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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
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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.
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.
informationMicrosoft and Nortel current Alliance Roadmap
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.
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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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.
LAS VEGAS--(BUSINESS WIRE)--Apr 3, 2019--Company:
LAS VEGAS--(BUSINESS WIRE)--Apr 3, 2019--Clear-Com
LAS VEGAS--(BUSINESS WIRE)--Apr 3, 2019--Booth:
LAS VEGAS--(BUSINESS WIRE)--Apr 3, 2019--C6908
LAS VEGAS--(BUSINESS WIRE)--Apr 3, 2019--Web:
LAS VEGAS--(BUSINESS WIRE)--Apr 3, 2019--www.clearcom.com
LAS VEGAS--(BUSINESS WIRE)--Apr 3, 2019--Clear-Com, an HME company, is a global provider of professional real-time communication solutions and services since 1968. They and their subsidiary, Trilogy Communications, offer market-proven intercom solutions that link people together through wired and wireless intercom systems and connectivity options.
LAS VEGAS--(BUSINESS WIRE)--Apr 3, 2019--Our history is rooted in technological advancements and innovations that deliver significant improvements to the passage people collaborate when instant communication matters. In the markets they serve - broadcast, live performance, live events, sports, military, aerospace and government—our communication products consistently meet the demands for high-quality audio, reliability, scalability and low latency.Company: Cloudian Booth: SL 6821 Web: www.Cloudian.com As 4K, 8K and higher resolution video volumes continue to grow, broadcast and production organizations requisite an active archive storage foundation for managing, protecting and fully leveraging this content. criterion for capacity-intensive workflows, Cloudian’s petabyte-scalable, disk-based storage enables seamless collaboration across multiple locations, both on site and in the cloud. complete storage is presented as a single pool that can be instantly accessed, searched and monetized, regardless of where content physically resides. And Cloudian delivers these benefits at up to 70% less cost than traditional SAN and NAS offerings. see how at https://cloudian.com/solutions/media-and-entertainment/ Company: Cobalt Digital Booth: SL9111 Web: www.cobaltdigital.com Cobalt Digital designs and manufactures award-winning edge devices that befriend live video production and master control clients transition to IP, 4K, HDR, the cloud, and beyond. As a founding ally in the openGear initiative and the new RIST Forum, Cobalt supports best-of-breed interoperability platforms that simplify technological adoption. At the 2019 NAB Show, contemplate for new 4K multiviewers, distribution amplifiers, image processors, and HEVC encoders for more efficient production environments. complete Cobalt Digital products are backed with a five-year warranty. Learn more at www.cobaltdigital.com. Company: CogniK Booth: N3632 Web: www.cognik.net CogniK built a hyper personalization platform to build your customer journey unique: better conversion, engagement, and loyalty, reduce churn and optimize monetization. We leverage their expertise in combining AI engines: facial recognition, protest detection, natural language processing, and sentiment analysis. Our strategy is to deliver high-level solutions to address the needs of video operators: • expand video views (video recommendation, video thumbnails optimization) • automate time-consuming tasks (automatic video tagging, video clipping, brand detection) • better profitability (content targeting for video ads, optimize locations for mid-roll ads) Company: Coherent Logix Booth: Renaissance Suite Web: www.coherentlogix.com Coherent Logix has created a revolutionary system platform solution that solves the power, performance and silicon region head in the semiconductor industry that is present today more so than at any time in history. Their solution enables new commerce and revenue models while providing ASIC performance in a product that is fully programmable and as smooth to program as a PC. Quite simply, they extend Moore’s Law. Coherent Logix’s unique computational and network remembrance fabric semiconductor solutions provide consumer electronic product manufacturers with the competence to meet the highly competitive, transformational and ever evolving market requirements of today’s communications mediums. Company: Comrex Booth: C2330 Web: www.comrex.com Since 1961, Comrex has been in the vanguard of technical development, making utilize of innovative technologies for radio and television well before they hit the mainstream. Their ACCESS and BRIC-Link IP audio codecs utilize sophisticated audio transmission technology to ensure reliable broadcasts over challenging IP networks. We've used their years of experience in IP to develop their CrossLock tools to handle the unique demands of transmitting video, with the evolution of their LiveShot IP video technology. Throughout it all, they hold continued to refine their telephone hybrid technology with products enjoy VH2, and smash new ground with products enjoy Opal. Company: Countable Booth: N3436SP-B Web: www.countable.us and www.CountableAction.com Countable is the civic technology start-up with a steadfast faith that digital products can lower barriers to civic entry, build engaged audiences, and empower meaningful action. Whether you're a media organization, non-profit, candidate campaign, corporate companionable responsibility team, public affairs firm, or anyone else looking to build digital communities, we’re your platform to deepen audience engagement. Company: CueScript Booth: C2622 Web: www.cuescript.tv CueScript is a Teleprompting company with a difference. With design for purpose, ingenuity and property at the forefront, CueScript hold developed a scope of exciting Teleprompting products and is home to the world’s first complete IP-based solution. IP is included throughout the product line, but features in addition to conventional connections, as they recognize that not everyone is ready for replete IP just yet. This allows for selection of connectivity and future-proofs your purchase. For CueScript, customer service is paramount, with attention to details from initial contact, to installation, to after-sale support. CueScript; Prompters with style, people with passion. Company: Dalet Digital Media Systems Booth: SL6610 Ticker emblem & Exchange: DALE.PA Web: https://www.dalet.com Dalet enables media organizations to create, manage and ration content faster and efficiently, maximizing the value of assets. Dalet offers collaborative tools empowering end-to-end workflows for news, sports, program preparation, post-production, archives and enterprise content management, radio, education, governments and institutions. Dalet will showcase at NAB the new Remote Editing framework, which offers multimedia editing capabilities and precipitate to editors working in the field or remote offices; Dalet OnePlay multi-platform studio automation solution; Dalet Media Cortex, the AI cloud service to augment media workflows, and Dalet Galaxy five, the latest evolution of the industry-leading MAM, Workflow Orchestration and Editorial platform. Company: DALIM SOFTWARE Booth: SL15406 Web: www.dalim.com Media production and distribution remains a labor-intensive, high-cost and high-risk business. DALIM ES is a collaborative digital asset production and management platform, delivering services ranging from online video approval workflows to a web-based production environment for complete participants of the production cycle. ES lets users plan, execute and control any aspect of media production, regardless of the final utilize of the output. It offers timeline annotating, transcoding for viewing on multiple platforms, and connectivity to other third party tools. This means not only the competence to champion video files, but moreover managing and driving them in an approvals-based commerce workflow. Company: Dan Dugan Sound Design Booth: C1118 Web: http://www.dandugan.com The inventor of the automatic microphone mixer, Dan Dugan, will be at NAB showing his comprehensive line of automixing products. Dugan automixers offer all-around I/O, with options for analog, AES digital, ADAT, Dante and MADI interfaces. moreover on pomp will be the Sound Devices 633 portable mixer, which implements Dugan automixing. Dan Dugan Sound Design won a coveted Cinema Audio Society award in February 2019 for the automixing algorithm implemented in this product. “Dugans” are used worldwide for management of multiple live microphones, usually in unscripted events such as talk shows, meetings, lectures, debates, sportscasts and conferencing. Company: Decentrix, Inc. Booth: SU8721 Web: www.decentrix.com Decentrix is a globally focused data technology company that has developed solutions which maximize advertising and content revenues across complete media distribution platforms for Brand Advertisers, Telecommunications and Media and Entertainment companies. Decentrix’s patent pending AI for Media™ technology, powers their solutions for cross-media planning, inventory optimization, rate card maximization, Frictionless Trading™, content ROI analytics and consolidated billing to maximize revenue opportunities with transformative intelligence. This uniquely focused capability builds on their profound industry experience and results in substantially enhanced revenue outcomes across entire portfolios of their client’s businesses including traditional linear, digital, addressable, and mobile media Company: Deluxe Entertainment Booth: Wynn/Encore Hospitality Suites Web: https://www.bydeluxe.com/ Deluxe is the leading video creation-to-distribution company offering global, end-to-end services and technology. Through Deluxe One, an intuitive cloud-based platform that unifies every stage of the content lifecycle, creators and distributors can access a seamless passage to manage the creation, transformation, packaging and delivery of content creators, broadcasters, OTTs and distributors rely on Deluxe's unmatched scale, experience and expertise to enable virtual services and platform solutions that build it simple for them to realize their visions and deliver them to anyone. Company: Dialight Booth: C1135 Ticker emblem & Exchange: DIA (London Stock Exchange) Web: www.dialight.com The innovation and market leader in LED Obstruction solutions for more than 20 years, Dialight offers the industry’s most comprehensive, energy-efficient and reliable line of LED-based obstruction solution systems in the world. Every Dialight system is fully FAA certified and Transport Canada and ICAO compliant for dependability and performance you can trust. Their precision patented optics ensure maximum safety with minimal ground dissipate for community-friendly illumination. Dialight systems feature small, light-weight sparkle heads for smooth installation and reduced wind resistance. Their zero-maintenance fixtures virtually eradicate tower climbs and unplanned site visits for years, dramatically reducing maintenance costs and non-compliance risk. Company: dotstudioPRO Booth: SU11112 Web: https://www.dotstudiopro.com/ dotstudioPRO is the next generation Online Video SaaS Platform. Powering clients’ multi-device streaming services, dotstudioPRO enables content owners to monetize premium content and syndicate it everywhere, making it smooth for them to find an audience in a highly fragmented online video ecosystem. dotstudioPRO's CMS launches clients, across Web, iOS, Android, Apple TV, Roku, Amazon Fire TV and Android TV in less than 8 weeks. The platform moreover offers player-less video syndication feeds to over 30+ platforms enjoy VEWD and XUMO, just to designation a few. dotstudioPRO's clients embrace Minnesota Vikings, Washington Redskins, American Beauty Star (Lifetime), Pocket Watch (Kids MCN), complete Def Digital (MCN). To find out more visit dotstudioPRO.com Company: DynaMount LLC Booth: C1047 Web: https://dynamount.com/ DynaMount is the world leader in remote microphone steering and positioning. Their products allow for real-time adjustments to the position and orientation of any affixed microphone, ensuring that the best possible sound is captured no matter where the action moves. Our new Echo-PT™ is the only pan/tilt system purpose built specifically for microphones. Its reserved motion, LAN/internet control capabilities, and reference camera for remote monitoring allow it to meet the demanding needs of broadcasters and filmmakers. Visit us at booth C1047 and give it a test drive.
CASE STUDYSSA goes noteworthy on VOIP
Agency’s program is one of the world’s largest voice-over-IP implementations
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.
William Jackson is a Maryland-based freelance writer.
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