7392X history - Avaya Aura Call Center Elite Implementation Updated: 2024 | ||||||||
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Exam Code: 7392X Avaya Aura Call Center Elite Implementation history January 2024 by Killexams.com team | ||||||||
7392X Avaya Aura Call Center Elite Implementation Exam ID : 7392X Exam Title : Avaya Aura® Call Center Elite Implementation Exam Questions : 63 Passing Score : 66% (42 of 63 correct) Pearson VUE encourages candidates to book testing sessions well in advance (2+ months) to help ensure individual requirements can be met. Candidate demand often fluctuates. Pearson VUE Authorized Test Centers represent a network of Pearson VUE independent business partners primarily in the commercial and academic market spaces. Availability of testing centers varies by city/state/geographic region based upon business partner participation in the Pearson VUE testing program. As independent business partners, Pearson VUE Test Centers establish their own hours of operation and testing seat capacity. Reservations are accepted on a first come / first serve basis independent of the vendor test chosen. Test Center, Online or Pearson VUE Call Center reservations all work from the same inventory of available testing sessions. Contacting a Pearson VUE Exam Center can provide candidates with the best understanding of what parameters drive a Centers days / hour of operation; this can be particularly helpful for Testing Centers associated with academic institutions | ||||||||
Avaya Aura Call Center Elite Implementation Avaya Implementation history | ||||||||
Other Avaya exams3002 Avaya IP Office Platform Configuration and Maintenance7003 Avaya Communication Server 1000 for Avaya Aura Implementation 7220X Avaya Aura Core Components Support (72200X) 6210 Avaya Aura Contact Center Implementation 3312 Avaya Aura Contact Center Administration Exam 3313 Avaya Aura Contact Center Maintenance and Troubleshooting Exam 3314 Avaya Aura Experience Portal with POM Implementation and Maintenance Exam 74970X Avaya Oceana Solution Support Exam 7392X Avaya Aura Call Center Elite Implementation 7492X Avaya Aura Call Center Elite Support 7495X Avaya Oceana Solution Integration 75940X Avaya Converged Platform Integration 76940X Avaya Converged Platform Support EADC Einstein Analytics and Discovery Consultant 3171T Avaya Enterprise Team Engagement Solutions (APDS) 31860X Avaya IX Calling Design 46150T APSS Avaya Solutions for Midsized Customers 71201X Avaya Aura Core Components Implement Certified 71301X Avaya Aura Communication Applications Implement Certified 78201X Avaya IP Office Platform Support Certified 156-215.81 Check Point Certified Security Administrator R81 44202T Avaya OneCloud UCaaS Sales Specialized Test 6211 ACIS Aura Contact Center Multimedia Implementation 72301X Aura Communication Applications Support Certified 71801X Avaya Messaging Support Certified 33810X Avaya Aura? Contact Center Solution Design | ||||||||
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7392X Dumps 7392X Braindumps 7392X Real Questions 7392X Practice Test 7392X dumps free Avaya 7392X Avaya Aura Call Center Elite Implementation http://killexams.com/pass4sure/exam-detail/7392X Question: 55 What are three capabilities of Avaya AuraMedia Server? (Choose three) A. High Availability B. TDM Interfaces for digital and analog stations and trunks C. Virtualization D. Can be shared with multiple CM's E. Has the capacity of up to 10OO AAMS Answer: A, B, C Question: 56 Which component handles the featured of Avaya Aura Call Center Elite? A. Presence Services B. Media Server C. Session Manager D. Communication Manager Answer: B Question: 57 What provides built-in real-time and historical reporting capabilities for the call center, Including, reports tor Splits/Skills, Agents, Vector Directory Numbers (VDNs) and trunk Groups? A. Automatic Number Identification (ANI) B. Basic Call Management System (BCMS) C. VuStats D. Service Level Maximizer(SLM) Answer: B Question: 58 Refer to the Exhibit. The diagram shows the content namespace UUID(ANNC-9C2ec05e-a518- 41e8-95b1-0050569dee68) on the Avaya Aura Media Server for placement of announcements and music wave files. Which two Communication Manager (CM) commands are used to verify the files have been placed correctly? (Choose two) A. change mediagateway 1 B. list announcement C. status media-server 1 D. change mediaserver1 E. display media-server1 Answer: C, D Question: 59 Which option describes a feature access code? A. any group of 1 to 4 digits which can include asterisk (') and pound (#) signs at the beginning B. any group of 1 to 6 digits C. any group of 1 to 4 digits where an "(asterisk) can appear anywhere D. any group of digits and asterisks (*) or pound signs (#) Answer: B Question: 60 A supervisor wants their agents to automatically log out at a specific time. Which two administration forms are used to configure this functionality? (Choose two) A. Station Form B. Agent LoginID Form C. Hunt Group Form D. Feature-Related System-Parameters Form Answer: A, B Question: 61 In an Expert Agent Selection (EAS) Call Center, the customer wants queued calls to be answered by the agent that has been available the longest. Skill level is not be taken into account when routing the queued calls to an agent. To meet this requirement, to which type of call distribution method should the hunt group> be configured? A. Direct Department Calling (DDC) B. Uniform Call Distribution Most Idle Agent (UCD-MIA) C. Uniform Call Distribution-Least Occupied Agent (UCD-LOA) D. Dynamic Agent Selection (DAS) E. Expert Agent Distribution-Most Idle Agent (EAD-MIA) Answer: B Question: 62 Which component provides audio support in Avaya Aura Call Center Elite? A. System Manager B. Communication Manager C. Avaya Aura Media Server D. S8300 Server Blade Answer: B Question: 63 Which three features on the Vector Directory Number (VDN) form are only Call Center Elite feature related? (Choose three) A. Best Service Routing (BSR) Application B. VDIM Variables C. Meet-me Conferencing D. Attendant Vectoring E. Skill Preferences (1st, 2nd, 3rd Skills) Answer: A, B, C For More exams visit https://killexams.com/vendors-exam-list Kill your test at First Attempt....Guaranteed! | ||||||||
About Avaya Inc Related People & Companies History of the Drill SergeantIn late 1962, Secretary of the Army Elvis J. Stahr Jr. directed Under Secretary of the Army Stephen Ailes to conduct a survey of recruit training in the Army. This survey was conducted over a long period of time, and included experienced personnel from a variety of backgrounds. To ensure the report would be valid, Ailes made a comprehensive survey comparing the training techniques of the Marines, Army, Navy and Air Force. The final report submitted to the Department of the Army contained five principle findings, with appropriate recommendations and suggestions for eliminating the problems the researchers discovered. The survey demonstrated that the Army training center's noncommissioned officers, known as NCOs, were regarded poorly. There were contributing reasons, including the long working hours, the difficulty of the demanding nature of the work, and lack of free time for family concerns. Inadequate staffing in the training centers caused much of this. In addition, it was determined that the caliber of NCOs being assigned to the Army training centers was far below the standards required by the other services. The negative attitude of the trainers, which had a demoralizing affect on the trainees and resulted in a mental block between the recruits and the trainers, presented another issue. This caused a negative impact on the qualified trainers and the quality of training presented overall. Between April and June of 1963, pilot courses were conducted at Fort Jackson, S.C., for selected officers and NCOs to participate in testing the revised concept of recruit training. Immediately following in July and August, this new training concept was tested with a training battalion at Fort Jackson, and with a training company at Fort Gordon, Ga. The success of these tests resulted in the adoption of the new concept to include the formation of Drill Sergeant Schools. These were the first drill sergeants used to train recruits in the Army. The Fort Leonard Wood Drill Sergeant School began training NCOs for drill sergeant duties in September of 1964. In late 1971, headquarters Continental Army Command received permission from Chief of Staff of the Army William C. Westmoreland to include women in the drill sergeant program. In February 1972, six NCOs from the Women's Army Corps at Fort McClellan, Ala., were enrolled in the drill sergeant program at Fort Jackson. Upon successful completion of this course, these six NCOs were authorized to wear the female drill sergeant hat. History of the Campaign HatThe current drill sergeant hat evolved from the 1883 campaign hat. That headgear was a modified (flat brim versus upturned brim) Montana Peak, which was adopted for wear by the army in 1911, and abandoned in 1942. In 1964, the hat was reintroduced to become a proud symbol of the drill sergeant. The female drill sergeant hat came into being in 1972. It was designed by Brig. Gen. Mildred C. Bailey. The original design was taken from the Australian bush hat, and was beige in color. In 1983, the color was changed to green with the style remaining unchanged. The drill sergeants wear the campaign hat as a testament of their demonstrated professionalism, commitment to the mission, and proven leadership. The hat further symbolizes the lineage of the past, present and future of the U.S. Army. Drill Sergeant Identification BadgePrior to 1958, the badge was a regimental crest with a maroon background. In 1958, it was adopted as the training center’s crest and the background was changed to green. All qualified drill sergeants wear the drill sergeant identification badge. Each element of the badge has a specific meaning. It consists of 13 stars representing the original colonies. The torch, burning brightly in the center, symbolizes liberty. The snake is derived from the original, "Don't Tread on Me" serpent, a symbol of American independence during the 18th century. Together with the torch and breastplate, it indicated readiness to defend. The breastplate is a symbol of strength. The green background is a vestment worn under the breastplate and called a Jupon, which represents the new Army. The snake grasps, with his tail and teeth, a scroll inscribed, "This We'll Defend." The inscription summarizes the meaning of all the symbols on the badge, depicting the determination, devotion, and constant readiness of the American Soldier. Founded originally as Gainesville Junior College in March 1964, the college was the result of visionary community leaders who sought to fill a need for accessible, quality higher education for Northeast Georgians. While a campus was in development, the college initially held classes at the Gainesville Civic Center and First Baptist Church. In 1966, Gainesville Junior College moved to its permanent campus. With an aim to prepare students for the local workforce or to transfer on to other senior institutions, Gainesville Junior College experienced high demand from the outset. It promoted an educational experience that included academics, athletics, student activities, and public service. Drawing students primarily from the region surrounding Lake Lanier, the college's logo incorporated an anchor symbol and blue and gold colors. The college's athletic teams competed as The Lakers until the 1985-86 academic year, when intercollegiate athletics were discontinued due to lack of spectator support and a reallocation of institutional resources. In 1987, the University System of Georgia Board of Regents authorized the removal of "Junior" or "Community" from the two names of two-year institutions to better reflect the quality of the educational experiences students in those colleges received. Gainesville Junior College became Gainesville College. In 1998, the college adopted a new logo that replaced the anchor previously used to represent the college with a symbolic bell tower that greeted students as they entered campus. The college's colors, too, changed from blue and gold to green. In 2003, the college expanded to include the Oconee Campus in Watkinsville, Ga., where enrollment grew quickly. In 2005, the institution's name changed to Gainesville State College, reflecting the growth of four-year degree programs within the college. The college's historic seal incorporates the State of Georgia seal, an anchor symbolizing the college's first mascot – The Lakers, and the lake in the background symbolizing the Lanier Land service area. Why Avaya Stock Is Falling TodayChris Neiger | May 10, 2022 Investors weren't happy with the company's latest financial results. Why Avaya Stock Just Crashed and BurnedRich Smith | Feb 9, 2022 Avaya just whiffed on earnings, and expects to keep on missing all year long. Why Avaya Stock Was on Fire MondayDanny Vena | Nov 22, 2021 The unified communications specialist reported financial results that were far better than expected. Why Avaya Stock Crashed 13% This MorningRich Smith | May 6, 2021 Avaya's Q2 earnings miss could be only the beginning. Why Avaya Stock Fell on WednesdayAnders Bylund | Nov 18, 2020 The unified communications specialist reported mixed earnings last night. Why Shares of Avaya Holdings Jumped TodayTimothy Green | Aug 10, 2020 A revenue beat and solid guidance propelled the stock higher. The dividend schedule below includes dividend amounts, payment dates and ex-dividend dates for Avaya Holdings Corp. Avaya Holdings Corp issues dividends to shareholders from excess cash the company generates. Most companies pay dividends on a quarterly basis, but dividends may also be paid monthly, annually or at irregular intervals. Pearl Harbor survivors, from left, Harry Chandler, Ken Stevens, Herb Elfring and Ira "Ike" Schab salute while the National Anthem is played during the 82nd Pearl Harbor Remembrance Day ceremony on Thursday, Dec. 7, 2023, at Pearl Harbor in Honolulu, Hawaii. Mengshin Lin/AP hide caption The UC giant, which is filing for bankruptcy for the second time in six years, listed in its filing unsecured claims valued in millions from the likes of Verint Americas, Microsoft and solution provider giant SHI International. Avaya’s CEO says the company is poised for a ‘transformation.’ Struggling unified communications giant Avaya Holdings Corp. filed for Chapter 11 bankruptcy protection Tuesday in federal court in Texas. The filing follows months of speculation of a bankruptcy declaration following Avaya’s 2022 cloud subscription accounting problems that led to substantial earnings and revenue target misses. Durham, N.C.-based Avaya said in a press release that “these actions will not impact the company’s customers, channel and strategic partners, suppliers, vendors or employees.” [RELATED: Avaya Bankruptcy Filing: 5 Things To Know] In its bankruptcy court filing, Avaya lists total assets of between $1 billion and $10 billion and total liabilities of between $1 billion and $10 billion. The company lists its number of creditors as being between 25,001 and 50,000. The firm in the court filing lists the creditors with the largest unsecured claims include Verint Americas in the amount of $22.93 million; Microsoft for $9.01 million; Wistron Corp. for $8.9 million; and solution provider giant SHI International for $7.71 million. Avaya previously filed for bankruptcy in 2017. Avaya’s stretch of financial difficulties began in May when the company reported that it had missed its revenue target and posted a considerable earnings miss with revenue that declined 20 percent during the company’s third-quarter 2022, which ended June 30, 2022. The company then made the move to replace Jim Chirico, the company’s CEO since 2018. Alan Masarek was brought on in August as president and CEO after serving as Vonage’s CEO for six years. “I joined Avaya to help unlock the power of its iconic brand, global customer footprint, massive partner ecosystem, large-scale communications deployments and outstanding team,” Masarek said in a statement published on Tuesday. “Strengthening Avaya’s capital structure is a critical step to fully realize their transformation, and they are excited to move ahead as a well-capitalized company with one of the strongest balance sheets in their industry that includes substantial cash to invest in their own success.” In late December, Avaya said its stock could be delisted from the New York Stock Exchange because the average closing price of the its common stock was less than $1 over a consecutive 30 trading-day period. Completing the financial restructuring will reduce the company’s total debt by more than 75 percent, from approximately $3.4 billion today to approximately $800 million, Avaya said. Additionally, Avaya said it has secured committed financing of approximately $780 million. The financial restructuring will deliver the company improved financial flexibility to boost up its investment in communications products, solutions and services for customers, including the Avaya Experience Platform, its cloud-based Contact Center offering, Avaya said. Avaya’s strategy includes a multistep process of shifting its portfolio and customers entirely to cloud—whether it’s private, multitenant or somewhere in between. It will also include a “cultural revitalization” that will allow Avaya to bring in the right talent for the work ahead, Masarek told CRN in an interview when he joined the company. The company said it expects this financial restructuring to be completed within 60 to 90 days. Kirkland & Ellis LLP is serving as legal counsel to Avaya, Evercore Group L.L.C. is serving as financial advisor and AlixPartners LLP is serving as restructuring advisor. Lou D'Ambrosio, the dynamic chief executive of Avaya, announced Tuesday that he'll be stepping down from his post "to address a serious medical issue." His departure will be effective immediately. In D'Ambrosio's absence, former Cisco Systems stalwart Charles "Charlie" Giancarlo will assume D'Ambrosio's duties until a successor is found. Avaya said its board will immediately launch a search to find a full-time replacement for D'Ambrosio using executive search firm HeidrickStruggles. "It has been a true privilege to serve the customers and team of Avaya," D'Ambrosio said in a statement. "I have been blessed to lead a company that has clear technological leadership, a wonderful customer franchise, and the most dedicated team in the industry. I will be passionately rooting for Avaya and proudly watching the company thrive." D'Ambrosio served as Avaya's president and CEO for two of his six years with the company and was responsible for Avaya's overall strategy, direction and operations. He was instrumental in Avaya's move to become a private company in October 2007 in an $8.3 billion deal with technology investment firms Silver Lake and TPG. Before taking over as CEO, D'Ambrosio was president of global sales and marketing for Avaya, overseeing the communications company's $5 billion revenue stream. Prior to that, D'Ambrosio led the P&L for Avaya's $2 billion Global Services business unit, comprising 7,000 professionals across the full life cycle of services, including network consulting, integration, maintenance and managed services. "For almost six years I've had the opportunity to be part of a remarkable company and team," D'Ambrosio wrote in a letter to Avaya employees dated Tuesday. "Avaya has become such a large part of who I am-"it's in my heart; it's in my bones. So it is with a very heavy heart that I tell you that I need to step down as CEO to address a serious medical issue. I will fight it with everything I have and I intend to beat it." D'Ambrosio's exit and illness sent shock waves through the industry, with solution providers and industry analysts calling his stepping down a surprise and the circumstances surrounding it jarring. "For me, it's more of a personal thing," said Neil Stanton, president and CEO of ConsultEdge, a Whippany, N.J.-based solution provider and Avaya partner. "You never want to see someone step down like that." Stanton said D'Ambrosio took the bull by the horns and helped transform Avaya into a strong contender in the communications and VoIP market while also strengthening its channel. "He's done a great job, everybody thought so," Stanton said. "It's a shame, but I don't think it's going to change their business." Stanton said D'Ambrosio "looked tired" the last few times he saw him and noted that D'Ambrosio stepping down was the right move, considering his health problems. Stanton credited D'Ambrosio for taking the channel in a new direction. "His getting Avaya direct and the channel to work as a single unit really worked toward simplifying how Avaya does business and makes it easy for their clients." Scott Davis, executive director of Xeta Technologies, a Broken Arrow, Okla.-based solution provider and Avaya partner, said he and his team have "a great deal of respect for Lou and Avaya and wish him well. Our thoughts and well wishes go out to Lou." Davis said he's been pleased with his relationship with Basking Ridge, N.J.-based Avaya and the direction D'Ambrosio took the company in. "We have a real respect for Avaya's landscape and their go-to-market strategy," Davis said. "We're consistently impressed with Avaya. Their go-to-market strategy is sound for unified communications and their contact center initiative is strong." Industry analyst and Yankee Group Senior Vice President Zeus Kerravala called D'Ambrosio "an outstanding CEO" for Avaya. "He brought a level of competitiveness to Avaya that it never had before," Kerravala said. "He helped Avaya shed the image that it was a stodgy old telecom vendor. He was much more aggressive with marketing and made it a global brand." NEXT: Giancarlo to take the helm at Avaya. And despite D'Ambrosio stepping down, solution providers said Avaya's move to have Giancarlo fill the position in the interim shows that the company can triumph over adversity and illustrates its ability to adapt when unexpected situations arise. "This is about as good as you can do under the circumstances," Davis said. "We're really impressed with the way they're handling it. To have someone of Charlie's capacity able to fill in, that speaks volumes to their preparation. Charlie's resume speaks for itself. He single-handedly reconstructed Ethernet switching and Cisco's channel. I can't imagine they'd find someone better than that." Stanton agreed, noting that putting someone like Giancarlo in place to take the helm at Avaya in the interim is a solid move. "Avaya needs someone like Lou or Charlie. I liked Lou's salesmanship and strategic thinking. They need someone who's going to continue that," he said. "I would have no issue with [Giancarlo] taking over full time; coming from Cisco he really knows the industry. If he was in line to be CEO of Cisco, he's doing something right." Giancarlo, who was picked by many to succeed John Chambers as CEO of Cisco, resigned from his post as executive vice president and chief development officer for the San Jose, Calif.-based networking powerhouse in December and took a managing director position at Silver Lake, a Silicon Valley technology investment firm and one of the two firms that partnered to acquire Avaya in 2007. Giancarlo had been with Cisco for 14 years and, at the time of his departure, was seen as second in command to Chambers. Kerravala said Giancarlo and D'Ambrosio's permanent replacement will be charged with keeping alive the aggressive culture that D'Ambrosio started. "That aggressiveness starts at the CEO, so Lou's aggressive presence there will be missed," he said. "But Charlie certainly knows the space. If you're going to replace Lou, it's going to be hard to find a better replacement than Charlie." In the letter to employees, D'Ambrosio wrote: "Charlie Giancarlo will serve full time as Avaya's CEO until a successor is named. Charlie, who was recently executive vice president and chief development officer at Cisco, is a gifted executive and knows their space well. During his 14-year Cisco career, Charlie led many of the company's key business and technology initiatives. His customer focus, development savvy and sharp business instincts will be great assets to their company." Avaya would not comment further on D'Ambrosio's departure or his illness. In a statement, Dave Roux, Silver Lake co-founder and non-executive chairman of Avaya, thanked D'Ambrosio for his work and said D'Ambrosio plans to stay aboard in an advisory role. "Lou has been a guiding force at Avaya during his six-year tenure, the last two as CEO," said Roux. "He has shaped a compelling strategy, built a strong team, and led the company through important technology transitions to market-share leadership. They cannot thank Lou enough for his tireless leadership and inspiration, and they know he will attack this personal challenge with the same winning spirit and determination he has brought to the toughest business challenges." Xeta's Davis said as upsetting as D'Ambrosio stepping down is, D'Ambrosio has to look out for his health and focus on getting well. He said he's confident Avaya will continue to make strides. "We're very excited about Avaya," he said. "It's been a good year for us with Avaya, and they expect that to continue." From disaster preparedness to nanoscience to food security, Drexel's Department of History is embroiled in some of the most critical issues of their day. In the Department of History at Drexel University, their students learn through experience — from full-time co-op positions in archives, museums and other sites, to conducting and presenting original research, to visiting sites of historical significance. The department has particular strengths in the History of Science, Technology and the Environment, and in Global History. Historians are not traditional scientists; there are no experiments they conduct that can predict future events — they have no theories of evolution or universal gravitation to guide us. Instead, they have the historical record — this is their laboratory. Though they are often looking at events and people long past and dead, historians are often embroiled in the most heated political arguments of their day. This is especially true in a democracy, where the open discussion of history and shared values is necessary, and where this discussion constantly defines and redefines public policy and democratic practice. In other words, the practice of history is also the practice of democracy. Does this kind of learning, research and debate interest you? If so, you are in the right place. The Drexel Co-OpThrough Drexel's renowned cooperative education program, students embark on six-month periods of full-time employment, exploring their career options, strengthening their résumés and building a professional network in the process. The Department of History is offering two $5,000 scholarships to deserving students who transfer from another college into UAB as history majors. Applicants should demonstrate academic promise and a commitment to the study of History. To apply, send your college transcript, a one-page description of why you are interested in studying history, and some of your career aspirations are to Dr. Walter Ward at This email address is being protected from spambots. You need JavaScript enabled to view it.. | ||||||||
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