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132-S-800-1 Specialist - Messaging Design Elective

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Avaya Specialist - Messaging Design

Avaya certified expert (ACS) | real Questions and Pass4sure dumps

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

most economical: $a hundred twenty five (shortest song)               

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 abet Avaya options in a apt world atmosphere.

preliminary requirements:You necessity to cling the ACA Certification and circulate one in every of specialist optional tests ($125). earn a preference 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 | real 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 live 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 Already an Avaya person, the addition of a 2nd hospice onto the community became straining the outdated environment.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.

To create the most confiscate environment, Treasure Coast wanted to live with Avaya because the company believed Avaya delivered better of Breed options. UTDi turned into brought in to consult on the implementation. besides its trade skills, UTDi additionally introduced Treasure Coast to a SIP carrier acknowledge that eventually has saved them heaps of bucks.

during the resourceful expense 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 epoch objective that delivered an enterprise strategy to communications.

via careful planning, issue identification and a particular figuring out of the lifestyle, UTDi was able to design an Avaya acknowledge that not handiest met the starting to live needs of Treasure Coast nowadays, however furthermore offered the vital scalability to enable the enterprise to proceed on its path of increase. Treasure Coast might now focus on developing an improved adventure for its sufferers, figuring out its community become sound.

“Treasure Coast Hospice had a relatively transparent vision of what they desired to live capable of accomplish from the onset, they simply weren’t precisely bound how they were going to pickup there,” stated Jeff Potter, Director of IT for Treasure Coast Hospice.

Potter continued, “as a result of their partnerships with UTDi, they now absorb a system in location that caters to a very challenging atmosphere. Avaya items provided the technical capabilities they crucial and UTDi showed us a way to apportion into consequence the acknowledge and maximize the merits for their exciting ambiance.”

“This became a difficult and profitable mission. They had been working with disparate programs but dedicated to growing the atmosphere Treasure Coast estimated,” spoke of Jason Bergeron, options specialist for UTDi.

“Streamlining the procedure to a versatile and scalable atmosphere changed into the greatest target, but getting there may live outside of their funds constraints,” mentioned Lyhn Haller, CEO of UTDi. “by introducing a SIP solution, deploying a original SIP based carrier carrier and providing their original device for capabilities plan, Treasure Coast was able to pickup the best of Breed solutions they vital on a manageable budget.”

About UTDi

Unified TelData, Inc. (UTDi) offers bright 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 knowledge of extra at

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Specialist - Messaging Design Elective

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Avaya Certified Specialist (ACS) | real 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 trade communications solutions. ACSs design, implement and champion Avaya solutions in a real world environment.

Initial Requirements:You must hold the ACA Certification and pass one of Specialist Elective Exams ($125). select 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 convincing for two years.

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

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

In this blog, I clarify 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 original capstone doctrine, which drew on insights from involved adaptive systems theory to address the challenges of involved 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 chance to celebrate and interact with the top brass. At the time, I was leading a basic research project on involved adaptive systems for defence, while furthermore completing my PhD thesis on a multidisciplinary approach to involved systems design. My Research Leader Anne-Marie Grisogono and I had contributed to the conceptual progress of Adaptive Campaigning, and they were asked to abet dash a workshop on Systems Thinking.

Brigadier general (Retired) Huba Wass de Czege, founder of the U.S. Army’s School of Advanced Military Studies (SAMS) and author of the famed AirLand Battle doctrine, was a keynote speaker at the Exercise. SAMS was well known as the most intellectually rigorous Army educational experience 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 involved systems with Anne-Marie and I. At the conclusion of their conversation, he said, “You know, you two really ought to promote out and visit SAMS and survey 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 general (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 miniature teams to toil 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 nonexistent 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 art of Motorcycle Maintenance and A Primer in Theory Construction scattered on desks. There were expansive discourses on acceptation and rationale and compete logics. Students were creating original forms of visualization to express and debate involved ideas systemically. The instructors were allowing the students to thrash about, become confused, and pickup frustrated. They were spurring the students to cogitate more critically, to live 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 constrain since he founded the Operational Theory Research Institute in 1996, he had thus far refused to apportion his theory into writing. He was reluctant to document a rehearse that was soundless 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 way 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 general 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 strange 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 fraction 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 center for the Application of Design (CAD). My position at SAMS was funded through a contract 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 rehearse in the U.S. Army. SAMS would discontinue up calling their version the Army Design Methodology, while Booz Allen called theirs Operational Design.

At the selfsame time as they (Mike Stewart, Alice Butler-Smith, Peter Schifferle, Bruce Stanley, Matthew Schmidt, and myself) developed and began teaching the original curriculum, SAMS was approached by the Combined Arms doctrine Directorate (CADD) to contribute to the writing of design doctrine. This was controversial, given Naveh’s widely expressed views on doctrine as antithetical to design, as well as the paucity of peer reviewed literature on systemic operational design on which to foundation the doctrine. But the Army was at war, and CADD was in a run to publish the original 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 doctrine 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 original team led by Lieutenant Colonel Steve Leonard into Chapter 3 of domain Manual 5–0 The Operations Process (2010), the predecessor of Army doctrine Publication 5–0 (2012). A curriculum of 3,000 pages of reading on design at SAMS was eventually distilled down into 13 pages of doctrine 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 drill 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 center 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 absorb 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 sage 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 original idea, iteratively experimented with and adapted it, documented and taught it, applied it in the field, and prescribed it across the entire organization.

This original concept 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 nonexistent in planning involved organizations. And it was done while the Army was industrious fighting two wars. I am soundless 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 absorb anticipated, I soundless believe they fell a long way short of the potential of Shimon Naveh’s theory of systemic operational design:

  • There are soundless 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 rehearse it, there are many who absorb adopted the language of design to represent what they absorb 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 dominant institutional culture of the U.S. Army is a figure of technical rationality that views strategy as a search for the ways (courses of action) that best fill 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 naive realist epistemology with instrumental reasoning. Army officers often characterize this more simply by adage “we are a blue collar Army” with “an engineering mindset.” “Give us a transparent 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 hotfoot of SOD is reframing — seeing the selfsame situation with original 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 consequence you maintain drawing these ridiculous spaghetti charts? Why consequence they maintain questioning the mission they absorb been assigned?

    The dominant institutional culture does not absorb the time or forbearance for philosophical distinctions. doctrine limits the professional language of the Army. Every term has a unique definition that is dictated by the institution in a sever doctrinal manual, Joint Publication 1–02. Naming is framing. It is difficult to evade the institutional paradigm when you can’t change the language.

    How consequence you interlard a original paradigm when you cannot absorb a discussion at the level of paradigms? They never came up with an adequate acknowledge to this question. Proponents of design basically fell into two camps, which I will convoke 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 drill anyone to design, but with a willingness to learn and apportion in the effort, some people are capable of learning design. Most officers will never pickup design. It’s best if they don’t even pretend 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 earn Design as simple as possible. They necessity to demonstrate value to industrious Army officers. Even if they can pickup them to cogitate a itsy-bitsy bit deeper, a itsy-bitsy bit differently, that is progress. Design provides original tools for their toolbox. Every Army Officer can profit from knowing a itsy-bitsy 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 nonexistent of these students were required to challenge their fundamental beliefs, they were never able to really reframe. Their design projects simply perpetuated the dominant instrumental approach to problem solving.

    I feel enjoy both were unsatisfactory. Neither was able to transform the dominant 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 original game. Or perhaps they needed to interlard design to officers before they became so acculturated into the paradigm.


    Shimon Naveh is a purist, and honest to a fault. His willingness to openly criticize 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 rehearse 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 acute 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 doctrine that was influenced by Schmitt’s article from the early Unified Quest experimentation. SAMS wrote a student text art of Design Version 2.0 (of which I was the lead author) based on the SAMS design curriculum. The U.S. Army doctrine was used by the Command and general Staff College to drill 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 elevated level 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 dash 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 live common in most human endeavors, from religion to science. There is certainly an argument that having multiple variants of an concept compete with one another provides selection pressure that can strengthen the more successful variants through a figure of Darwinian evolution. But when competitive forces overwhelm the necessity to cooperate on big 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 replete 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 live even qualified to attempt designing anything.

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

    Intellectually, SAMS was a powerful setting to interlard design, but they were always starting behind the 8 ball. Ideally, design would live infused from day one at West Point, and live reinforced along an Army officer’s career. Instead, there is a objective amount of unlearning that has to occur before a mid-career officer can learn design. My experience with Colonels was even more difficult, since they had already achieved career success without design, and so they were on medium less open to learning a radically original 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 live accepted to SAMS, they would seize one course on design. There was nowhere to hotfoot after that to further specialize in design, and no energetic communities of practice. There is a miniature 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 first-rate reasons for this, but it does earn it challenging to build any real depth of knowledge in design in serving officers.

    What They Got Right

    It is furthermore vital to avow the things I cogitate they got right. The way they chose to interlard 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 drill 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 expend 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 earn radical change. I am furthermore motivated by a frustration from reading too many success stories that whitewash replete of the personal, political and cultural challenges that subvert change efforts. I don’t believe the challenges they encountered in this experience are unique to design. Nor are they unique to the U.S. Army. By discussing them, I hope that others who intend to earn radical change can reckon some of the barriers before they arise. I am truly grateful for the chance I was given to play a miniature role for a few years in a spacious and worthwhile change application that forever changed my own life’s trajectory.

    IRIDEX Corporation (IRIX) CEO William Moore on Q3 2018 Results - Earnings convoke Transcript | real questions and Pass4sure dumps

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