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646-365 - Cisco Express Foundation for Account Managers (CXFA) - Dump Information

Vendor : Cisco
Exam Code : 646-365
Exam Name : Cisco Express Foundation for Account Managers (CXFA)
Questions and Answers : 255 Q & A
Updated On : April 23, 2019
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646-365 Cisco Express Foundation for Account Managers (CXFA)

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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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    April 10, 2019 08:00 ET | source: Cloudian

    SAN MATEO, Calif., April 10, 2019 (GLOBE NEWSWIRE) -- Cloudian, the main object storage expert, these days announced availability of a Cisco Validated Design (CVD) for Cloudian HyperStore on Cisco Unified Computing gadget (Cisco UCS) platform. The CVD reflects the businesses’ expanded collaboration in featuring superior-of-breed infrastructure options for modernizing business data facilities, including accelerating the transition to hybrid cloud. Cisco purchasers will now be capable of capitalize entirely on Cloudian’s utility-defined, limitlessly scalable and totally cost-efficient storage that bridges public and private cloud environments.

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    Professional Development (May 17)

    Kari Yonke of Eide Bailly, Fargo, has received the Certified Search Consultant designation from the American Staffing Association.

    To receive the designation, Yonke completed an exam on federal employment laws specific to recruiters and state licensing, and registration laws applicable to direct-hire firms.

    Yonke has been with Eide Bailly for more than 15 years. She manages the background check services department and conducts executive searches, including placement of chief financial officers, controllers, vice presidents of finance, accountants, executive directors, human resource managers and various administrative professionals.

    Five tutors certified

    in Barton system

    Alison Kennedy, Elaine Theisen, Pat Pieri, Melanie Schacher and Emily Kettner, tutors with Haley's Hope, West Fargo, have been certified in the Barton Reading and Spelling System.

    The system is designed specifically for people with dyslexia.

    Kennedy has a degree in communicative disorders with a minor in sociology from the University of River Falls, Wis.

    Theisen has a specific learning disability license from Minnesota State University Moorhead and a bachelor's degree in elementary education from Valley City (N.D.) State University.

    Pieri is a certified Title I teacher for North Dakota. She earned a bachelor's degree in elementary education from MSUM.

    Schacher has a business/marketing degree from Minnesota State Community and Technical College, Moorhead.

    Kettner is a graduate of MSUM with a degree in early childhood education.

    Tech consultants receive certifications

    Brian Bohanna, Adam Hanel, Lorin Ronken, Ryan Cossette and Nick Stolpman, technology consultants with Eide Bailly, Fargo, have attained various certifications.

    Bohanna completed the required tasks to receive Cisco SMB Specialization for Engineers and Account Managers and CompTIA Server certification.

    Hanel earned the Cisco SMB Specialization for Engineer.

    Ronken completed the Interconnecting Cisco Networking Devices exam that is required for the Cisco Certified Entry Network Technician certification program and the Lenova Hardware & Support certifications in desktop and notebook systems.

    Cossette and Stolpman completed the required tasks to receive CompTIA Security-Plus certifications.

    Schaffer certified as retirement professional

    Todd Schaffer, a Thrivent Financial consultant, has earned the Retirement Income Certified Professional designation.

    Schaffer completed a three-part course that focused on various risks and solutions that can affect retirement including Social Security benefits, annuities, life insurance and federal and military employee benefits.

    Lindlauf recognized as certified tool specialist

    Mark Lindlauf, assistant manager at Acme Tools, Fargo, has been recognized as a certified tool specialist by Evergreen Marketing Group, a national affiliation of independent distributors in the construction and industrial products industry.

    Lindlauf has more than 18 years of tool and equipment sales experience with Acme Tools. He completed a training program consisting of more than 137 hours of product, applications and sales training to earn the certification.

    Therapist attends UND Spring Symposium

    Lora Rogness, a speech-language pathologist at Pediatric Therapy Partners, Fargo, attended the UND Spring Symposium April 24-25 for childhood apraxia.

    While there, Rogness learned functional techniques for eliciting multiple repetitions for childhood apraxia. Rogness has been with Pediatric Therapy Partners since 2013.

    Four at NetWork Center earn certifications

    Four employees of the NetWork Center Inc., Fargo, have earned various certifications. The employees and certifications include:

    Tyler Voegele, Cisco Express Foundation for Field Engineers; Paul Dahlen, Designing/Implementing Cisco Unified Communication on Unified Computing Systems; Jon Johnson, Cisco Express Foundation for System Engineers and Cisco WebEx Solutions Design and Implementation; and Jason Keller, Interconnecting Cisco Networking Devices Part 2.

    The Best Companies For Women Who Want To Get Promoted Quickly

    business woman riding bikeComrade 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.

    Simplify Your Migration Options – Drive Adoption and Positive Business Outcomes

    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:

  • The partial shift in responsibility from IT to the business unit, HR, and change management to actually drive adoption
  • It is difficult to measure communications adoption and directly tie communications practices to business results
  • The open-ended nature and extended time periods often needed to observe communications enhancements and business impact
  • 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:

  • Adoption project planning around key stakeholders
  • End-user adoption dynamics and Diffusion of Innovation Theory
  • Reducing increments of change through a building block approach
  • Use of personas, equipment profiles, and device selection
  • 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:

  • Identify target business impact and communications applications
  • Identify responsible stakeholders – from the business unit, IT, and end users
  • Agree on cursory metrics to track through onboarding and initial service turn-up
  • 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:

  • Target impact: Improve mobile availability through use of mobile app with IM&P
  • Stakeholders and metrics collections
  • Business Unit: Group Vice President – sets targets for participation and results
  • IT: Comms Manager – provides training instance and regular reporting metrics to Group VP
  • CSP: Customer Success Function – provides regular detailed reporting and metrics to IT Comms Manager to track progress of adoption campaign
  • Users: “Super” User – serves as ad-hoc small group resource around office and meets regularly with IT Comms Manager and CSP
  • Metrics to track – reported to Group VP, sent to responsible functional managers

    Turn-up track

  • Mobile app download: target 95%
  • Training completion: target 90%
  • Configuration + first use execution: target 85% total
  • Business impact

  • User impact: collected via survey and usage metrics (provided by CSP)
  • Customer impact: collected via survey
  • 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:

  • Meeting and teams applications → measure “collaboration effectiveness”
  • Virtual front office applications → measure “customer responsiveness”
  • Call screening and time-of-day call routing → measure “work satisfaction & staff retention”
  • 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.

    example-phased-ucaas-migration-project-planFigure 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.

    snippet-executive-persona-buying-and-consuming-needsFigure 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:

  • Equipment Kits: specify the particular handset profile (if needed), application type (PC, mobile, tablet), headsets (if needed)
  • Calling and Collaboration Packages: apply basic, enhanced calling features along with any meetings packages
  • Training plans: specific training courses, reference videos, and end “Super” user points of contact for help around the office
  • Objectives: target use cases, business processes, metrics, and features/applications
  • Reporting: benchmark data relative to adoption and customer success
  • 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.


    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.

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    Cisco 646-365 Exam (Cisco Express Foundation for Account Managers (CXFA)) Detailed Information


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