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Avaya Specialist - Messaging Design

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This seller-particular Certification is obtainable by means of:AvayaHighlands Ranch, CO USAPhone: 800-288-5327Email: This e-mail tackle is being protected from spambots. You necessity JavaScript enabled to view it.

ability degree: Intermediate                          reputation: Being phased out

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summary:This mid-stage certification is for individuals who integrate voice networking, facts networking, and functions into powerful enterprise communications solutions. ACSs design, implement and lighten Avaya options in a loyal world atmosphere.

preliminary requirements:You necessity to cling the ACA Certification and circulate one in every of specialist optional tests ($125). design a election from two tracks, Design and Implementation.Design Tracks encompass: Interactive Voice Response systems, IP Telephony, LAN, Messaging, Multimedia Contact centers and Proactive Contact solutions.Implementation Tracks include: Interactive Voice Response programs, IP Telephony, LAN, Messaging, Multimedia Contact centers and Proactive Contact solutions.practicing is obtainable but not required.

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UTDi Implements Avaya solution for Treasure Coast Hospice | killexams.com actual Questions and Pass4sure dumps

MIAMI--(business WIRE)--Unified TelData Inc., (UTDi) has introduced the a hit implementation of a seven site, Avaya SIP primarily based communication supervisor with Modular Messaging into the Treasure Coast Hospice MPLS community. With its newfound flexibility and performance, Treasure Coast Hospice hopes to breathe able to set the ordinary for other businesses in the hospice industry.

After the acquisition of an further hospice, Treasure Coast turned into coping with some tremendous transforming into pains. Already an Avaya person, the addition of a 2nd hospice onto the community became straining the outdated environment. much of the time spent via IT was plugging holes instead of supplying a solution that could meet the needs of an expanding corporation.

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during the resourceful charge options provided through UTDi, Treasure Coast changed into in a position to subsidize 65% of the funding for its enlargement. in consequence, hospice had the money quintessential to implement an extended-time period design that delivered an enterprise strategy to communications.

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About UTDi

Unified TelData, Inc. (UTDi) offers quick-witted options for world-category communications to a broad latitude of customers globally including AVMED, Liberty medical, PRC, IBM SECU, United means, Blue Coat, Lockheed Martin, U.S. Navy, 450 Congressional workplaces nation-large, Alameda County, and the city and County of San Francisco. A full-carrier options company with workplaces nationwide, UTDi presents its client’s intelligently architected options as well as deployment, on-web site working towards, technical help, financing alternatives, and renovation classes. UTDi is a national Avaya Platinum company associate, rating among the desirable 10 Avaya buyers within the u.s.. gain learning of extra at www.utdi.com.


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First name: closing name: electronic mail address: Password: ascertain Password: Username:

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Specialist - Messaging Design Elective

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Avaya Certified Specialist (ACS) | killexams.com actual questions and Pass4sure dumps

This vendor-specific Certification is Offered By:AvayaHighlands Ranch, CO USAPhone: 800-288-5327Email: This email address is being protected from spambots. You necessity JavaScript enabled to view it.

Skill Level: Intermediate                          Status: Being phased out

Low Cost: $125 (shortest track)               

Summary:This mid-level certification is for individuals who integrate voice networking, data networking, and applications into powerful commerce communications solutions. ACSs design, implement and back Avaya solutions in a actual world environment.

Initial Requirements:You must hold the ACA Certification and pass one of Specialist Elective Exams ($125). elect from two tracks, Design and Implementation.Design Tracks include: Interactive Voice Response Systems, IP Telephony, LAN, Messaging, Multimedia Contact Centers and Proactive Contact Solutions.Implementation Tracks include: Interactive Voice Response Systems, IP Telephony, LAN, Messaging, Multimedia Contact Centers and Proactive Contact Solutions.Training is available but not required.

Continuing Requirements:Certification is telling for two years.

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A Personal Reflection on Introducing Design to the U.S. Army | killexams.com actual questions and Pass4sure dumps

Teaching Systemic Design at the School of Advanced Military Studies in 2010, Kansas, Ft. Leavenworth.

In this blog, I complicated how I accidentally became involved in a major transformation in U.S. military thinking, and reflect on some lessons from my experience.

This is a preprint of an article that will emerge in the Journal of Military and Strategic Studies.

The Australian Army: Complexity Theory and Adaptive Campaigning

Every two years, the Chief of Army Exercise convenes the Australian Army’s Generals for professional deliberation. In 2006, there were three Exercise themes: mission command, a systems approach to problem solving, and the land-air partnership. The organizers of the Exercise, led by Colonel Damian Cantwell and Lieutenant Colonel David Wainwright, were furthermore the authors of Adaptive Campaigning. Adaptive Campaigning was the Australian Army’s current capstone doctrine, which drew on insights from knotty adaptive systems theory to address the challenges of knotty warfighting.

As a defence scientist working profound in a defence research lab in Edinburgh, South Australia, receiving one of only three invitations to civilians to attend the Exercise was a rare opportunity to solemnize and interact with the top brass. At the time, I was leading a basic research project on knotty adaptive systems for defence, while furthermore completing my PhD thesis on a multidisciplinary approach to knotty systems design. My Research Leader Anne-Marie Grisogono and I had contributed to the conceptual evolution of Adaptive Campaigning, and they were asked to lighten hasten a workshop on Systems Thinking.

Brigadier generic (Retired) Huba Wass de Czege, founder of the U.S. Army’s School of Advanced Military Studies (SAMS) and author of the renowned AirLand Battle doctrine, was a keynote speaker at the Exercise. SAMS was well known as the most intellectually rigorous Army educational undergo globally, often dubbed the “book a day” club for the prodigious reading load. SAMS graduates were often referred to as Jedi Knights for their advanced planning skills. Huba was fascinated to learn of Adaptive Campaigning, and quickly delved into the theory of knotty systems with Anne-Marie and I. At the conclusion of their conversation, he said, “You know, you two really ought to arrive out and visit SAMS and view this thing we’re calling Design.”

The School of Advanced Military Studies: Systemic Operational Design

A pair of months later they received a visit invitation from the SAMS Director, Colonel Steve Banach. On my first visit to SAMS, I arrived during the middle of a Systemic Operational Design practicum. There were 16 students seated around a horseshoe classroom. Whiteboards spanning three walls were covered in a variety of systems diagrams, visualizations and notes on South American narco-terrorists. Sitting in the middle of the horseshoe at the front of the class with Huba Wass de Czege was Israeli Brigadier generic (Reserve) Shimon Naveh. Shimon, who resembled Michel Foucault in both appearance and vocabulary, was delivering an animated lecture on his dialectical engine of description / problematization / synthesis. After about an hour of Shimon’s academic exegesis, Huba provided some translation and interpretation through storytelling, and then the students broke out into little teams to drudgery on the next iteration of their design inquiry.

I was fascinated. Over the past decade, I had observed and participated in dozens of Army planning exercises, and read about hundreds more. This was almost exactly enjoy no allotment of them.

There was no evidence of division of labour according to the Staff System. There was no sequential process being followed. There were no PowerPoint Slides being produced. Most surprising of all, there were no doctrinal manuals in sight.

Instead there were copies of books enjoy A Thousand Plateaus and A Treatise on Efficacy and Zen and the expertise of Motorcycle Maintenance and A Primer in Theory Construction scattered on desks. There were expansive discourses on significance and rationale and vie logics. Students were creating current forms of visualization to express and debate knotty ideas systemically. The instructors were allowing the students to thrash about, become confused, and pick up frustrated. They were spurring the students to reckon more critically, to breathe more creative, and to engage their deepest differences in beliefs.

This was different.

When I returned home to Australia, I read everything I could find on Naveh’s theory of Systemic Operational Design (SOD). That took less than a week. Even though Shimon had been practicing SOD with the Israeli Defence oblige since he founded the Operational Theory Research Institute in 1996, he had thus far refused to save his theory into writing. He was reluctant to document a drill that was noiseless evolving and defied proceduralization. There were only a few student monographs, interviews, and a very readable summary by retired Marine Corps consultant and concept writer John Schmitt’s from SOD’s American debut at Exercise Unified Quest in 2004–05. I next worked my pass through the SAMS SOD reading list, which covered a broad spectrum from military operational art, to continental philosophy, to epistemology, to historiography, to complexity theory, systems thinking and generic system theory, to architecture theory and design thinking. After two more visits to lecture on complexity theory, I was offered a position as the first foreign civilian ever to serve on the SAMS faculty.

The U.S. Army: Design Curriculum and Doctrine

I arrived at SAMS in 2008. The U.S. was at war in Afghanistan and Iraq, and design was being scaled up from a pilot elective course to allotment of the core curriculum, which required an evolution of the course design. SAMS was attempting to write a student text on design, but the current draft satisfied no one. Just before my arrival there were several falling-outs based on both personality and ideology. Jim Schneider and Tim Challans (SAMS faculty), and then Huba Wass de Czege, Shimon Naveh, and Rick Swain (Booz Allen Hamilton contractors) severed ties with the design program they had created at SAMS due to disagreements with the Director. Together, under Bob Mayes’ leadership, they established Booz Allen’s headquarters for the Application of Design (CAD). My position at SAMS was funded through a shrink with Booz Allen, which effectively rendered myself and my colleague John Rochelle as the bridge between SAMS and CAD. While this position was not without tension, it furthermore afforded me a unique view on this early forking of military design drill in the U.S. Army. SAMS would discontinuance up calling their version the Army Design Methodology, while Booz Allen called theirs Operational Design.

At the same time as they (Mike Stewart, Alice Butler-Smith, Peter Schifferle, Bruce Stanley, Matthew Schmidt, and myself) developed and began teaching the current curriculum, SAMS was approached by the Combined Arms dogma Directorate (CADD) to contribute to the writing of design doctrine. This was controversial, given Naveh’s widely expressed views on dogma as antithetical to design, as well as the paucity of peer reviewed literature on systemic operational design on which to base the doctrine. But the Army was at war, and CADD was in a hasten to publish the current concept.

I was drafted onto a team of four writers, along with Lieutenant Colonel Richard Paz (CADD), Lieutenant Colonel Chris Prigge (U.S. Army Training and dogma Command and co-author of the Commander’s Appreciation and crusade Design pamphlet), and Major Trent Mills (U.S. Army Central Command Design Team) to write domain Manual Interim 5–2 Design (2009). This interim doctrinal manual was then condensed by a current team led by Lieutenant Colonel Steve Leonard into Chapter 3 of domain Manual 5–0 The Operations Process (2010), the predecessor of Army dogma Publication 5–0 (2012). A curriculum of 3,000 pages of reading on design at SAMS was eventually distilled down into 13 pages of dogma that would serve as the main instrument for introducing the Army Design Methodology to the U.S. Army.

Booz Allen took a different approach to documenting design. In 2009, Shimon Naveh, Jim Schneider and Tim Challans published The Structure of Operational Revolution: A Prolegomena, a 120 page treatise on systemic operational design. The Prolegomena articulated design’s historical and philosophical roots and presented a academic frame for military design inquiry. Rick Swain published a practitioner’s companion to the Prolegomena titled Fundamentals of Operational Design, which described a methodology that was used by Booz Allen to teach design to Army units in the field.

In the three years I was at SAMS, they graduated 600 Colonels and Majors educated in design.

I stayed with Booz Allen’s headquarters for the Application of Design for a further two years through to 2013, helping to establish and coach design teams at U.S. Strategic Command (USSTRATCOM), U.S. Special Operations Command (USSOCOM), U.S. Cyber Command, U.S. Army Pacific, and Australian Special Operations Command. Recently in July 2016, I returned to visit SAMS and the USSTRATCOM design team. Both the curriculum at SAMS and the USSTRATCOM design team suffer continued to evolve, but the initial structures they developed in 2008–2011 remain at the foundation of the U.S. military’s approach to design.

Personal Reflection

This fable is one of remarkable success. The U.S. Army is an organization comprised of 1.4 million energetic duty personnel. It is often perceived as highly conservative and insular. Yet in less than a decade, the U.S. Army introduced a radical current idea, iteratively experimented with and adapted it, documented and taught it, applied it in the field, and prescribed it across the entire organization.

This current notion was not a change in the margins of the military profession. It was a challenge to the very core of how the Army thinks about and plans operations, by an organization who was already second to no allotment in planning knotty organizations. And it was done while the Army was assiduous fighting two wars. I am noiseless struck today by the professionalism, openness, and willingness of the Army leaders I worked with to embrace and confide to change.

Even though they were far more successful than I could suffer anticipated, I noiseless believe they fell a long pass short of the potential of Shimon Naveh’s theory of systemic operational design:

  • There are noiseless only a handful of people in the U.S. Army who understand design deeply;
  • Design is talked about far more than it is practiced;
  • Of those who drill it, there are many who suffer adopted the language of design to portray what they suffer always done without understanding or committing to designerly practice;
  • There are multiple design camps, practices and languages associated with Army Design Methodology, Marine Corps Design, Operational Design, Design Thinking, and Systemic Operational Design; and
  • In the integration process, the institution altered design much more than design altered the institution.
  • In my view, the three main challenges they failed to develop satisfactory responses to were:

  • Institutional Culture
  • Balkanization
  • Pathways to Mastery
  • These are each described next.

    Institutional Culture

    The predominant institutional culture of the U.S. Army is a profile of technical rationality that views strategy as a search for the ways (courses of action) that best meet stated ends (objectives) within the assigned means (instruments of national power). Strategy is then developed using a waterfall process that cascades from the top down. Technical rationality combines a guileless realist epistemology with instrumental reasoning. Army officers often characterize this more simply by proverb “we are a blue collar Army” with “an engineering mindset.” “Give us a clear objective and adequate resources and we’ll achieve the mission.”

    Systemic operational design challenges this entire worldview. SOD is post-positivist and constructivist. It challenges the mission as received from higher HQ. It views strategy as an unfolding of potential that derives from a dynamic interplay between ends, ways and means in a constantly changing environment. The signature rip of SOD is reframing — seeing the same situation with current eyes. Reframing is not a change in the situation. It is a change in the internal condition of the design team.

    Seen from within the institutional culture, the activities of SOD emerge incomprehensible, inefficient, and even dangerous. Why is this discussion going around in circles? Why finish you hold drawing these ridiculous spaghetti charts? Why finish they hold questioning the mission they suffer been assigned?

    The predominant institutional culture does not suffer the time or resignation for philosophical distinctions. dogma limits the professional language of the Army. Every term has a sole definition that is dictated by the institution in a separate doctrinal manual, Joint Publication 1–02. Naming is framing. It is difficult to eschew the institutional paradigm when you can’t change the language.

    How finish you insert a current paradigm when you cannot suffer a discussion at the flat of paradigms? They never came up with an adequate retort to this question. Proponents of design basically fell into two camps, which I will call the Home Team and the Away Team.

    The Home Team wanted to play the game according to the rules of the design paradigm. They were the purists: Design isn’t for everyone. I can’t teach anyone to design, but with a willingness to learn and save in the effort, some people are capable of learning design. Most officers will never pick up design. It’s best if they don’t even assume to understand it.

    The Away Team wanted to play the game according to the rules of the institution. They were the pragmatists: They necessity to design Design as simple as possible. They necessity to demonstrate value to assiduous Army officers. Even if they can pick up them to reckon a petite bit deeper, a petite bit differently, that is progress. Design provides current tools for their toolbox. Every Army Officer can profit from knowing a petite design.

    The Home Team was mostly ignored or derided by Army leaders. For every 100 students, they would convert one or two devoted acolytes, but in the process they furthermore generated energetic resistance to design. The Away Team was better received by students. But because no allotment of these students were required to challenge their fundamental beliefs, they were never able to really reframe. Their design projects simply perpetuated the predominant instrumental approach to problem solving.

    I feel enjoy both were unsatisfactory. Neither was able to transform the predominant institutional culture. Perhaps they needed to find another, more neutral domain from which students could acquire perspective on both the home domain and the away domain (a meta-perspective). Maybe they needed experiential pathways that allowed students to venture onto the away domain without first having to learn the rules of the current game. Or perhaps they needed to insert design to officers before they became so acculturated into the paradigm.

    Balkanization

    Shimon Naveh is a purist, and honest to a fault. His willingness to openly blame his peers and his clients’ organizations is polarizing, winning a devoted following, while furthermore creating enemies. As design took hold in the U.S. Army, there were many who wanted to distance it from Naveh’s theory and drill of Systemic Operational Design. They did this by rebranding SOD to the Army Design Methodology. This included changing the language of design to doctrinally approved terms and rounding off SOD’s sharp edges.

    Because SOD was introduced through a mostly oral tradition, and Naveh was continually updating his own language for describing SOD, different organizations developed different variants of design. The U.S. Marine Corps incorporated an abridged version of design into their planning dogma that was influenced by Schmitt’s article from the early Unified Quest experimentation. SAMS wrote a student text expertise of Design Version 2.0 (of which I was the lead author) based on the SAMS design curriculum. The U.S. Army dogma was used by the Command and generic Staff College to teach design, along with a handbook written by Jack Kem, who had not been involved with any of the experimentation with design. The U.S. Army War College wrote their own manual, which was a high flat synthesis of secondary literature on military design. Naveh’s longest teaching relationship was with USSOCOM. However, USSOCOM eventually decided to insource design education, which is now hasten by the Joint Special Operations University (JSOU). In 2016, JSOU published a white paper Design Thinking for the SOF Enterprise.

    Through a combination of ideological divides (Home Team vs Away Team), personality conflicts, and the oral tradition of design, a Balkanization of design occurred. This greatly weakened the message, as Army officers began to focus on the differences between design sects rather than the broader movement they collectively represented. This consequence seems to breathe common in most human endeavors, from religion to science. There is certainly an argument that having multiple variants of an notion compete with one another provides selection pressure that can strengthen the more successful variants through a profile of Darwinian evolution. But when competitive forces overwhelm the necessity to cooperate on great systems change, it would seem that the Balkanization becomes destructive to a change movement.

    Pathways to Mastery

    SOD was intimidating for novices. The language Shimon used was full of statistically improbable phrases and multi-syllabic words drawn from an immense literature: deterritorialization, problematization, smooth and striated space, rhizomes, fractal self-similarity, and homeostasis. This made it seem as though you would necessity to read for years before you would breathe even qualified to attempt designing anything.

    The translation of design into doctrinal terms did not design it any easier for novices to learn design. dogma is the wrong vehicle for learning design, because it is written to breathe comprehensible at the eighth grade flat on the first scan. Design cannot breathe scholarly by reading a 13 page manual. I believe design is best scholarly in a studio setting, designing for a actual world challenge, in the presence of experienced coaches, and supported by a community of practice. The U.S. Army frequently uses dogma as a appliance for behaviour change, but it is a blunt instrument for teaching a subtle craft enjoy design.

    Intellectually, SAMS was a remarkable setting to insert design, but they were always starting behind the 8 ball. Ideally, design would breathe infused from day one at West Point, and breathe reinforced along an Army officer’s career. Instead, there is a just amount of unlearning that has to occur before a mid-career officer can learn design. My undergo with Colonels was even more difficult, since they had already achieved career success without design, and so they were on tolerable less open to learning a radically current approach.

    For officers who were naturally attracted to design, there were few pathways for them to develop mastery of design. If they were lucky enough to breathe accepted to SAMS, they would capture one course on design. There was nowhere to proceed after that to further specialize in design, and no energetic communities of practice. There is a little military “design cabal” mailing list, but only a handful of SAMS graduates are subscribers. Army officers rotate through postings every two years, and career progression moves in the direction of becoming a generalist, not a specialist. There are telling reasons for this, but it does design it challenging to build any actual depth of learning in design in serving officers.

    What They Got Right

    It is furthermore necessary to admit the things I reckon they got right. The pass they chose to insert design:

  • Continually experimented and adapted their approach;
  • Was reflexive in applying design to the introduction of design;
  • Used education as a leverage point for organizational change;
  • Used current issues to teach design rather than fabricated scenarios;
  • Educated and enlisted advocates from the pool of retired Generals who were mentors to serving Generals;
  • Found a “hook” for design by connecting it and integrating it with existing planning processes; and
  • Emphasized continuity with military traditions through the exercise of historical antecedents, rather than promoting the unique differences of design.
  • Conclusion

    This reflection is provided in the spirit of learning from a valiant application to design radical change. I am furthermore motivated by a frustration from reading too many success stories that whitewash outright of the personal, political and cultural challenges that subvert change efforts. I don’t believe the challenges they encountered in this undergo are unique to design. Nor are they unique to the U.S. Army. By discussing them, I hope that others who intend to design radical change can reckon some of the barriers before they arise. I am truly grateful for the opportunity I was given to play a little role for a few years in a mountainous and worthwhile change application that forever changed my own life’s trajectory.


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