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922-098 Communication Server 1000 Rls.5.0 Troubleshooting

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922-098 exam Dumps Source : Communication Server 1000 Rls.5.0 Troubleshooting

Test Code : 922-098
Test designation : Communication Server 1000 Rls.5.0 Troubleshooting
Vendor designation : Nortel
: 30 actual Questions

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Nortel Communication Server 1000 Rls.5.0

Nortel releases newest Communications Server | killexams.com actual Questions and Pass4sure dumps

Nortel has released the newest edition of its Unified Communications Server, the CS 1000 release 6.0.

The commerce stage server has the means to elude LAN and WAN in addition to offering instant VoIP and SIP/IP expertise. New facets during this updated version embrace more advantageous centralisation of management, permitting you to maneuver your network from one area, and Linux-based mostly utility featuring diagnostics.

Ian Komor, portfolio chief of commerce voice at Nortel, observed: "release 6.0 is the next major application free up of the communication server 1000 platform and a key enabler in addressing ultra-modern company issues of redefining operational can freight expanding company effectivity and embellishing customer adventure."

Nortel moreover claimed the new unlock is extra relaxed and forty per cent more power productive than an identical Cisco products.

The unlock is advantageous information for a corporation dealing with decline within the existing climate. eventual month, Nortel sold a few of its wireless assets, particularly its CDMA and LTE corporations, to Nokia Siemens. The enterprise additionally demonstrated it turned into looking to promote more of its corporations in the future.


Nortel introduces new edition of communication server | killexams.com actual Questions and Pass4sure dumps

To assist telephony-based mostly unified communications

Nortel, a provider of networking items, has delivered the verbal exchange Server 1000 (CS 1000) 6.0 to champion telephony-primarily based unified communications.

Nortel renowned that CS one thousand presents centralisation of features that are expected to allow businesses to lop back the replete freight of ownership (TCO) of their network programs.

The enterprise referred to that the Unified Communications administration solution, a ingredient of liberate 6.0, manages CS 1000 because the network’s unified communications basis and gives a framework that allows administration of converged community points.

The unencumber 6.0 moreover expands CS a thousand alternate options for COTS platforms, including IBM x3350 and Dell R300.

The verbal exchange Server 1000 is a software-primarily based IP PBX. It reportedly offers converged community and telephony elements. dispensed over IP LAN and WAN infrastructure, it supports purposes together with unified messaging, consumer contact centre, interactive voice response, wireless VoIP and SIP/IP telephony.


Microsoft and Nortel existing Alliance Roadmap | killexams.com actual Questions and Pass4sure dumps

information

Microsoft and Nortel current Alliance Roadmap
  • through Stuart J. Johnston
  • January 18, 2007
  • Six months after asserting a telecommunications alliance, Microsoft and Nortel this week presented some early outcomes of their efforts and outlined a roadmap for future projects.

    the two organizations first introduced their collaboration closing summer.

    The highway map includes three new joint options “to dramatically better company communications by using breaking down the limitations between voice, email, rapid messaging, multimedia conferencing and other styles of communication,” in accordance with a statement by means of both firms.

    additionally protected within the announcement are 11 new implementation functions from Nortel and the cavity of more than 20 joint demonstration centers the dwelling consumers can experience the expertise, the statement persisted.

    additionally, both organizations renowned they've signed agreements with dozens of consumers, and hold developed a “pipeline of a whole bunch of prospects who want to know the benefits of unified communications.”

    From Microsoft's point of view, it is complete Part of the enterprise's long-time term play to merge complete kinds of communications and messaging into a single framework. A year in the past, the commerce introduced that it turned into merging its alternate Server group with its real-Time Collaboration (RTC) group, and that it had begun to feel of both applied sciences comprising a "platform."

    the new group become named the Unified Communications group (UCG) and resides in Microsoft's company Division. The conception for the new community emanated from a imaginative and prescient of adding continuity to a myriad of communications devices, technologies and modes -- from electronic mail and fleet messaging to Voice over internet Protocol (VoIP), audio/video and internet conferencing -- in a unified method.

    The three new joint options introduced via the alliance this week are named Unified Communications integrated branch, Unified Messaging, and Conferencing.

    When it is purchasable in the fourth quarter, UC built-in arm will incorporate Nortel and Microsoft know-how on a single piece of hardware that promises VoIP and unified communications in remote workplaces.

    Coming a bit of previous in the second quarter, Unified Messaging will intention to simplify client deployments, indigenous session initiation protocol (SIP) interoperability between the Nortel conversation Server one thousand and Microsoft exchange Server 2007. The confess includes Nortel expert services for design, deployment and support.

    also coming in the fourth quarter, Conferencing will extend Nortel Multimedia Conferencing to Microsoft workplace Communicator 2007. It goals to provide a single customer journey consistent across purposes corresponding to voice, immediate messaging, presence, and audio- and videoconferencing.

    This 12 months, the businesses moreover arrangement to extend their existing unified communications solution — a unified desktop and tender cell for VoIP, email, speedy messaging and presence — to the Nortel communique Server 2100, a service-grade enterprise telephony product assisting up to 200,000 clients on a single gadget, in accordance with enterprise statements.

    As for the street map, both groups hold outfitted more than 20 joint demonstration centers in North the us, Europe and Asia, with more than 100 extra centers scheduled to open with the aid of midyear.

    Nortel has additionally added 11 core integration features to aid shoppers construct, installation and aid joint unified communications solutions, together with conclusion-to-conclusion mission management. Nortel claims it has already educated greater than 2,200 VoIP consultants to carry these functions and may add more as deployment ramps up.

    concerning the writer

    Stuart J. Johnston has lined expertise, chiefly Microsoft, considering the fact that February 1988 for InfoWorld, Computerworld, assistance Week, and computing device World, as well as for commercial enterprise Developer, XML & internet services, and .net magazines.


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    Communication Server 1000 Rls.5.0 Troubleshooting

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    Scrum@Scale: An Interview with Agile Manifesto Co-Author and Scrum Co-Founder Jeff Sutherland | killexams.com actual questions and Pass4sure dumps

    Key Takeaways
  • Jeff Sutherland, the founder of Scrum@Scale, leverages open source practices to build content and trainers available to people and organizations worldwide. By doing so, Scrum@Scale collects feedback from global transformations at scale and fine-tune the framework and the practices. enjoy Scrum, Scrum@Scale is an open source and adaptive framework.
  • The key success criteria, that must be attained before scaling, is to ensure that we’ve established an agile bubble that works well with one to 6 teams and ensure that these teams release software to production at the terminate of each sprint, while increasing their velocity and value to their customers at the terminate of each iteration.
  • Today, waterfall leadership is noiseless a predominant global anti-pattern and most scaling frameworks champion that. Executives hold thinking and operating in a waterfall mode and deploy scaling frameworks to insulate themselves from agile delivery and from teams.
  • Scrum@Scale is one of the first scaling framework that allows leaders to become integral Part of the cultural and execution transformation. Leaders organize themselves in an Executive Action Team (EAT) whose purpose is to “eat” organizational and product flood impediments. Leadership refactors the organization while in more ripen transformational stages, teams become empowered to refactor the organization.
  • DevOps and continuous delivery hold always been Part of Scrum. In order to deploy to production faster and deliver greater property value to customers, Scrum and DevOps engineering practices must integrate.  
  • Shaaron A Alvares: Jeff, thank you very much for doing this interview. I follow your activity and the adoption of Scrum@Scale and saw that you hold been very industrious setting up a certified trainer program, already adopted globally. You are moreover travelling to deliver conferences and to train certified trainer candidates yourself. Can you declare us more about what you are up to these days?

    Jeff Sutherland: About 2 years ago, the Scrum Alliance leadership asked us to drudgery with them on a formalized scrum scaling framework. They wanted a framework that would be as useful to the commerce and executives as to the people on the scrum teams. There are several scaling frameworks available, but not any met what the Scrum Alliance had in mind to champion organizational commerce agility. They moreover wanted this scaling framework to enable people to contribute to the model and befriend evolve it through shared feedback and case studies. The Scrum Alliance wanted this scaling framework to be open source, enjoy Scrum itself.

    Scrum Inc. negotiated with Scrum Alliance leadership, and at the genesis of 2018, they created and launched the joint-venture Scrum@Scale that offers training and certifies instructors.

    Yes, I am definitely quite busy. I am the Chief Product Owner for Scrum@Scale content. I, essentially oversee and develop the curriculum for training instructors and create content for the Scrum@Scale guide. I deliver Scrum@Scale practitioner trainings complete over the world and I hold been supporting complete the “Train the Trainer” certification sessions for the new Scrum@Scale instructors. They hold almost 100 certified trainers worldwide today. As Part of Scrum Inc., I moreover deliver Certified Scrum Master courses because clients and practitioners want to be trained by the founder. I am moreover invited to deliver talks and I noiseless conduct research and write papers.

    We are moreover finalizing two new books. I am reviewing one of them birthright now, The Scrum Fieldbook, by my co-author and the CEO of Scrum Inc. JJ Sutherland, which aims at helping executives and great organizations arbiter about how to approach Scrum and how to scale Scrum across their entire organization. The bespeak is available for pre-order and will publish in October. This bespeak is a follow-on to their original bespeak “Scrum: The technique of Doing Twice the drudgery in Half the Time”, published in 2014. The new fieldbook contains lots of case-studies about how people and organizations are applying and experimenting with the framework.

    On a sunder thread, with a group of practitioners, they hold been working for the eventual 10 years on the Scrum Patterns book. The bespeak is in final edits and will be out in Summer or Fall of 2019. The Scrum patterns are extremely well-known because they hold establish that, in order to deserve high performing Scrum, teams must implement the recommended patterns at the team level before they can originate scaling. People attempt to leveraging just a few practices, such as the daily stand-up event, but it doesn’t drudgery well. They can’t deserve complete the benefits of Scrum if they don’t implement complete the recommended patterns. We’ve been teaching the patterns in their courses for many years and I am joyous that the bespeak is coming out because it documents some of that. It is well-known drudgery and will befriend people succeed in their adoption of Scrum and Scrum@Scale.

    Alvares: This is exciting Dr. Sutherland, and I am really looking forward to reading both books! I see you are leveraging open source and making the Scrum@Scale guide not only available to the public, but you are moreover allowing anybody to provide feedback and imply improvements on GitHub. Then, the Scrum@Scale site contains multiple case studies presented by trained professionals. You moreover developed a global virtual Scrum@Scale community of practices, where trainers and coaches offer free recommendation and confess questions. And there’s moreover a Slack channel open to anyone.

    What are, to date, the key benefits of open sourcing this content? Were you able to collect feedback and drive greater adoption of the framework?  

    Sutherland: First of all, why open source? In 1995 Ken Schwaber and I formalized Scrum. I wanted it to be free and open source because I wanted to drive a much faster adoption globally. That worked very well for Scrum, so they scaled and improved this model for Scrum@Scale. As an example, for practitioners to become certified trainers, they requisite to submit a case study, and they requisite to be willing to build it open source. They already hold almost a 100 case studies; not complete are on the website, some are in production. They will hold 1000 case studies posted, which will allow us to see complete the various ways people and organizations hold implemented and customized Scrum@Scale to their culture and organization. enjoy Scrum, it’s not a prescriptive model. The framework is adaptable and helps tune the organization iteratively. That is a significant discrepancy compared with most other existing scaling frameworks that they wanted to showcase on their site through various case studies. The virtual coaching sessions moreover offer a forum  and creates a community where anybody can search information from questions, partake their challenges, quick wins and best practices.

    Alvares: If I am not mistaken, you started the design and the first rollout of Scrum@Scale in 2014, and more recently in May 2018 you released the 1st iteration of the guide available on the Scrum@Scale website. As you were experimenting with the framework, designing the practices based on feedback, what are, according to you, the key anti-patterns you observed in organizations, and how does Scrum@Scale address these?

    Sutherland: You’re right, they started writing down a formalized version of the framework and they started rolling out Scrum@Scale training in 2014. Many people who were not getting high-performance teams with known scaling frameworks asked me to document how I repeatedly got high performance with Scrum@Scale: “Sutherland you requisite to write down how you’ve done it”. So, I went back to the first implementation and first prototyping of Scrum@Scale, which was in 1983 at a great fiscal institution running banking systems for 150 banks across the United States and Canada.

    I was their CTO and VP for Advanced Systems. I started by getting few leadership members onboard and with their buy-in they implemented a different operating model using Scrum practices. I recommended executives to elect the commerce unit losing the most revenue and experimenting Scrum adoption with them. They initially created an agile bubble with the entire ATM commerce Unit including sales, marketing, support, installation, and evolution and got it performing and operating really well. They institutionalized weekly sprint planning meeting where product managers met with the teams to prioritize the product backlog and address organizational impediments to flawless delivery. They got them to a point where they were deploying working features every Friday. They implemented a prototype not only of scrum but moreover of Scrum@Scale, and within 6 months it became the most profitable commerce unit in the bank. The bank decided to invest $20M to grow the commerce unit so they got more money to build a larger Scrum@Scale implementation.

    The anti-pattern I observed at the time was waterfall leadership in non-Agile commerce units! complete their projects were late, and to fix this management added more people onto the teams without planning, and requested additional circumstantial daily and weekly status meetings and reports, which only contributed to delaying the project even more.

    The leadership situation hasn’t much improved today. I regularly attend Scrum Gatherings and Agile conferences. At the eventual couple of Scrum Gatherings, I asked, among an attendance of 200-300 people in the room: “How many of you are doing Scrum but with a management functioning in a waterfall fashion?” Almost a 100 % of the people in the margin raised their hands. So, up until today, they noiseless solemnize this anti-pattern. Managers and leaders want to receive complete the usual waterfall reports and they noiseless adopt scaling frameworks in a mode that insulate them from teams and agility. This common situation causes an extreme amount of stitch on people and organization. That’s the most common anti-pattern. Scrum@Scale is designed to change this situation and gives leadership an active role in the terminate to terminate transformation.

    Alvares: As you mentioned, one of the biggest challenges that hinders great transformations is to bring the leaders of an organization onboard. Leaders are interested, they want the benefits of Agile, but they don’t feel that it’s for them. They moreover generally focus on doing Agile rather than becoming a more agile and spry organization. They focus on the techniques rather than the mindset. What are the winning tactics you’ve used when faced with leadership resistance? How finish you deserve them to attend Agile leadership trainings for example?

    Sutherland: Well, first, they declare the executives: “you want the teams to be agile, but it doesn’t drudgery very well if it’s just the teams.” This is nothing new. One of the primary reasons for project failure in the waterfall world for the eventual 50 years is the absence of executive champion in fixing organizational issues. The selfsame anti-pattern is happening with Agile projects.

    With Scrum@Scale, they route a couple of coaches to finish what they summon a Go See. They had a team eventual year at Toyota who identified the top organizational issues that a hardy agile implementation can drastically improve. Then, they did a customized executive workshop, where they looked at the issues identified, prioritized them by most valuable and impactful, and identified how Scrum can fix them. With the leaders, they developed a transformation backlog and an implementation roadmap to tackle the top priorities. They then created a high performing Scrum bubble with few teams, a sort of proof of concept to point to the entire leadership that it works, before scaling up.

    We introduced the “Executive Action Team,” EAT, as an integral Part of the scaling framework. The consume “eats” impediments, which is their primary responsibility. They operate as a Scrum of Scrums team, are the final discontinue for removing impediments not handled at the teams’ levels and they are amenable for optimizing the product backlog, transparency and communication pathways across the organization.

    Based on their experience, getting the executives involved birthright from the genesis is captious to a successful transformation. They don’t requisite complete of them when they start, but it needs to be someone or some few that are committed to implementing agile in the organization and making it work. If they are not willing to finish that, then they should linger with waterfall because it’s not going to be that much better.

    Alvares: You presented at various conferences the concept of organization refactoring by leaders and then by teams. They both require significant change in management mindset. According to Scrum@Scale, in an agile and sustainable organization, opposed to a “Fragile” organization, trained managers, known as leaders, refactor organizations. Then, in the most ripen organizations, referred to as “Anti-Fragile” organizations, it’s the teams who refactor the organization. Could you intricate on that? How finish they Go from Agile to “Anti-Fragile”, what are the key differences, how long may that occupy to walk from 1 situation to another? What are the key mindset shifts needed to happen?

    Sutherland: They establish over and over again that, in order to maximize production against the product backlog, they want the teams formed and operating in a passage that’s going to build it smooth for them to delivery quickly. As an example, at LEGO, the management spent 6 months deciding for a great program who the teams should be and how they should be structured. Then, they applied Scrum and it didn’t work. They hired Henrick Kniberg who do complete the developers in a margin for a morning. Product owners presented the product backlog and asked everybody: “what should the teams be?” In a couple of hours, people figured out how they should organize, and it worked immediately. You requisite to deserve the birthright team formation behind the birthright backlog, and the birthright people on the birthright team. Teams needed to be cross-functional and feature oriented as much as possible. Getting input directly from them is captious to be successful.

    In most organizations, traditional waterfall management decides on team formations and approaches scaling frameworks as a stand for of insulating themselves from Agility. Organizational refactoring purpose is to tune, and potentially restructure the organization in order to continuously protect the flood of value and eradicate organizational debt.

    In “agile maturity states” managers, now called leaders, fully empower teams to self-organize behind product backlogs. Leaders (the managers) become accountable for refactoring the organization to best champion production enablement and commerce agility.

    In “anti-fragile maturity states”, the teams set product strategies, provide product directions and refactor the organization to maximize the flood of value. Leaders champion and enable continuous improvements as requested by the teams. There are noiseless too few organizations which reached these levels of maturity.

    To summarize, they want to create an initial backlog and figure the teams around that backlog. That’s the basics of Scrum@Scale. Now, the goal is to enable twice the value delivery in half the time at scale, and they can’t finish that unless first - you can apply Scrum really well, and unless second - you can deserve the organization aligned to deliver at scale. To achieve scalability, no matter how many teams you have, you requisite to expand production. In the waterfall world, the more people they add onto the team, the slower they get, that’s Brooks Law and that’s a waterfall anti-pattern. To avoid that anti-pattern, they requisite to redesign the organization that will best scale. If you double the number of teams, production should double as well. This is arduous to do.

    Alvares: I’m alert that Scrum and Scrum@Scale can moreover be applied to non-software evolution industries. But in the software evolution industry, how does Scrum and Scrum@Scale integrate with DevOps engineering practices? Today, most organizations adopted or are aggressively adopting DevOps to engineer their release infrastructure, and moreover for the many cultural benefits it offers. What are the synergies between Scrum@Scale and DevOps, how finish they drudgery together?

    Sutherland: Let’s Go back to 1983, where I implemented the first Scrum@Scale prototype at a bank. If you recall, they delivered working features every Friday afternoon: this means that building, testing as well as deployment had to be automated. That’s what today they summon DevOps. DevOps means that ultimately there are no humans involved through building testing and deployment. And removing manual processes has always been the primary goal of Scrum, birthright from the very genesis of Scrum.

    In 1995, I was working at a company that had just gone public. One of the first things they did was to set up the teams to deploy every week: they moved the server out of the server margin and do it in the evolution region to champion continuous deployment. DevOps has always been Part of the whole notion behind Scrum. At that time, they were formalizing the Scrum framework and practices and they wanted these engineering practices to actually be an integral Part of the definition of Scrum and Scrum Guide. They were working with Ken Beck, founder of Extreme Programming. With Beck, they agreed that he would focus on the engineering practices, while they would focus on team, product backlog and organizational practices. But ever since its original inception, in 1983, the best Scrum implementations hold always included Extreme Programming and DevOps practices.

    DevOps largely became an well-known concept today because of the tool vendors develop to achieve replete automation of build, test deploy and operational support. But to achieve technical excellence, teams first requisite to be agile. DevOps is the tooling for automating deployment, although it introduces significant cultural benefits.

    Later in 2005, I wrote an article titled “The Future of Scrum: Parallel Pipelining of Sprints in knotty Projects” that describes Scrum@Scale and continuous deployment. This article is the first ever published on continuous deployment and automated operational support.

    Alvares:  Why are companies noiseless hesitant to invest in replete DevOps automation, in replete stack developers’ recruitment and in organizational change, especially when they face so many knotty integrations? I worked in data-driven environments at Microsoft’s Enterprise Commerce (ECIT) and Global Volume Licensing, at Expedia with their Booking data engineering teams, and with several companies that deal every day with cross-domain and knotty applications and data integrations. Instead of investing in their release pipeline, they hire more people with minute to no automation skills, they duplicate and silo roles, and develop additional manual processes.

    Sutherland: They talked about leadership resistance, the absence of commitment or training. The management of waterfall organizations, because they’ve been doing waterfall for the longest time, which is very high risk and lead to many failures, fear that agile is going to be even riskier. Some leaders never had any training, never read any papers on agile or  DevOps and therefore don’t understand that, well implemented, DevOps and agile transformations expand the flood of value and revenue while making defects Go passage down. They hold extensive industry data showing that agile significantly reduces risks. The fact that some leaders haven’t read a single research publication showing what goes on with agile is a major malfunction in the global industry.

    The second aspect, and this is important, relates to automation. David Rico has written groundbreaking papers and a bespeak showing the revert on investment for automating the entire build, test and deployment pipeline. He demonstrated that the revert on investment is over 72,000 percent. Executives who noiseless account agile as being risky and automation costly will lose their commerce to companies that continuously invest in their internal release technology and replete DevOps automation. Amazon that has 3,200 scrum teams delivering a new feature to market more than once a second, gets 72,000 dollars back for every dollar they invest in automation.

    To illustrate this, when Amazon started offering loans in Germany, the largest bank in Germany shared with me that they no longer could compete and had to deserve out of this market. “Amazon can turnaround a loan in minutes. They can assess your risks and give you a loan within minutes, when it takes us weeks: they cannot compete.” So, managers of these noteworthy legacy companies requisite to wake up or they’re going to deserve “Uberized” or “Amazoned.” Once Uber or Amazon occupy away their business, they don’t deserve it back.

    About the third aspect you mentioned regarding knotty cross companies integrations, there is a really Interesting case study on this very issue on the Scrum@Scale website. A company in Italy, specializing in smart homes IoT, shows how multiple teams, some local, some remote and 3 external vendors scaled using Scrum@Scale while eliminating painful dependencies between hardware, software, and suppliers. In about 20 sprints, they increased their production 18 times. It’s basically Scrum@Scale implementation but across multiple organizations.

    All of this is driven by profitable Scrum at the bottom, Scrum@Scale at the organizational level, pulling people together to deliver products much faster, of much higher quality, with much lower risks.

    Alvares: As you implement Scrum@Scale within organizations and as you amass feedback, you are truly changing the passage leaders arbiter and approach work, especially executives because they drive strategy and reports. Did you arrive to reconsider most common Agile metrics? Which ones should they use, which ones should they bury because they are no longer relevant?

    Sutherland: Few years ago, I met with Cisco’s management team. They had about 1000 Scrum teams in their Silicon Valley operation. They showed me the data of their velocity and not any of their teams were improving. I told them: “They’re not improving Scrum@Scale delivery because it’s not scaling right”. Cisco’s management immediately decided to build a few changes: first, they trained complete their scrum masters; and second, they ensured that teams were investing in continuously improving.

    The first well-known metric is the team velocity. It’s well-known to understand how it works, how it’s tied to process improvements, and how it’s improving.

    The second well-known measure of success is the happiness metric. I elude my company using Scrum, and they utilize the happiness metric. Are people lucky about the passage things are working? If your velocity is going up and happiness is going down, you’re going to crash and burn, right? What you want is to hold happiness very high and velocity improving.

    The third metric that is very important, and that nobody tracks, is the revenue. If teams are delivering lots of points, how much revenue does the product owner gets for every point. They want that number high and increasing. They moreover want to measure the performance of the product owners. If they hold the teams doubling points and the product owner doubling revenue per point, you deserve 400% more revenue.

    But the metric, I am very focused on today, and they just released a paper in March 2019 on this topic, is process efficiency. One of the problems with velocity is that they can’t compare across teams. As they were working with Toyota eventual year, they decided to try some of the metrics they utilize for their production system. Process efficiency is the criterion drudgery time divided by the actual clock time. Let’s enlighten a fable would ideally occupy a day to deliver but it takes 20 days to deserve it to Done due to various wait time, the process efficiency would be 1 day over 20 days, which is 5%. For most Scrum teams, the process efficiency is less than 10%. general Electrics’ managers, as an example, told us birthright away what their process efficiency was: 5%. If you expand that process efficiency number, you deserve tremendous improvements in production. The beauty of process efficiency is that it is comparable across teams. Also, according to the definition of lean, process efficiency should be at least 25%, so most scrum teams are not gaunt and that’s a problem. I am currently working with clients at the team level helping them resolve their process efficiency and bring it up. Some teams were able to bring it up within a single sprint and double their velocity in 1 sprint just by focusing on process efficiencies.

    I’ve given you 3 metrics that they utilize complete the time, velocity, happiness, and revenue per point or value delivery per point for the product owners. Today, I am really focused on improving process efficiency: how can teams deliver as the best teams deliver at Toyota.

    Alvares : Dr. Sutherland, what you hold accomplished in the agile industry is colossal. You hold introduced new ways of thinking, working and collaborating that’s impacting millions of people worldwide. With that, the intensity of your activity is very impressive: what time finish you wake up in the morning and what finish you consume for breakfast?

    Sutherland (Laughing): I start my days with a bulletproof coffee because it increases your metabolism as well as causes you to lose weight or maintain a stable weight. It helps you deserve started in the morning. And throughout the day, I consume a high protein and high-fat diet, enjoy the keto diet, which keeps my energy up, and keeps me moving.

    I can declare you though, the thing that really keeps me going truly is how many noteworthy companies and teams are implementing Scrum@Scale successfully. I was speaking with a division manager at Intel who has today 500 Scrum teams, and he shared that “in the eventual 10 years of using Scrum and Scrum@Scale, they hold increased production 18 times”. This is what Scrum was created for. It’s celebrating and sharing these success stories that truly keeps me going!

    Alvares: A question that I asked when I interview scrum masters: which Scrum event (ceremony) finish you prefer and why?

    Sutherland: It’s arduous to pick one, but the most well-known thing to finish is to deserve the backlog into a high ready state. And birthright after that, it’s the retrospective. They recently clarified the objectives of the retrospective in the Scrum guide: the retrospective is designed to identify a process improvement that’s implemented in the next sprint. If you can deserve your backlog ready and you can execute improvements every sprint, you will hold an awesome Scrum team.

    Jeff Sutherland is a former US Air coerce “Top Gun” and the co-creator of the Scrum framework. This model, developed in 1993 and formalized in 1995 with Ken Schwaber, has since been adopted by the vast majority of software evolution companies around the world. Sutherland is a leading expert on how the framework has evolved to meet the needs of today’s business. Realizing its benefits are not limited to software development, he has adapted this strategy to several other industries including finance, healthcare and telecom. Scrum and Scrum@Scale are now widely adopted and create hyper-productive evolution teams. As founder and Chairman of Scrum Inc., creator of Scrum@Scale, Senior Advisor and Agile Coach to OpenView Venture Partners, Sutherland train executives and shares agile best practices with organizations around the globe.


    2019 NAB point to Exhibitor Profiles: 24i Media to DynaMount | killexams.com actual questions and Pass4sure dumps

    Company:       24i Media Booth: SU9610 Web: www.24i.com 24i Media is an industry-leading global video app developer with an award-winning technology framework. 24i supports clients to develop and deploy apps faster and more efficiently on complete devices, screens and TV platforms.   24i empowers broadcasters, content owners and operators with flexible, future-proof tools to create and monetize personalized video apps, while accelerating time-to-market and reducing cost. 24i’s technology framework powers the digital experience for leading brands around the world, including pure Flix, Globo, Entel, NPO, HBO, iflix, Fox Sports, RTÉ, Globo and Sinclair Broadcast Group.   For more information, gladden visit www.24i.com     Company: 360Systems Booth: C654 Web: www.360systems.com 360Systems prides themselves in manufacturing the most reliable, dependable, lowest cost (per channel) video server on the market today (Linux OS). The new TSS sequence is their next generation server using criterion codec and file formats which now embrace H.264 or MPEG-2. The TSS sequence comes with multiple channel counts and a variety of new features.   In the future expect the entire TSS Server platform to be field upgradeable to either a Hybrid IP server or complete IP server depending on the model.   360Systems moreover has the VTH-2283 Broadcast Video Server. The VTH 2283 comes criterion with Record and Playout Calendar Scheduling, a built in Graphics Generator/Overlay, and champion for File-Based Workflows.     Company: 5th Kind Booth: SL1623MR Web: http://www.5thkind.com/ 5th kind continues to add new customers and new features!   5th Kind's CORE is Hollywood's first Studio Asset Management System. Find out why companies enjoy Disney, Marvel, NBCUniversal, Starz, Lionsgate, Illumination and others hold chosen CORE to champion production, from script to screen, and beyond.   CORE continues to enhance features enjoy mobile & screening experiences for Dailies, review & approval for Marketing, and ease of archiving assets - for executives, artists and IT personnel alike.     Company: ABonAir Booth: C-2146 Web: www.abonair.com ABonAir develops wireless microwave links that enables video transmission from field cameras directly to a tidings track, OB-vans or media center. At NAB 2019, ABonAir is introducing a complete mobile wireless video solution - a single link that incorporates a teleprompter, video return, CCU and Intercom. The new system will allow TV production crews to utilize a wireless camera with its functionalities (as with a wired camera), not neglecting any feature that is essential for a tier-1 broadcaster production. ABonAir is the only company to feature a remarkable 7 msec video retard allowing it systems to seamlessly integrate into any multi-camera production.     Company: Adoppler Booth: N3336SP-A Web: www.adoppler.com In order for the traditional TV and media companies to compete with the FANG, they requisite to adopt the technology-first approach. It brings two challenges: want of in-house technology and scarce skilled resources. Jointly, Adoppler and its parent company Geomotiv provide a solution for both. Adoppler uses its Trusted Marketplace platform and Geomotiv’s unique expertise in both linear & digital TV, ad tech, and noteworthy Data to deliver a tailored solution; “tailored” as in “a flawless merge between bespoke and COTS software”. This greatly improves the time-to-market for their clients as well as provides them with a highly reliable technological partner.     Company: Adorama Booth: C4446 Web: https://www.adorama.com/ Adorama is one of the world's largest photography, video, audio and computer retailers. Serving customers for more than 40 years, Adorama has grown from its flagship NYC store to become the leading online destination for imaging and pro video/audio equipment. Adorama will hold a selection of high-end broadcast tackle on pomp and in action for its real-world talk point to production birthright from the NAB floor.     Company: Advantech Corp. Booth: SU-10806 Web: www.Advantech.com Founded in 1983, Advantech is a leader in providing trusted, innovative products, services, and solutions. Advantech VEGA video solutions are designed to boost video infrastructure performance from acquisition to distribution at the lowest power budget while fully complying with the media industry needs. By providing access to the latest 4K/8K UHD video processing and IP media technologies on commercial-off-the-shelf IT platforms they accelerate the deployment of next-generation, open and more efficient video solutions across a wide scope of applications from broadcast encoding and high-density OTT transcoding to cloud, mobile, virtual reality (VR) video and now AI capabilities. Advantech’s criterion portfolio can be tailored to meet a scope of system requirements, significantly reducing time-to-market endeavor for their customers.     Company: Airwavz.tv Booth: N1831 Web: http://airwavz.tv Airwavz.tv designs and builds first-ever mobile ATSC 3.0 TV receivers for consumers and professionals. Their flagship device: RedZone Receiver is used across the United States and abroad, to befriend TV broadcasters roll out and deploy brand new NextGen TV packet data service. Their new Windows Video Player and Broadcast Analytics tool “TvXplorer” is available for pre-order at: https://redzonereceiver.tv. Airwavz.tv aims to provide the world with unfettered access to the highly prized UHF and VHF television channels on portable, nomadic and mobile devices.     Company: Alive Telecom Booth: C1156 Web: https://alivetele.com/ RF tackle Manufacturer, Specializing in Antenna Transmission Systems. Alive offers VHF & UHF Low Power to high Power (60kW) Pylon Coaxial Slot Style Antennas in Horizontal, Elliptical or Circular Polarization as a Side or Top Mount Configuration. Broadband Options embrace Panels, Cavity Slot and Super Turn-Style Antennas. Alive allows the customer to elect between pressurization options. Alive has demonstrated for 15 years the competence to offer engineered solutions for every customer need.     Company: ALPHA NETWORKS Booth: SU 9416 Web: www.alphanetworks.tv Alpha Networks, a leading provider in hybrid TV back-ends & smart video platforms, offers its customers the birthright products and services to implement their content strategy and launch pay-TV services.   Our product portfolio includes a wide scope of products: tucanoRED, the hybrid TV back-end, winning solution at 2018 CSI Awards; beemix, the smartest TV ready-to-go platform combining the might of tucano back-end and UI designed by hubee XP Studio; hubee Xperience, elaborating the best user interfaces and user-centric solutions. Alpha Networks is internationally recognized by customers complete over the world, such as Orange, Econet, TeleCentro, SFR, Bouygues, RTBF, Canal+, The Walt Disney Company and many others.     Company: Anevia Booth: SU4317 Ticker emblem & Exchange: ALANV Web: www.anevia.com Anevia offers end-to-end OTT video-delivery solutions that enable the delivery of live TV, streaming video, time-shifted TV and video-on-demand services, as well as ultra-low latency for live sporting events.   Anevia’s comprehensive portfolio of video compression / encoding / packaging, Cloud DVR and CDN products enables viewers to savor a next-generation TV experience – anywhere, anytime and on any screen – including 4K UHD content.   Major telecom and pay-TV operators, and TV broadcasters worldwide utilize Anevia’s products.   Founded in 2003, Anevia has a track record of being first to market with advanced video technologies. It is listed on the Paris Euronext Growth market.     Company: Antelope Camera System Booth: Central Hall - C11831 Web: http://www.antelope-cs.de/ Antelope Camera Systems is specialized in the manufacturing of POV 2K and 4K HDR broadcast mini cameras and high-speed imaging technology. Providing solutions for sport, live action, shows and feature films in high-speed and 60p. Instant replay and flawless camera matching with their controller OCP and RCP. The box style COMPACT with B4 mount and the first fully integrated de-flicker solution for live broadcast slow-motion systems completes the product of Antelope-CS.     Company: Appear TV Booth: SU7910 Web: https://www.appeartv.com/ Appear TV, a leading global provider of next-generation video processing platforms for broadcast and streaming high-quality video, will showcase updates to its high-capacity, ultra-low latency X-Series platform including the addition of new modulators and demodulators, which advances the platform with a new hardware design. The X-Series, which includes the X10 and X20, offers the complete spectrum of encoding codecs, and helps broadcasters adopt the many benefits of an IP-centric operation in their own timeframe and with extreme simplicity. Designed for both video contribution and distribution, the platform supports optical/electrical SDI conversion to/from SDI-over-IP.     Company: ASUS Global Pte. Limited Booth: SL 15110 Web: www.asus.com ASUS is a multinational company known for the world’s best motherboards, personal computers (PCs), monitors, graphics cards, routers and other high-quality technology solutions. With a global workforce that includes more than 5,000 R&D professionals, ASUS leads the industry through cutting-edge innovation and design. Inspired by their In Search of Incredible brand spirit, ASUS won 4,511 international awards in 2017, ranked 26th in Forbes’ Global 2000 Top Regarded Companies, and named among the World’s Most Admired Companies by Fortune.   ASUS will showcase their latest displays, mini PCs, workstations and laptops designed to provide the best content-creation experiences for video production, photography, graphic and 3D design professionals in NAB.     Company: ATEN Technology, Inc. Booth: SL13705 Web: https://aten.com/us/en ATEN Technology, Inc. is the technology leader and global manufacturer of KVM and Pro AV connectivity solutions, and U.S. subsidiary of ATEN International Co., Ltd. (TWSE: 6277), established in 1979. A certified member of the HDBaseT Alliance, holding over 500 industry patents, ATEN offers integrated KVM, Professional Audio (Pro AV), and knowing Power solutions, across complete industries including corporate, commercial, government, industrial, entertainment, educational, and retail environments.   ATEN’s advanced competence to quickly develop customized solutions in KVM, Pro AV, PDU, USB, and data communication lines allows it to build products that connect, manage, and optimize electronics based on customer need.     Company: ATTO Technology, Inc. Booth: SL7624 Web: https://www.atto.com/ For over 30 years, ATTO Technology, Inc. has been a global leader across the IT and media & entertainment markets, specializing in network and storage connectivity and infrastructure solutions for the most data-intensive computing environments. ATTO works with partners to deliver end-to-end solutions to better store, manage and deliver data. Working as an extension of customer’s design teams, ATTO manufactures host bus adapters, network adapters, storage controllers, Thunderbolt™ adapters, and software. ATTO solutions provide a high level of connectivity to complete storage interfaces, including Fibre Channel, SAS/SATA, iSCSI, Ethernet, NVMe, NVME over Fabrics and Thunderbolt.     Company: b<>com Booth: South Upper 4315 Web: https://b-com.com/ The b<>com Technology Research Institute is a tech provider and an innovation accelerator for every commerce that uses digital to expand its competitiveness. b<>com brings together multi-cultural disciplines and talents in augmented reality, virtual reality, and immersive media formats, in the fields of applied simulated intelligence, cybersecurity, 5G networks, Internet of Things, cognitive technologies, and e-health. Winner of the NABShow 2017 Technology Innovation Award, their HDR-SDR solution is back this year, better than ever with its b<>com *Universal HDR Converter Box*! Performing real-time HDR-SDR, SDR-HDR, and roundtrip, this technology is the gap filler the industry has been looking for.     Company: Bannister Lake Booth: SL5616 Web: https://bannisterlake.com/ Bannister Lake specializes in data and graphics solutions for the broadcast industry. The company’s products and services drive revenue growth by unlocking the value of data. Bannister Lake’s flagship product, Chameleon, provides broadcasters with unparalleled data aggregation, graphics management and visualization possibilities. Beyond broadcast, the Chameleon solution is used in multiple data applications; OTT, streaming, digital signage, eSports, HTML5, online and mobile. Chameleon reads, ingests and manages multiple, diverse data feeds through an advanced web interface providing users with replete control over incoming data. Users can fully customize data and generate automated tickers, L-bars, replete frame graphics, and branding elements.     Company: Barbizon Lighting Company Booth: C5049 Web: www.barbizon.com Barbizon Lighting Company specializes in the sale, service, and turnkey integration of lighting, rigging, and control tackle for television, film, live productions, performing arts, themed environments, houses of worship, and architecture. With over 1000 years of combined experience, they are an industry leader based on their knowledgeable staff, property products, and their on-going commitment to customer service. Barbizon Lighting has 11 locations in North America and offices in Australia and the United Kingdom.     Company: BBright Booth: SU4318 Web: www.bbright.com BBright brings visionary solutions and products to the professional video industry and focuses on rapid market transitions around 4K – Ultra HD, HEVC, HDR. They develop software-based appliances such as reference player, playout servers, decoder and ingest for various UHD use-cases. BBright's worldwide customers are broadcast tackle manufacturers, content owners, network operators, IPTV operators and TV channels.   New UHD-Channel; UHD video production server interfacing to external automation. Scalable to a full-features 4K CiaB.   UHD-Decode; HEVC / AVC decoder with advanced HDR and audio functionalities.   UHD-QC; all-around player for manual check of VoD assets.   UHD-TS and Multi-TS; single or multi-channel compressed playout.     Company: Bitcentral, Inc. Booth: SU2610 Web: https://bitcentral.com/ Bitcentral is a software company that provides efficient media workflows and customized solutions to maximize the value of video content. Core News™ solution is the #1 tidings production platform in the U.S. reaching millions every day; Central Control™ provides a toolset for master control with modules to execute complete processes that converge into playout; while FUEL™, an innovative and industry-changing Linear on Demand™ streaming solution, creates an smooth path to new digital revenue.     Company: Blonder Tongue Laboratories, Inc. Booth: SU11107 Ticker emblem & Exchange: NYSE American: BDR Web: https://www.blondertongue.com/ Blonder Tongue Laboratories, Inc. is a leader in the field of cable television communications technologies, serving professional video markets with comprehensive solutions for the provision of content contribution, distribution and video delivery. The Company designs, manufactures, sells and supports an tackle portfolio of criterion and high definition digital video solutions, as well as core analog video and high precipitate data solutions for distribution over coax, fiber and IP networks. Additional information on the company and its products can be establish at www.blondertongue.com.     Company: Bluefish444 Booth: SL9021 Web: https://bluefish444.com Bluefish444 is the manufacturer of the industry’s highest-quality uncompressed 4K SDI, ASI, Video Over IP & HDMI I/O cards for the Windows, macOS and Linux operating systems. Its I/O cards are used in broadcast, feature film and post-production markets for editing, animation, compositing, colour correction, restoration, digital intermediate, 3D and IPTV applications.   Bluefish444 cards hold been used on award-winning feature films, commercials, music videos and sports events worldwide. Bluefish444’s scope of video cards are incorporated in video servers, encoders, decoders and character generator solutions by numerous third-party OEM manufacturers, in addition to other niche & mainstream applications.     Company: Bolin Technology Booth: C255 Web: www.bolintechnology.com Bolin Technology is a manufacturer and distributor of professional grade integrated pan, tilt, zoom cameras for Pro AV, Broadcast and Security applications. With over 20 years of experience, Bolin offers hearty Dual Output for outdoor and indoor utilize with various resolutions, and networking protocols which includes 4K 1”CMOS / replete HD resolutions via IP, HDMI, HDBaseT, Optical Fiber, 6G-SDI, 3G-SDI, HD-SDI, and USB3.0. Cameras moreover champion various control protocols using RS232/422/485 Visca, Pelco D, IP ONVIF, and Visca over IP of flexibility. Bolin PTZ cameras are criterion for live production, studio production, beauty cam applications, sports broadcast and streaming applications. For more information, gladden visit www.bolintechnology.com.     Company: Broadcast Blinds Booth: C8439 Web: https://www.broadcastblinds.com Broadcast Blinds provides daylight control solutions for TV Studios with exterior glass.   One of the major concerns with TV Studios with exterior glass is balancing the exterior and interior light, so both the talent and the exterior view are properly visible to the audience.   Broadcast Blinds solves that problem by providing a system of rolling gels and filters that reduce the exterior light by incremental f-stops.   See an example here: https://broadcastblinds.com/2019/02/how-univision-transformed-its-d-c-studio-vista-with-daylight-control/     Company: Broadpeak Booth: SU9221 Web: https://broadpeak.tv At the 2019 NAB Show, Broadpeak® will demonstrate its CDN, cloud PVR, ad insertion, multicast ABR, multiscreen via satellite and local video caching solutions. Additionally, Broadpeak will showcase how it’s leading the freight for better QoE and efficient content delivery by supporting ultra-low latency, Android TV, and 5G technologies.   Demos at Broadpeak's booth will embrace technologies for live and VOD streaming, non-linear TV, Emergency Alert System, multi-CDN, video analytics, device detection and LTE-Broadcast/HEVC.   Broadpeak designs and manufactures video delivery components for Content Providers and Network Service Providers deploying IPTV, Cable, Satellite, OTT and mobile services.     Company: Broadcast Pix Booth: SL4210 Web: www.broadcastpix.com With a tightly coupled switcher and 3D motion graphics CG, Broadcast Pix provides the most fully integrated live video production systems with patented control and automation technology. From compact units to large-scale, multi-system solutions, every Broadcast Pix features an extensive toolset that makes it smooth to optimize and customize your workflows locally and over IP. Plus, its BPNet ecosystem provides secure cloud services and asset management. Founded in 2002, Broadcast Pix has customers in more than 100 countries and is the leader in fully integrated production switchers for government, broadcast, streaming, live event, and visual radio applications.     Company: Burbio Booth: SPROCKIT Booth Web: https://www.burbio.com/ Burbio aggregates school, government, library and local community event content, allowing for personalized distribution over video, mobile, web, Voice, and email - hyper local event information of unprecedented depth and relevance to consumers and residents.     Company: CamStreamer s.r.o. Booth: SU13902 Web: https://camstreamer.com CamStreamer s.r.o. is a leader in embedded SRT implementations and is the only developer of a highly effective embedded SRT implementation for Axis IP cameras. Their apps elude inside top-of-the-line indoor and outdoor IP cameras from Axis Communications AB (www.axis.com), which means no computer or complicated setup is needed to accomplish quite a number of live broadcast tasks. Their embedded apps generate RTMP/HLS/SRT/MPEG-TS video stream, add dynamic overlay graphics into the video and automate live streaming with the utilize of schedules, triggers and API commands. Their focus is the media broadcast segment, automated streaming and 24/7 streaming.     Company: CASTUS Booth: SU11514 Web: http://castus.tv/ CASTUS provides smooth to utilize video scheduling servers and video on demand & live streaming solutions. Their playout servers are multi channel and multi input capable, accessible over a web browser, smooth scheduling, integrates with OTT platforms enjoy Roku and has champion for closed captioning. CASTUS requires no transcoding and offers champion for most file formats. CASTUS is smooth to use, offers video editing capabilities, insert graphic overlays over HDSDI and IP outputs and so much more. CASTUS provides solutions for PEG stations, government TV, education, cruise ships, cable and newsroom, retirement communities and more. arrive see a live demo.     Company: Cerebri AI Booth: N3735SP-A Web: https://www.cerebriai.com Cerebri AI enables enterprises to measure the value of every customer interaction from the customer’s point of view. Their Cerebri CX product uses AI to extract and value previously unseen patterns from customer datasets, then provides individual scores and next-best-action strategies to expand brand tryst and accelerate commerce performance at scale. Their proprietary SaaS unifies software and data science within existing environments to enable end-to-end governance of inputs and outputs. Notable results embrace introducing machine learning into auto adjudication for a +$30B loan portfolio and increasing sales conversion 7x for a Fortune 100 company email crusade using Cerebri CX.     Company: Christie Booth: SL4524 Web: www.christiedigital.com Christie is a global visual and audio technologies company that continues to be the first to market some of the world’s most advanced projectors and complete system displays. Whether it’s retail displays, LED walls, Hollywood movies, mission captious command centers, projection mapping, or higher education, Christie pomp solutions deliver dynamic and stunning images. With a history of pushing technological boundaries by developing disruptive products and solutions, Christie continues to offer hardware, software, and professional services that build a discrepancy in people’s lives. In 2018, AV Magazine named Christie the Most Influential Company of the past 20 years.     Company: CIARA, a Hypertec Brand Booth: SL15207 Web: https://ciaratech.com CIARA, a Hypertec brand, founded in 1984, is a global technology provider that specializes in the design, engineering, manufacturing, integration, deployment, champion and recycling of cutting-edge IT products. With its vast scope of products and services including desktops, workstations, servers and storage, HPC products, high frequency servers, OEM services, deployment services, colocation services and IT asset personality services, CIARA is considered to be one of the largest system manufacturers in North America and the only provider capable of offering a total hardware lifecycle management solution. The company’s products are employed worldwide by organizations tiny to great in the sectors of public cloud, content delivery, finance, aerospace, engineering, transportation, energy, government, education and defense. 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    SSA goes noteworthy on VOIP | killexams.com actual questions and Pass4sure dumps

    CASE STUDY

    SSA goes noteworthy on VOIP

    Agency’s program is one of the world’s largest voice-over-IP implementations

  • By William Jackson
  • May 27, 2009
  • The companionable Security Administration is about a third of the passage into a program to supersede phone systems at 1,526 field offices nationwide with a single, centrally managed voice-over-IP solution that runs on the agency's data network.

    By late February, the VOIP system had handled more than 1.6 million calls. SSA officials expect to add as many as 16 offices a week to the new system during the next two years, said Roderick Hairston, deputy associate commissioner of SSA's Office of Telecommunications and Systems Operations. When completed, the system will be one of the largest VOIP deployments in the world.

    "For SSA to Go with VOIP to this extent, they had to hold a lot of faith in it," said Benjamin Moses, vice president of solutions at Nortel Government Solutions, the project's lead contractor.

    The agency needed technology that could befriend expand productivity during the labor crunch officials expect in the coming years. "They are losing employees, and they are getting ready to deal with the baby boom explosion of retirees," Moses said.

    SSA's network of field offices has 63,000 employees and a budget of about $10 billion a year. The agency paid $650 billion in companionable Security benefits to 55 million people in 2008, and for years, it has been preparing for a wave of baby boomer retirements. SSA will be hit twice because many of its employees will achieve retirement age at the selfsame time the agency's workload spikes.

    That process has already started. SSA's field office staff decreased by 4.4 percent from 2005 to 2008, according to a recent study by the Government Accountability Office. Visits to SSA offices increased from 42 million in 2006 to 44.4 million in 2008. Forty-four percent of the agency's staff is expected to retire by 2016, while the agency expects to be processing 1 million additional claims a year from retiring boomers by 2017.

    Meanwhile, the agency's telephone infrastructure was aging. It had never been a single system but rather a collection of sunder systems with different carriers at each office.

    "Our system was more than 12 years old," Hairston said. "Some of it was past its terminate of life, and other parts were approaching it. They hold been running out of parts," and the tasks of adding, dropping or poignant lines were lengthy and labor-intensive. "We really had to finish something to supersede them. This was a flawless chance to contemplate at what kind of system they needed."

    What officials needed was a single system that could be centrally managed and offer a common contemplate and feel for employees and customers. They wanted to be able to poise traffic among offices and re-route calls in case of an outage, and they wanted to be able to consolidate trunk lines to rescue money. The result of that assessment was the 10-year, $300 million Telephone Systems Replacement Project (TSRP).

    Because it was a wholesale replacement rather than an upgrade, "it was pretty much a no-brainer" to Go with VOIP, Hairston said. "We made the determination in 2003 to finish it, but only after they did a pilot. It was a fairly new technology when they made the decision."

    The pilot project was conducted from 2004 to 2006 at 43 offices, with sunder systems operated by AT&T and Nortel as primary vendors. The results were satisfactory, and Nortel Government Solutions was awarded the TSRP condense in 2007. Implementation began in March 2008.

    The system uses Nortel's Contact headquarters Manager Server, Communication Server 1000 for switching, Media Processing Server 500 for interactive voice response, Unified Messaging 2000 for voice mail and IP Phone 1100 sequence handsets. Other members of the contractor team embrace general Dynamics, Black Box Network Services, Shared Technologies, York Telecom, high Wire Networks, NetIQ, Netcom Technologies, AttivaSoft and Pal-Tech.

    There are sunder parts to an IP phone system, Moses said. The IP telephony functions — the core switching and applications such as interactive voice response and summon records — reside on the network and are independent of the means used to transport calls.

    "VOIP is really transport," he said. "All we're doing is pointing to a [Session Initiation Protocol] trunk rather than to a [public switched telephone network] trunk. The applications are available either way." But VOIP allows trunk consolidation and better bandwidth utilize for improved pricing. "VOIP is a cost issue — it's not about application availability."

    Combining the applications with the transport is the trickiest Part of the implementation.

    "If it was just providing a dial tone, it wouldn't be much more than putting a few servers on the network," Moses said. "This customer has an extremely Interesting application environment."

    One of the most unusual features of SSA's systems is the competence to partition summon and performance data for each level of management. Managers log on through a Web front end, using SSA's authentication system, for access to the data that they are authorized to see. An office manager has access to data and security controls only for that office. District, regional and headquarters managers hold access to progressively broader swaths of data.

    Applications and dial tone are provided from four redundant service delivery points at Richmond, Calif.; Kansas City, Mo.; Durham, N.C.;and the SSA computer headquarters in Baltimore. The service delivery points provide automatic failover in case of an outage.

    "We hold experienced an outage," Hairston said. "It works very well."

    Each office has a sunder gateway to the public switched telephone network for additional failover. In case of a local-area or wide-area network outage, the phone can automatically re-register to the PSTN. Emergency 911 service is directed through the PSTN gateway on a local trunk, so that the public safety answering point receives accurate information about the number and address from which the summon is being made.

    The handsets moreover finish their Part to ensure property of service. Each acts as a voice property agent, and when property moves outside acceptable parameters, the system automatically alerts the service delivery point. Calls can be re-routed, problems identified and solutions launched without interrupting the call.

    Ultimately, the property of voice service depends on the property of the network transporting it. Nortel works with SSA's Division of Network Engineering to resolve network health and troubleshoot problems before an office implements VOIP.

    "In most cases, they are in pretty profitable shape," Moses said. "Our solution is relatively tolerant" of network conditions.

    "We erudite from the pilot how to tune the network and deserve voice traffic where it needed to be," Hairston said.

    SSA was fortunate that it had done a major network upgrade shortly before TSRP, during which it implemented Multiprotocol Label Switching. MPLS supports multiple services and simplifies traffic management for applications such as voice and video that are sensitive to latency. A few years ago, it was an expensive, leading-edge technology used primarily by great service providers to provision multiple services, but affordable high-performance MPLS routers now are available in a variety of sizes, making the technology practical for other organizations.

    SSA noiseless has a lot of drudgery to finish to transition field offices to VOIP, said Andre Pinto-Lobo, program manager at Nortel Government Solutions. "We are coming to the terminate of Year One," he said. The rate of implementation will expand during the second and third years and then behind again as the implementation concludes.

    But "we're seeing the advantages already," Hairston said. System management has been simplified, there is better redundancy, and calls can be better routed to the proper person or automated service, which should gladden both employees and retiring baby boomers.

    About the Author

    William Jackson is a Maryland-based freelance writer.



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