the identical approach I did at my first experience. He would in no way admit it. but, he expressed his frustration with an excellent heightened degree of emotion, resolution, and worry that I did.
It become at that second, it finally snapped – i spotted here's part of the learning journey!
every now after which, we go through fundamental shifts in our careers, the place we'd quite bury our head within the sand, and need it might all go away. but, that’s a shortsighted method of taking a look at alterations in our industry. it is these shifts and turns that make this field so unique. It dawned on me in this second that I additionally now find a way to aid others make the adjustment!
growth! light bulb second! The Python therapist become born.
here is what makes Cisco such a superb area to work. Our management crew passionately encourages us to keep up with technological transitions. They recognize these transitions don’t happen overnight, and that organizations and people need time to get comfortable with and reply to the trade in direction and pondering.
Now I remember that this comprises the shift to programmability and the brand new method of doing issues via API’s.
So, now as a substitute of reluctantly watching for the scholar that goes to slam their fist in frustration upon their keyboard, i am going to motivate it. because the quicker we get through that part, the faster our herbal born curiosity will assist us to are attempting it once more. That incremental success is what builds consolation with this new skill.
that is what is so special concerning the Cisco DevNet group. it's crammed with Python therapists that grasp our palms and have a true need to support us get over Pythonaphobia.
I nonetheless combat, and many times fumble through making an attempt to get anything to work in Python. however, now i do know I could make it work if I just enable myself the patience to persevere. It takes actual effort to get my standard little script to work and, even then, once I get it to work I rewrite it, so it’s now not so embarrassing to show it to someone else.
i will be able to reside with that even though as I work on my new skill, and help the next engineer of their Python journey.
wish to work for a company that encourages you to grow? apply now.
middle East – building on the success of outdated routine all over the world, Cisco’s DevNet express turned into these days extended into Lebanon, supported by using.
DevNet categorical is Cisco’s two-day experience which goals to teach network engineers and architects a way to control their networks using business network Programmability equipment and APIs (software program interfaces). The intention of DevNet is to create a group of infrastructure and software developers and give them hands-on journey and insights by way of pre-packaged tutorials, instructor-led instructing through highly certified earnings engineers and beneficial via games.
the use of open, programmable platforms and researching labs, DevNet empowers builders with the capabilities obligatory to innovate, personalize and bring business results using new, secure and more effective methods. DevNet specific uses emerging digital technologies and Cisco DNA (Digital community structure) to aid leaders with company transformation, using Intent-based Networking as a a must-have component. The software is open to a big group of customers, partners and engineers, aiming making digital transformation attainable to all.
Commenting on the launch of DevNet express in Lebanon, Hani Raad, Director and universal supervisor - middle East West area at Cisco said: “As a market first, Cisco’s DevNet express goals to combine our global vision with local talents to aid builders pay attention, learn and put into follow various teachings and software pushed innovations for you to support enterprise boom.
Globally, we have over 500,000 individuals, who come from greater than 39,000 agencies. we are proud to give native ability right here in Lebanon a platform on which to build their potential and speed up digitization. We appear forward to taking part with an increasing number of native expertise and upskilling builders to drive innovation in Lebanon forward.”
Cisco (NASDAQ: CSCO) is the worldwide know-how leader that has been making the information superhighway work considering 1984. Our individuals, products, and companions support society securely connect and seize day after today's digital probability today. find extra at newsroom.cisco.com and follow us on Twitter at @Cisco.
Cisco and the Cisco brand are trademarks or registered trademarks of Cisco and/or its associates within the U.S. and other nations. a listing of Cisco's logos may also be found at www.cisco.com/go/emblems. Third-birthday celebration emblems mentioned are the property of their respective house owners. the use of the notice accomplice does not indicate a partnership relationship between Cisco and another company.
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source: Gsolutionz, Inc.
August 26, 2008 13:22 ET
VENTURA, CA--(Marketwire - August 26, 2008) - Gsolutionz (www.gsolutionz.com), the west coast's premier voice and information professional for small and medium sized companies, has accomplished Premier Certification from Cisco®. To earn Premier Certification, Gsolutionz needed to meet necessities for networking competency, carrier, guide and consumer delight set forth by Cisco.
"fitting a Cisco Premier accomplice is a huge step for our business as we seem to further diversify our portfolio of solutions," said Allen Pugh, President and CEO, Gsolutionz. "Having the potential to offer items from an business chief like Cisco, apart from other producers, further differentiates Gsolutionz from our rivals, and reinforces our commitment to give our consumers with solutions that meet their present and future needs."
"Cisco is dedicated to offering tools, working towards and programs to help power accomplice boom, differentiation and profitability," pointed out Surinder Brar, senior director of global channels at Cisco. "With specializations in Cisco specific basis and express Unified Communications, Gsolutionz has made an investment in delivering the integrated and customised know-how options brand new purchasers demand."
As a Cisco Premier licensed accomplice Gsolutionz demonstrates a range of technical abilities. To obtain Cisco Premier Certification Gsolutionz became required to achieve the Cisco specific foundation Specialization. This specialization comprises exams on technical competency within the integration of primary routing and switching, wireless LANs, and protection technologies. furthermore, Gsolutionz turned into required to combine a base stage of Cisco Lifecycle capabilities into their offerings and reveal measurably high levels of consumer satisfaction in keeping with independently audited customer pride surveys.
The Cisco Resale Channel program offers companions with the practicing required to build sales, technical and Cisco Lifecycle features advantage. Cisco resale companion certifications -- select, Premier, Silver and Gold -- characterize an increasing breadth of potential across key technologies and a companion's capacity to bring built-in networking solutions. Cisco resale accomplice specializations -- categorical, advanced and master -- replicate an increasing depth of sales, technical and repair abilities in particular technologies.
About Gsolutionz Inc.
Gsolutionz is a number one voice and records advisor based in Ventura, CA. in addition to being a Cisco® Premier certified accomplice, staffed with experienced technicians and a 24-hour aid staff, Gsolutionz Inc. offers voice and facts techniques for companies with 2-250 employees. With over 5,000 satisfied consumers, and a nationwide network of certified technicians, Gsolutionz Inc. is a 1-stop store for the buy and installing of your small-business mobile device. For greater counsel, or for a free communications consultation, seek advice from www.gsolutionz.com or name 1-866-GET-GSOL.
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This is the last in the series on migrating communications services to the cloud. This post covers devices, services adoption, and how to maximize the business positive impact of migrating to cloud communications.
The previous posts on IP access connectivity and LAN/WAN service assurance were quite substantial; however, this post could be the most important of this series. Consider that some industry reports point to cases of end-user adoption of advanced communications applications in the range of 10% to 15%. Poor adoption of advanced services limits the potential for the move to cloud-based communications to achieve positive business outcomes. And yet, the topic of adoption is often treated as an afterthought and left until the end of the planning process. Here are a few reasons why:
Understanding these challenges, it is important to raise the profile of service adoption. This final blog post offers tangible strategies, both in migration planning and project execution. Thus, cloud migrations not only meet targets around timelines and budget but also achieve targets for business success – both for the firm level metrics and user productivity measures.
Similar to many of the topics in this blog series, the challenge of adoption and customer success are not just the responsibility of a business’s IT department. These responsibilities are also important to the communications service provider (CSP) serving them, their product managers, and executive teams. Customers who do not achieve target results and see positive business impact are more likely to downgrade services, pass along negative referrals, or even churn.
To help IT managers and CSP product managers tackle these challenges, this discussion is organized into four key topic areas:
At this point, you might think that the sophistication of this approach would mainly apply to a mid-to-large size organization. While some elements do more naturally fit to those segments, this approach does work for smaller businesses and mass markets as well, especially where CSPs take an active role scaling and driving end-user adoption initiatives.1. Adoption Strategy: Key Stakeholders and Project Planning
The communications industry has a lot to learn from the software as a service (SaaS) industry about adoption strategies. SaaS businesses typically deliver services on a “success” basis – starting with a trial and advancing through to a commercial contract. These contracts may run month-to-month or with annual renewals, leaving businesses with ample opportunity to assess the ROI and ask the question, “Is this service worth our time and investment?”
With constant opportunities to unsubscribe or churn, “success” is top of mind for vendors and customers. This is a stark contrast to traditional PBX-based communications where systems are purchased as CapEx and have a lifespan of seven to 10+ years. IT managers pass adoption responsibility to business process owners and typically focus on service reliability and break-fix issues. Similarly, PBX vendors have little incentive to concern themselves with adoption once the initial transaction is complete and until the next procurement cycle.
As cloud communications is provided and delivered more like SaaS, IT managers can now look to CSPs and the broader set of stakeholders at the start of migration planning. IT managers should especially lean on their CSPs to work through the following steps:
This type of adoption plan can be relatively straightforward, depending mainly on how the target applications are defined and stakeholders are held to account. Let’s take an example of user adoption for a mobile app to “UC-enable” your smartphone. Using the three step approach above, IT can build the following outline:
Metrics to track – reported to Group VP, sent to responsible functional managers
The example of “UC-enabled smartphone” above is a good starting point for adoption planning. Not only do most business staff suffer with multiple contact numbers, but most UC solutions offer a mobile app that can improve responsiveness and reduce communication cycles. In addition to “UC-enabled smartphones,” we recommend IT managers consider starting with a set of adoption success targets around the following applications and business benefits:
If the business does not currently track metrics, it may consider running a lightweight series of surveys around employees’ views of communications effectiveness. The results may be helpful to target applications, identify end-user communications savvy, and receptivity to new applications.2. End-User Adoption Dynamics and Diffusion of Innovation Theory
The second area of building an adoption strategy is consideration of end-user adoption dynamics. Even if a new cloud communications solution offers tremendous personal and firm-level benefits, many end users bring a different receptivity to change. An accepted and long-standing theory on how a population responds to change opportunities is called Diffusion of Innovation.
You may not be familiar with Diffusion of Innovation Theory, but you are probably familiar with its terminology, especially the concept of “Early Adopters” vs. “Adoption Laggards.” In fact, Diffusion of Innovation Theory breaks a population into five categories, with the following percentages of population: Innovators (2.5%), Early Adopters (13.5%), Early Majority (34%), Late Majority (34%), and Laggards (16%). This is better represented as a distribution curve as shown below in Figure 1.
Figure 1: Distribution Curve of Receptivity to Adoption from Diffusion of Innovation Theory
This distribution may skew in different directions depending on your specific population of end users or depending on your vertical. Certain demographics such as older public sector workers or professional staff (lawyers and doctors) tend to bring larger populations of technology laggards who lack patience and frustrate easily in the face of new technology. IT managers need to build their plans to consider the needs across the spectrum of adoption profiles, not only their most enthusiastic and ambitious users.
Diffusion of Innovation Theory also identifies five factors that influence adoption across this population – serving to further accelerate or slow down adoption. These factors are: 1) Relative Advantage; 2) Compatibility; 3) Complexity; 4) Trialability; and 5) Observability.The typical telecom cloud communications migration plan violates all five of these factors at once. Here’s how:
1) Relative Advantage: IT and business leaders do a poor job of describing, or even marketing, the net advantages of the new service, both to the business and individual users.
2) Compatibility: Rarely are communications services presented within the context of the overall business strategy and corporate culture.
3) Complexity: Migrations typically struggle to closely coordinate device readiness with first use experience, portal access, training resources, and target use cases. Telecom migration is inherently complex; it takes a lot of work to make this anything close to simple.
4) Trialability: Many next-generation telecom applications lack a trial, test experience, or way to visualize and prepare for service go-live and readiness.
5) Observability: As we discussed in the introduction, it is difficult to easily observe how communications services drive both business and user-level objectives.
Many of the above five factors seem to converge around user interfaces (UI) and user experiences (UX). These factors explain why UI and UX play such a significant role in facilitating or hindering a user’s receptivity to change and adoption success. In the case of unified communications, there are such a wide array of devices and interfaces, including traditional handsets, headsets, and conference room panels and equipment. Interfaces include calling applications and how they convert smartphones and laptops into communications endpoints. Ideally, the user experience can be coordinated and orchestrated across all of these devices and interfaces.
Consider device selection carefully together with your plan to manage the amount of change planned for and experienced by your users. You should plan extra efforts if you expect to require greater change for users. For example, consider the change required when swapping out phones for laptop soft clients or mobile apps. Users are often comfortable with the “always-on” availability of a handset with purpose-built feature buttons and well-understood service invocations (for services like transfer, park, pick-up, etc.). These same users frequently express frustration with the loss of a familiar user experience and then sour on downloading the replacement mobile app or needing to bring up a soft client to initiate a phone call. They may even reject logging into their personal portal to get all the needed training to see how the new user experience is ultimately superior. This might seem shocking considering the positive impact of new features and better ways of working. And yet, this is the reality of driving adoption and is consistent with some of the data we see in the field, especially for Late Majority Adopters and Adoption Laggards.3. Reducing Increments of Change through a Building Block Planning Approach
With the number of features, devices, and interfaces, we recommend breaking up the introduction of cloud communications into smaller increments and in an easier to digest, sequential fashion. This approach breaks up the typical suite of cloud PBX and unified communications services into three key categories. The first is “service foundation,” which includes IP connectivity, PSTN services, and service quality. The second category is “supporting how you work today,” which includes all the PBX-based communications services that support how staff and admins perform existing jobs and business processes. The third category is the new “advanced/UC services” and the ways of supporting new ways of working and improved business processes.Figure 2: Example Phased UCaaS Migration Project Plan
In Figure 2 above, notice how the basic connectivity and PSTN services are turned-up in Phase 1 and 2 before moving to a Phase 3 turn-up of the “new” services. This approach ensures as much continuity as possible and minimizes the stress on users to understand changes to their existing services at the same time as digesting new services and capabilities. In this particular plan, IT management and CSPs believe that improved net adoption of advanced/UC services will outweigh the benefits of a more immediate turn-up of UC functionality.
This approach is notably different than many business process re-engineering strategies, in say ERP or CRM implementations, where there are strict and formal mapping of exactly how specific legacy processes are re-engineered. The time of the service cutover signals the point to 1) stop following legacy processes, and 2) begin using new business processes.
In the case of communications, it may not be as simple to execute a single point of cutover, especially as there are often multiple ways to handle calling and collaboration interactions. Old processes and new processes can co-exist at the same time. Consider how many ways basic features such as call pickup, hold, or forward can be managed – whether via star codes/flash hooks, dedicated feature buttons, soft-feature keys, or web GUIs, and mobile apps. There’s also the case of how telephone numbers and DIDs are ported. This also creates a period where overlapping operations make sense. The better that IT and CSPs can offer users choice to their preferred way of working and minimize disruption, the greater that they can focus on driving the adoption of high impact new features and capabilities.4. Use of Personas, Equipment Profiles, and Device Selection
Supporting communications and collaboration starts with supporting how people prefer to work. Different roles within a business work differently and will enjoy different “relative advantages” from cloud communications service. One of the most powerful resources for IT managers and CSPs is the use of a common set of end-user personas to capture the best practice relative advantages and adoption characteristics. Instead of a one-size-fits-all solution that really fits nobody, key personas within a business will see how their specific use cases and equipment needs are supported.
Some popular personas are the “Office Worker,” “Mobile Worker, “Executive,” “Receptionist,” and “Remote or Teleworker.” Sometimes personas can include conference and huddle room configurations or even hoteling stations.
These personas can be very helpful to organize device selection and configuration along with turn-up preferences and adoption hot buttons. See the figure 3 below snippet of Cisco’s UCaaS persona – the Executive.Figure 3: Snippet of the “Executive” Persona with Information on Buying and Consuming Needs
Through the use of personas, IT managers and CSPs can carry out turn-up and adoption plans that are far more targeted to the specific needs, challenges, and opportunities across the broader user base. An analysis by Marty Parker of BC Strategies suggests that the use of seven personas or “usage profiles” were able to account for 90% of communications end users.
The degree of personalization to consider with personas are as follows:
These personas should enable IT managers and CSPs to better execute the delivery of end-user service packages. Targeted equipment kits and training plans enable a more orchestrated first-use experience. Considerable research shows the importance of delivering a positive first-use experience of the new service.
The key term for cloud communications first use experience is “orchestration” – implying the coming together of many parts in the correct sequence. Devices need to be pre-configured, accounts already setup, telephone numbers assigned, credentials available (if needed), and the correct training or instructional resources in reach. This does not necessarily require face-to-face training; these can be accomplished through instructional videos. The key is that the piece parts are in place and validated for to achieve a near 100% record of service-ready end users.
Finally, using personas helps take away some of the mystery of device assignments. Who prefers a mobile device? Who prefers a soft client for the PC vs. a handset? Personas offer best-practice examples of end-user configurations. These templates reduce the temptation to guess or apply wishful thinking about who will use what devices, clients, or will need which training. We have seen many IT managers optimistically deploy enterprises with 50% or more stations without a handset. This is probably the most common and frustrating migration for end users. The handset offers a whole host of features and capabilities that most users take for granted: always-on, immune to Wi-Fi networking issues, and not subject to PC or tablet processing constraints. When in doubt and considering the importance of achieving turn-up success, consider assigning a handset to a station.Summary
This entire approach may seem like a lot to go through to drive adoption. That said, just on the personal productivity side, studies report that unified communications applications can offer significant improvements in productivity through enhanced mobility and better collaboration.
Consider research completed by Fluker & Murray in 2017. They conclude through a review of several studies and broader literature, “UC improves workflow, reduces costs, and facilitates multi-tasking; in other words, work is getting done faster and issues are being resolved more quickly. UC is location neutral – employees can work from any location with broadband access. UC also fosters stronger working relationships that help to create positive work environments.”
These benefits are especially pronounced for businesses where UC features can compress communications cycles from days to hours and even minutes. For a knowledge worker with a total cost of $100K/year. Helping that worker achieve 10% to 20% more output is equivalent to $10K to $20K/year/user, which nets out as a substantial benefit to the business.
Achieving successful end-user adoption is achieved through a combination of careful planning and diligent execution. It takes an end-to-end approach. IT and CSPs need to partner and work together. And key to addressing the spectrum of adopters, from Innovators to Laggards, is to minimize complexity and disruptions as much as possible. At the same time, use persona templates to better target relative advantages and orchestrate first-use experience.
Comrade Foot via flickrWomen make up half of the workforce, yet they're still hugely underrepresented on corporate boards.
"There must be cohesiveness on the board to get the work moving forward," Carol Evans, CEO of the National Association for Female Executives (NAFE), told us. "Women add their own perspectives, experience and knowledge to the board, which cannot be found any other way than by having gender diversity."
And having women on boards just makes good business sense. Research shows that companies perform better when they have more female executives.
To identify which companies most support women in leadership roles, NAFE asked for nominations from the public, which required applicants to answer more than 200 questions about female representation at their companies.
Of the 200 applications submitted, NAFE narrowed the list down to the top 50, which is featured in this month's issue of Working Mother.
Thanks to NAFE for also sharing the list with Business Insider.
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