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Exam Code: 300-835 Automating Cisco Collaboration Solutions (CLAUTO) course outline January 2024 by Killexams.com team

300-835 Automating Cisco Collaboration Solutions (CLAUTO)

Test Detail:
The Automating Cisco Collaboration Solutions (CLAUTO) exam, with test code 300-835, is conducted by Cisco to validate the knowledge and skills of professionals in automating Cisco collaboration solutions. This certification focuses on programmability and automation of Cisco collaboration platforms to enhance efficiency and productivity.

Course Outline:
The course for the Automating Cisco Collaboration Solutions (CLAUTO) certification covers a comprehensive range of courses related to automation and programmability in Cisco collaboration solutions. The following is a general outline of the key areas covered:

1. Cisco Collaboration Platforms:
- Overview of Cisco collaboration platforms and architecture.
- Introduction to Cisco Unified Communications Manager (CUCM) and Cisco Unity Connection (CUC).
- Understanding Cisco Webex and its APIs.
- Introduction to Cisco Collaboration endpoints.

2. Programmability Fundamentals:
- Introduction to programming languages and scripting.
- Understanding REST APIs and their usage in Cisco collaboration.
- Network programmability concepts and protocols.
- DevOps tools and methodologies.

3. Cisco Collaboration APIs:
- Cisco Unified Communications XML (CUXML) APIs.
- Cisco Unified Serviceability APIs.
- Cisco Webex APIs and integration.
- Cisco Unified Communications Manager APIs.

4. Automation and Orchestration:
- Automating common administrative tasks using APIs.
- Cisco Collaboration Endpoint (CE) automation and management.
- Configuration management and provisioning.
- Integration with external systems and applications.

5. Collaboration Security and Compliance:
- Security considerations in Cisco collaboration automation.
- Authentication and authorization mechanisms.
- Secure API usage and best practices.
- Compliance and regulatory requirements.

Exam Objectives:
The Automating Cisco Collaboration Solutions (CLAUTO) test assesses the candidate's proficiency in the following domains:

1. Software Development and Design
2. APIs and Protocols
3. Collaboration Platforms and Automation
4. Security and Compliance
5. Infrastructure and Deployment

Each domain covers specific knowledge areas, skills, and tasks that candidates are expected to demonstrate proficiency in.

Exam Syllabus:
The test syllabus for the Automating Cisco Collaboration Solutions (CLAUTO) certification provides a detailed breakdown of the courses covered in each domain. It may include sub-topics, programming examples, and configuration scenarios that candidates should be familiar with. The syllabus may cover the following areas:

- Programming concepts and practices (Python, JavaScript, etc.)
- API usage and documentation
- Cisco collaboration platforms and their APIs
- Automation and scripting techniques
- Collaboration endpoint configuration and management
- Security considerations in automation
- Compliance requirements in Cisco collaboration
- Infrastructure deployment and management
Automating Cisco Collaboration Solutions (CLAUTO)
Cisco Collaboration course outline

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300-835
Automating Cisco Collaboration Solutions (CLAUTO)
http://killexams.com/pass4sure/exam-detail/300-835
QUESTION 50 What is the expiration time for a Cisco Webex Meeting API key to access the Webex API as an
anonymous user?
A. 3 months
B. 12 hours
C. one week
D. 6 months
Correct Answer: D
Section: Meetings
QUESTION 51 Which URI for XML APIs is used in Cisco Webex Meetings to manage users, meetings, events,
and trainings?
A. https://api.webex.com/v1/
B. https://api.webex.com/WBXService/XMLService
C. https://api.webex.com/v1/meetings
D. https://api.webex.com/MeetingsService/XMLService
Correct Answer: B
Section: Meetings
QUESTION 52
DRAG DROP
Drag and drop the code to create a valid Cisco Meeting Server REAST API Python script that creates a CMS coSpace and prints the URI to the console. Not all options are used.
Select and Place:
Correct Answer:
Section: Meetings
QUESTION 53 Which Cisco Meeting Server REST API object resource is used to retrieve active
call information?
A. /activecalls
B. /calls
C. /getactivecalls
D. /callProfiles
Correct Answer: B
Section: Meetings
QUESTION 54
Refer to the exhibit. Based on this Webex Meetings XML API schema snippet, which XML object is a valid element? A.
B. C.
D.
Correct Answer: C
Section: Meetings
QUESTION 55
DRAG DROP
The Python script executes a REST API to retrieve information from the Cisco Meeting Server about the call with an identifier of 987654321. Drag and drop the code onto the snippet to complete the Python script. Not all options are used.
Select and Place:
Correct Answer:
Section: Meetings
QUESTION 56
Refer to the exhibit. Which API call made to Cisco Meeting Server removes the inbound dial plan rule matching cms.lab domain?
A. DELETE to /api/v1/inboundDialPalnRules/ with body attribute id=2c5662ab-7e5a-45a8-a133-5f4d6c6cb509.
B. DELETE to /api/v1/inboundDialPalnRules/2c5662ab-7e5a-45a8-a133-5f4d6c6cb509.
C. PUT to /api/v1/inboundDialPalnRules/2c5662ab-7e5a-45a8-a133-5f4d6c6cb509 with body attribute delete=True.
D. PUT to /api/v1/inboundDialPalnRules/2c5662ab-7e5a-45a8-a133-5f4d6c6cb509.
Correct Answer: A
Section: Meetings
QUESTION 57
Refer to the exhibit. A Webex Meetings XML API HTTP request message with several invalid portions is shown. Which reference points to a line in the exhibit that correctly indicates that this is a LstsummaryUser request?
A. line 17
B. line 1
C. line 18
D. line 14
Correct Answer: B
Section: Meetings
QUESTION 58
An existing user (identified by userId) needs to be allowed to host Webex meetings. Which API call is used to assign the new license?
A. PUT /license/{userId}
B. POST /people/{userId}
C. PUT /people/{userId}
D. POST /license/{userId}
Correct Answer: C
Section: Meetings
QUESTION 59 Which two methods can be used to add a custom UI panel to a Webex room device?
(Choose two.)
A. Import an existing panel configuration file by connecting a USB storage drive to the device.
B. Use xAPI to push a JSON panel configuration to the device.
C. Create a panel using the device UI Extensions Editor (previously In-Room Controls).
D. Restore a device backup file present on a PC that contains a panel configuration.
E. From a T-shell session, use the git command to merge the XML configuration of a panel.
Correct Answer: AE
Section: Meetings
QUESTION 60
DRAG DROP
Drag and drop the elements to create the command to initiate a call to device@company.com using the Webex Devices xAPI SSH Interface. Not all options are used.
Select and Place:
Correct Answer:
Section: Meetings
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Cisco Collaboration course outline - BingNews https://killexams.com/pass4sure/exam-detail/300-835 Search results Cisco Collaboration course outline - BingNews https://killexams.com/pass4sure/exam-detail/300-835 https://killexams.com/exam_list/Cisco Course Outline Spanish 5A Course Outline

Course Outline

Spanish 5A, Intermediate Oral Proficiency, 3 units

Dr. Jorge A. Santana
Office: Mariposa Hall, Room 2041
Phone: 278-6408/278-6333

Prerequisites: 1 year college level Spanish (2 or more years of high school Spanish) or by permission of instructor. This will be checked!

Catalog Description: At the intermediate-mid level in listening comprehension and speaking, students will be able to handle general questions requiring concrete information, such as personal background, interests and needs, family, work, travel and limited social conventions; can describe in simple terms visual situations; also to participate in short face-to-face and telephone conversations and understand simple announcements and reports over the media. Note: meets the Foreign Language Proficiency Graduation Requirement.

Required Text: Schaum’s Communicating in Spanish (Intermediate Level)
Conrad J. Schmitt and Protase E. Woodford (McGraw Hill, 1991)

Expanded Description: The purpose of this course is to provide students with the opportunity to develop and put into practice the language and vocabulary needed to survive in daily life situations in which Spanish must be used. Our text contains many practical situations and vocabulary often not found in elementary texts. The objective of the course is to help students overcome the frustration of being at a loss for words in a given situation where they have to communicate in Spanish. Certain aspects of Spanish grammar and usage will be highlighted and practiced as needed in order to further enhance communication skills at the intermediate level.

Method of Evaluation:
1) 4 Vocab Quizzes on 1st four chapters--------------------25pts. X 4 = 100 pts.
2) 3 Vocabulary Exams (Approx. 4 Chapters per Exam)----33pts. X 3.33 = 100 pts.
3) 2 Group Activities (Skits) #2 can be individual------------50pts. X 2 = 100 pts.
4) 1 Individual Oral Final Presentation-----------------------100pts. X 1 = 100 pts.
5) Attendance---------------------------------------------- 100pts = 100 pts

Total points: -------------------------------------------------500pts

There will be one vocabulary quiz per chapter, through chapter 4. Each vocabulary exam will cover the essential content of every four chapters. Both quizzes and exams will require students to deliver either the Spanish or the English equivalent of the lesson words and expressions, as indicated. While the vocabulary quiz will be made up of a mere list of words and expressions, the vocabulary test material will appear in meaningful contexts, either sentences or paragraphs.

In both the group and individual oral presentations each individual student’s oral communication skill will be evaluated. A passing grade (C-) on an oral is defined as communicating in Spanish and being reasonably understood, although the student may have poor pronunciation and a minimal working knowledge of the appropriate grammar and vocabulary. Students are encouraged to come prepared in advance of their oral presentations and may use 3X5 note cards, graphics, etc. Students should see the tutors for their presentation.

Attendance: Regular class attendance is required of all students who wish to excel in this course. Each student begins with 100 pts. and 3 pts. will be deducted per class missed. If you are not in class you are not practicing your Spanish. There will be NO make-up exams or oral presentations. Please DO NOT call to let me know that you will not be attending class. I will be taking roll.

Tue, 07 Aug 2018 10:25:00 -0500 text/html https://www.csus.edu/indiv/s/santanaj/files/spanish5a.htm
Cisco Collaboration Has Third Leader In Four Months

With two former SVPs of Cisco's collaboration unit out on personal leave in the last few months, the tech giant recently named a third leader, Javed Khan, of the firm's critical business segment, which includes the Webex platform.

ARTICLE TITLE HERE

Cisco Systems, which has recently experienced turnover within its all-important collaboration segment, has named five-year Cisco executive Javed Khan as the business segment's newest leader.

Cisco's Executive Vice President and General Manager of the Collaboration business Amy Chang decided to take time off to spend time with her family, according to a Cisco spokesperson in March. Chang joined Cisco and the firm's executive leadership team when her business intelligence company, Accompany, was acquired by Cisco in 2018 to bolster Cisco's popular Webex platform. Cisco said at the time of her departure that Chang wasn't leaving permanently and that the firm looked forward to her return.

In the meantime, Sri Srinivasan, vice president and general manager of Cisco's Team Collaboration Group, stepped in for Chang in March and expanded his role to lead Cisco's Collaboration business as senior vice president. However, Srinivasan, unlike Chang, did not become a member of Cisco's executive leadership team.

But by June, Cisco confirmed to CRN that Srinivasan had also left on personal leave. In his place came interim collaboration leader Khan, Cisco's then-vice president and general manager of Webex since 2015, who has since been promoted to senior vice president and general manager of Webex and the new head of the collaboration business unit.

[Related: The 10 Biggest Cisco News Stories Of 2020 (So Far)]

Cisco told CRN on Thursday that Srinivasan has taken on a new role focusing on the firm's work with nonprofit organizations and partners, specifically in Africa and India. He will be the first member of a new group for the company -- the Cisco Community Leadership fellow engagement -- and will help address essential needs for communities overseas, including food and sanitation.

“Our Cisco Collaboration team has built the most trusted platform for remote work, which has become a lifeline for businesses, governments, educators, and frontline workers to stay connected and productive - securely. We’re pleased to announce that Khan has been promoted to senior vice president of Cisco Collaboration and will lead the business going forward.," said a Cisco spokesperson in a statement. “[Khan's] deep experience in enterprise and collaboration are a tremendous asset as we continue to innovate and drive momentum in our business. We thank [Srinivasan] for his leadership and look forward to seeing him continue to make a positive impact on the world working alongside Cisco’s nonprofit partners.”

Cisco confirmed that Chang is still out on leave but will also be returning to a new role within the company.

The San Jose, Calif.-based tech giant in March announced it would be combining its security and applications groups, which includes the collaboration business. In June, Cisco announced the group's leader: former Box executive Jeetu Patel. Both Khan and Srinivasan in his new role will report to Patel when he starts his new role with the company in August, Cisco said.

Cisco's collaboration unit, which includes its Webex videoconferencing solution and rival product to the Zoom platform, has helped anchor the firm since the start of the COVID-19 pandemic that squelched IT spending across the globe.

Cisco CEO Chuck Robbins in May said that the company was running its Webex platform at three times capacity that it had before the pandemic in February to manage the dramatic increase in user growth. The platform had well over 500 million meeting participants generating 25 billion meeting minutes in April, more than triple the volume the platform saw in February, according to the company.

On the other hand, Cisco, unlike some of its competitors such as Zoom, may not have the cloud infrastructure that other cloud-based solutions have in place to scale as quickly as they would have liked, according to one Cisco partner that asked to speak anonymously.

"I'm sure Cisco engineers are being hammered by senior leadership to scale up because Cisco is not a cloud platform core provider," the Cisco partner said.

The executive added that the value of Cisco Webex is being diminished because the collaboration tool still doesn't interoperate seamlessly with other tools that customers have within their environments, like Microsoft Teams.

"I think Cisco and others need to embrace interoperability to help end users cross the chasms," the partner said.

Cisco counts 95 percent of the world's Fortune 500 businesses as collaboration customers today.

Thu, 09 Jul 2020 07:34:00 -0500 text/html https://www.crn.com/news/networking/cisco-collaboration-has-third-leader-in-four-months
Sustainability, Collaboration, and Cisco: A Channel Leader's Perspective

NORTHAMPTON, MA / ACCESSWIRE / November 28, 2023 / Cisco Systems Inc.

By Stacy Betts

As a Cisco channel leader, I recognize the importance of understanding our partners' sustainability endeavors in the Americas, as collaborative efforts and mutual support are imperative in addressing the significant sustainability challenges we confront. In this regard, I had the privilege of conducting interviews with several Cisco partners to discuss their challenges, uncover opportunities, and explore how Cisco can offer support.

Throughout these discussions, a common theme emerged: the need to bring our partners together for collaborative engagement, knowledge sharing, and in-depth conversations on building sustainable business models and offerings. The aim is to ensure not only the success of our partners but also the achievement of our mutual customers' sustainability goals.

Prioritizing sustainability is also a business imperative

A key revelation from these conversations is the recognition that prioritizing sustainability is not just an ethical choice; it's also a vital business imperative. While there may be situations where the choices between speed and convenience conflict with what is morally right, aligning our efforts with the objective of creating an inclusive and environmentally responsible future is not only ethically sound but also central to Cisco's overarching mission.

To help us share insights for the better good, the Americas partner sustainability community now convenes on a quarterly basis with a dedicated leadership team committed to helping customers realize their sustainability objectives. These gatherings provide valuable insights from Cisco leaders on the broader sustainability strategy. They also serve as a platform for introducing the latest Cisco programs and tools centered on sustainability, hosting industry and ecosystem partners to share their go-to-market strategies and offerings, discussing sustainability funding, and encouraging partners to share their own experiences and lessons learned.

Inclusive engagements

Sustainability is a concept that calls for inclusivity. It acknowledges that no single individual or group can bring about the needed changes on their own. What we require is a concerted effort that actively engages individuals empowered by organizations to create a culture of sustainability.

At Cisco, we strongly encourage everyone to engage with their local communities in ways that hold personal significance. This can take various forms, such as participating in beach cleanups, contributing to habitat restoration, supporting wildfire prevention, or engaging in organic waste and edible food recovery initiatives, among others. These efforts must address both the current sustainability challenges our planet faces today and inspire and educate future generations to carry this work forward.

Partnering for purpose

In addition, leadership plays a crucial role in driving these sustainability efforts. Leaders must lead by example, inspire others to join the cause, and ensure that everyone participates. It is a collective endeavor, and leaders must be at the forefront of the solution, making tangible commitments, both in financial terms and in the way their businesses operate, to become more sustainable entities.

At Cisco, our objective is to facilitate collaboration, create scalable solutions, and enable the sharing of best practices with partners globally. The "Partnering for Purpose" initiative aligns perfectly with Cisco's vision of an inclusive future. I'm thrilled to announce that in fiscal year 2024, Cisco will introduce sustainability offerings across our services portfolio in four key areas: Sustainable Data Centers, Smart Buildings and Workspaces, Internet of the Future, and Industry Solutions and Ecosystems.

Reducing our carbon footprint necessitates a shift in mindset, challenging us to think differently about how we design technologies, support our employees, and help our customers address challenges. For instance, through Cisco Refresh, we remanufacture and certify used network routers, switches, phones, and collaboration products, extending the value of our customers' budgets while reducing the environmental impact associated with old technology. This is a win-win solution for all parties involved.

A Commitment to Sustainability

My aspiration is for all of us to lead happy, healthy lives and enjoy our planet in a way that ensures future generations can do the same. As a leader, I encourage others to integrate sustainable practices into every facet of their lives and endeavors. Building a culture of sustainability requires the commitment of all individuals to make choices today that will protect us from bearing the consequences of poor decisions tomorrow. Whether it's protecting our oceans, nurturing emerging leaders, or running our businesses in a manner that safeguards the future, sustainability is a shared endeavor that benefits us all.

To learn more about what commitments Cisco has made to ensure a better tomorrow, read our 2022 Cisco Purpose Report.

View original content here.

View additional multimedia and more ESG storytelling from Cisco Systems Inc. on 3blmedia.com.

Contact Info:
Spokesperson: Cisco Systems Inc.
Website: https://www.3blmedia.com/profiles/cisco-systems-inc
Email: info@3blmedia.com

SOURCE: Cisco Systems Inc.

View source version on accesswire.com:
https://www.accesswire.com/810739/sustainability-collaboration-and-cisco-a-channel-leaders-perspective

Mon, 27 Nov 2023 23:25:00 -0600 en text/html https://www.morningstar.com/news/accesswire/810739msn/sustainability-collaboration-and-cisco-a-channel-leaders-perspective
Cisco: Collaboration Is 'The Partner Investment Opportunity Of The Decade'

Cisco says collaboration is a $42 billion market opportunity for Cisco channel partners -- a figure that doubles and in some cases triples when services are taken into account.

That opportunity is in everything from upgrading core networks to supporting the demands placed on them by mobility, video and virtual desktop infrastructure, to network optimization, consulting and application integration. And if there's one message Cisco has tried to bring to partners, even in a year of major corporate changes at the networking titan, it's that Cisco's collaboration story is the one to beat.

"This is the partner investment opportunity of the decade," said Richard McLeod, senior director, collaboration sales in Cisco's Worldwide Partner Organization (WWPO).

Cisco's overall collaboration strategy -- in other words, how it will go to market with partners to attack what McLeod said is expected to be an $8 billion contributor to Cisco's revenue pie -- is organized around four tenets: mobile, social, visual and virtual. Cisco's approach is to attack each of those transitions with products that, while not the cheapest offerings by category, instead form an architecture around which partners can make money and increase their profitability behind value-adds such as application development and services.

"We still have all of those old PBXes that need to become collaboration solutions," McLeod said. "The installed base is needing a refresh once again, and we're looking at opportunities now for even the installed base of video that was standard definition video."

With PC shipments expected to continue to decline over the next few years, the days of what McLeod described as a "monolithic stack of Win-Tel solutions" are going away, he said. More than 70 percent of workers will be totally mobile over the next two years, he said, and trends like that create a need for collaboration tools that can be deployed at any time on any device from anywhere.

"To have your work follow you and your capabilities follow you is phenomenal," he said.

Cisco has spent much of the year broadening and updating its collaboration portfolio even in the midst of a broader corporate restructuring that saw the company cut headcount, pull back spending in some product areas and eliminate others entirely.

Several of its big collaboration announcements were made in October, when it launched version 2.5 of its Virtualization Experience Infrastructure (VXI) for virtual desktop deployments, launched a version of its video Show and Share software for iPad and iPhone, and debuted Cisco Callway, a subscription-based telepresence service for SMB customers.

Most recently, Cisco made updates to two of its most popular collaboration applications, WebEx and Jabber, framing a theme of moving beyond the era of PC-based collaboration during the Cisco Collaboration Summit in Miami this month.

Behind every big launch, Cisco has looked to align its motives with analyst data about collaboration-centric trends and customer adoption rates, such as the oft-cited statistic that more than 250,000 corporate desktops will be virtualized by 2014, McLeod said.

"That drives costs out of the business," McLeod said. "But it also makes the management of everything so much more smooth and [allows you] to build a new level of security onto things. The real data is not on the device itself, it's held back at the data center, in the cloud."

NEXT: How Cisco Will Motivate Partners Behind Collaboration

Several updates to Cisco's collaboration strategy go beyond product launches; as of this year, for example, all of Cisco's endpoint products are video-enabled. Still others are programmatic; Cisco's Collaboration Breakaway program -- in which Cisco salespeople and Cisco partner salespeople are incentivized to displace competitive collaboration and unified communications systems -- has been a hit for Cisco since its Aug. 2010 debut.

In November, Cisco updated Breakaway, which already covers the rest of the collaboration portfolio, to include the Cius tablet, with Cisco offering 10 Cius devices for the price of five and a net discount of 83 percent on those devices when ordered with a minimum of 100 Cisco IP phones in a customer deployment.

Bank on more updates and expanded capabilities for Cisco collaboration tools such as Quad, Cisco's social media-flavored collaboration platform which it recently began offering a hosted service, hosted telepresence and also Social Miner, a heavily touted Cisco software tool that allows customers to track social networking interactions as a form of business intelligence.

Partners should also expect new channel specialization programs in the new year related to collaboration and video, McLeod said.

Make no mistake, McLeod said: the time is now for partners to invest with Cisco behind its collaboration vision, or risk being left behind.

"I'd correlate it to the days of 2002 to 2005 around IP telephony," he said. "Those early adopters from a partner perspective saw massive growth because they jumped on it. The sooner partners jump on it, the better they're going to be to capitalize on growth. In the next two to three years, if you haven't made the transition, you'll struggle to catch up."

Cisco's top solution providers are investing behind Cisco's collaboration vision with the thought that because trends such as mobility and desktop virtualization are line-of-business conversations as much as they are IT sales conversations, customers are more willing to invest in architecture than point UC or collaboration products.

"Collaboration is a platform, not an activity. It's about getting info to people, and I think Cisco's message is starting to get to that level," said Steve Reese, vice president, collaboration and secured architectures at INX, a Dallas-based Cisco Gold partner currently being acquired by another VAR500 power, Presidio Networked Solutions.

One of Cisco's biggest strengths, Reese said, is that it builds on its heritage as a network plumber to attack the collaboration problem as being of a piece with the business transformations brought on by data center upgrades, mobility and applications.

"We've spent many years, a lot of money and a lot of energy selling UC as a Level 1-through-Level 3 enabler," Reese said. "But it's time we start delivering Layer 4 through Layer 7 value. Basic features like IM and presence and single-number reach are now basic, but the true ability to create a communications platform that traverses through everything you're doing is something I think Cisco recognizes."

There's no question that collaboration and UC need to solve broader problems than they did even a few years ago, said other solution providers.

"Windows-based desktops are no longer the focal point of the workday," said Jason Parry, practice director, unified communications, at Force 3, a Crofton, Md.-based solution provider and Cisco Gold partner. "But a lot of customers are still stuck in how they do this, and how do they take it to the next level and move it into this collaborative environment that Cisco talks about."

Force 3's collaboration sales have grown 60 percent year-over-year, Parry said. While there are customers who'd favor buying less costly point products than making bigger investments in Cisco architecture, he said a lot of the budget discussions he has with customers do focus on line-of-business problems and how to move unified communications products past the "core requirements" of IP telephony and basic collaboration applications like presence.

"They're looking for a strategic approach," Parry said. "While there are definitely some that favor cheaper products, others are looking at how to take their UC [tools] out of silos to more of an architecture."

NEXT: The Next-Gen Cisco Collaboration Partner

INX's Reese agrees with McLeod's assertion that the differentiated partners that can sell the architecture are not only the ones that will thrive, but the ones that will survive with Cisco and in the channel.

The solution provider model of tomorrow will separate VARs from next-generation solution integrators, Reese said. Companies like INX -- whose VocalMash business unit integrates business applications with customers' Cisco-based voice and communication networks -- will form the vanguard of those integrators.

"VARs are dead -- they just don't know it yet," Reese said. "If I'm selling IT to IT and IT no longer has budgets and you have managers who want a compute platform that can live in a cloud and they pay per consumption, what are you really doing? I think you're going to see the whole new concept of solution integrator partner come forward."

Those software integration-savvy, integration-centric partners, Reese contends, will be a lot more attractive to Cisco than the hardware- and maintenance-focused resellers will.

"It's not just, do you have a CCIE or a router guy and a voice guy and if you have those guys, you can do this," he said. "The collision is happening between the data center and the whole collaboration experience and the right guys aren't just the traditional Cisco partners anymore."

Cisco's challenge is to adequately enable those partners with differentiated channel programs and incentives, Reese said -- in other words, reward partners that can build something like a VocalMash on their own, have line-of-business discussions with customers, and wrap services around those integration sales to fatten their margins.

Partners who have that should be rewarded differently than partners who achieve Cisco's highest partnership tiers and discount levels based on hardware volume sales and other "traditional" means of partner compensation, Reese said.

The perception that Cisco products don't integrate well with other vendors' products is legitimate, Reese acknowledged. But he agreed with Force 3's Parry that Cisco's holistic approach is more in line with many customers' spending priorities.

"What's made Cisco continually successful in this space is that they have never neglected any layer of the stack to execute on their strategy," he said. "John Chambers came out and said, we can't lose focus on the core, because without a solid core, the rest of the stuff doesn't work. That's what makes Cisco more attractive that other players out there."

NEXT: Is Cisco's Cius Struggling?

Of all the products Cisco counts as critical to its collaboration strategy, it's Cius, Cisco's Android-based tablet, that remains the biggest question mark.

Following initial partner excitement around its June 2010 debut, Cisco delayed getting Cius in the hands of partners until the spring of this year. , faces an uphill battle driving acceptance of Cius among enterprise users, even with what Cisco describes as differentiated security, collaboration, application management and other enterprise-grade features.

But partners are less certain.

"I've been on the fence about Cius for a long time," said INX's Reese. "I think if you really peel back what Cisco is saying about Cius, it's that it's the device that iconifies that post-PC era for Cisco today -- you have something tangible to point to that Cisco can say, 'That's our vehicle.' Cisco is doing the right thing by positioning it as a vehicle to get people to think differently about how they're communicating rather than boiling the ocean in tablets."

Force 3's Parry said customers have shown interest in Cius, but he's had to quickly identify customers that are interested in purchasing tablets versus those who want to listen to the story of Cius as the enterprise-grade endpoint to a Cisco collaboration architecture. The former category of customer, he explained, is a discussion that revolves around Apple's mighty iPad, and looks at Cius as an also-ran tablet instead of a piece of the collaboration solution.

"We don't pitch Cius as a tablet," Parry said. "Customers will listen to the pitch and the security and the experience of [features] like VDI are different than what you get on the consumer device."

But that conversation is lost on customers that just want tablets, Parry added, and aid in how quickly the iPad seems to be catching on with business and commercial users.

Cisco itself is approaching the tablet question pragmatically, McLeod said.

"We don't think everyone's going to buy a Cius tomorrow," Cisco's McLeod said. "But if we get 10 percent of what's projected for growth in Android tablet devices, that's easily a million devices for us here in a couple of years. So we'll take our small share and focus on those rich collaboration opportunities."

Sun, 03 Dec 2023 16:27:00 -0600 text/html https://www.crn.com/news/networking/232200148/cisco-collaboration-is-the-partner-investment-opportunity-of-the-decade
Advantages & Disadvantages of Collaboration Between Businesses

George N. Root III began writing professionally in 1985. His publishing credits include a weekly column in the "Lockport Union Sun and Journal" along with the "Spectrum," the "Niagara Falls Gazette," "Tonawanda News," "Watertown Daily News" and the "Buffalo News." Root has a Bachelor of Arts in English from the State University of New York, Buffalo.

Wed, 18 Jul 2018 16:03:00 -0500 en-US text/html https://smallbusiness.chron.com/advantages-disadvantages-collaboration-between-businesses-20642.html
Course Outlines and Syllabi

Course Outlines and Syllabi

Course Outlines

A one-page course outline is required by university policy for every course offered by the Faculty of Health Sciences. Instructors will receive an email reminder through TRACS to upload their course outlines. Outlines must be available to students at least two weeks prior to the start of the registration period or two months before the semester begins (March, July and November). Note that the one-page outline is different than the syllabus. See below for syllabus information.

Instructors upload their course outlines online. Please follow these instructions:

1.    Log in to outlines.sfu.ca.
2.    Select semester, course and section.  Click the round icon.
3.    Input data to the fields.  (This can be done by free-format typing or cutting & pasting)
4.    Save.
5.    Scroll back up to the top of the page to confirm that the outline was saved successfully. (See green box)
6.    Once the outline is finalized, click “Continue”, go to the next page, and click “Submit”.
7.    The system will automatically advise the program assistant that the outline is ready to be activated.

Before your outline is activated online, the program assistant will review to ensure that all required fields are complete. 

If you have taught the course before, you may want to use the previous outline as a starting point and make any desired changes. The course content should correspond to the SFU Calendar description. If it does not conform closely, you must apply for approval before any changes can be published. Contact the appropriate program assistant, depending on whether you are teaching an undergraduate or graduate course, if you have not taught a course before and would like a copy of a previous course outline for your reference, or if you would like to apply for approval to upload content that does not closely conform to the SFU Calendar description.

Refer to this link to search for the archived course outlines: http://www.sfu.ca/outlines.html. The system has archived outlines starting from Fall 2015 onwards.

Course Syllabi and Syllabus Policies

Refer to the Policies and Procedures Related to Syllabi Review, Development and Distribution (this link requires your ID to login) for more guidance about drafting a syllabi and to locate a syllabi template.

All HSCI courses at both the graduate and undergraduate levels must have a detailed syllabus that delineates course objectives and means of assessment. Attached to this policy is a template to help you design of a syllabus so that it outlines the appropriate level of detail in terms of content, objectives, and assessment tools. The recommended text in regards to grading distributions, student conduct, and other policies are also provided.

All new and substantively updated/revised courses must be reviewed as indicated below. Syllabi submitted for review do not need to be in the final draft.  The GSC and UGSC are generally concerned with the review of the following:  1) the statement of learning objectives; 2) an outline of topics; and 3) a list of required readings/texts.

You will receive an email from the TRACS system to upload your syllabus, in accordance with the following schedule:

Deadlines

Fall Semester

(September – December)

Spring Semester

(January – April)

Summer Intersession

(May – June)

Summer Semester

(May – August)


New, revised courses, new instructors

August 15

December 15

April 1

April 15


Ongoing courses not requiring review

First day of semester

First day of semester

First day of semester

First day of semester

For new or substantially revised courses, feedback will be provided to instructors three weeks prior to the start of the term. Notably for graduate courses, where accreditation requirements demand that courses meet certain core competency requirements, it is expected that faculty will comply with requests for revision.

The course syllabus represents a contract between the instructor and student. It is important that it clearly outlines expectations, grading and attendance policies, and appropriate student conduct guidelines to all students enrolled in the course.

 A syllabus does not need to be provided in hard copy and can be distributed through Canvas or through other online formats. The scheduling of courses may be changed after the start of a term, but once the syllabus has been circulated to students, it is strongly advised not to make further changes to: a) grading policies; b) policies regarding student conduct and academic honesty; or c) the timing of key exams.

For more resources and guidelines, refer to the links below:

FHS course planning and syllabus checklist

Sample course syllabus

Syllabus template

Mon, 26 Oct 2020 12:54:00 -0500 text/html https://www.sfu.ca/fhs/faculty-staff-resources/teaching/instructor-resources/course-outlines-and-syllabi.html
Course Outline List Component

The Course Outline List component allows you to display a list of course outlines from the central Course Outlines Repository. The list can be filtered by term, course level, section and more to only show specific outlines.

Note: If a course outline is not available at www.sfu.ca/outlines, it will not appear in the Course Outline List component.

When should it be used?

Use this component when you need to display multiple related course outlines on a single page. Be aware that the course outline list can get very long, depending on the filters.

Terminology:

Current - Two options, Year and Term, can be set to current, which refers to the current registration term. The current registration term will automatically rollover to the next term approximately 10 weeks prior to its start.

In-Component Editing Options

Course Outline List Tab

Title Header - Insert a title above the course outline list. (If you wish to insert a title with a different size or style of heading, use a Text component.)

Year - Filters outlines by year. If left blank, it will use the current year.

Term - Filters outlines by term. If left blank, it will use the current registration term.

Dept - Filter outlines by department. This is option is required.

Options

Click the Options toggle to reveal additional display options:

Split list - Adds a header above each course. See example 2 for a preview.

Show all sections - This option displays the outlines for all the sections, including tutorials and labs (e.g, D100, D115, D116, D118). Leaving this unchecked will display one outline for each parent section (e.g., D100, D200), regardless of how many child sections a parent may contain. This helps to reduce duplicate outlines.

CSS Class - Allows an author to provide an optional class name that will apply a style to the contents.

Filters Tab

Course Levels - Filter outlines by course level. Check each level you wish to display. If no levels are checked, the component will list all levels.

Sections - Filter outlines by sections. By default, the component will list all sections.

Columns Tab

Columns - Allows you to choose which columns to display. Please enable the “Note” column, if the “Short Note” field was filled in within the Course Outlines Application.

Examples of the Course Outline Component

Example #1

This example was set up to show outlines for all 100-level Chemistry courses scheduled for Spring 2014.

Sun, 06 Dec 2015 07:41:00 -0600 text/html https://www.sfu.ca/cms/howto/components/sfu-course-outline-list.html
Best Cryptocurrency Trading Courses

Udemy’s Complete Cryptocurrency Investment Course covers all of the fundamentals of cryptocurrency investing in an affordable, self-paced, mobile-friendly format, making it the best overall cryptocurrency trading course on our list.

Founded in 2009, Udemy has since grown to become one of the largest online learning platforms offering over 210,000 courses taught by more than 75,000 instructors in 75 languages. Its Complete Cryptocurrency Investment Course introduces students to the basics of cryptocurrencies and advances them quickly into investing techniques featuring live examples. As a result, it’s our clear choice as the best course overall.  

The Complete Cryptocurrency Investment Course is led by Mohsen Hassan, a programmer, trader, and financial risk manager who has taught investing to more than 300,000 Udemy students. The course consists of over 12.5 hours of on-demand video, one article, and two downloadable resources and can be accessed on the Udemy mobile app.

The Complete Cryptocurrency Investment Course walks beginners through the fundamentals of cryptocurrency and quickly moves to live examples of buying, transferring, and using wallets as well as portfolio management techniques for both passive and active investing. Through this course, Hassan buys, transfers, secures, and builds a portfolio with real money so students can see exactly how it’s done.

The Complete Cryptocurrency Investment Course costs just $99.99 and includes full lifetime access, a certificate of completion at the end of the course, and a 30-day money-back guarantee. Udemy runs specials all the time, so you may be able to purchase the course for a much lower price.

Tue, 16 Feb 2021 04:28:00 -0600 en text/html https://www.investopedia.com/best-cryptocurrency-trading-courses-5111984 Academic departments and courses

Our interactive course scheduler lets you quickly preview courses, see who's teaching and build your class schedule. Use the Course Schedule tab to search by campus location, day of week, time of day and even teacher, while the Course Catalog tab lets you delve into the details of each class.

Sun, 03 Dec 2023 06:29:00 -0600 en text/html https://www.kellogg.northwestern.edu/academics-research/academic-departments.aspx
Sustainability, Collaboration, and Cisco: A Channel Leader's Perspective

NORTHAMPTON, MA / ACCESSWIRE / November 28, 2023 / Cisco Systems Inc.

By Stacy Betts

As a Cisco channel leader, I recognize the importance of understanding our partners' sustainability endeavors in the Americas, as collaborative efforts and mutual support are imperative in addressing the significant sustainability challenges we confront. In this regard, I had the privilege of conducting interviews with several Cisco partners to discuss their challenges, uncover opportunities, and explore how Cisco can offer support.

Throughout these discussions, a common theme emerged: the need to bring our partners together for collaborative engagement, knowledge sharing, and in-depth conversations on building sustainable business models and offerings. The aim is to ensure not only the success of our partners but also the achievement of our mutual customers' sustainability goals.

Prioritizing sustainability is also a business imperative

A key revelation from these conversations is the recognition that prioritizing sustainability is not just an ethical choice; it's also a vital business imperative. While there may be situations where the choices between speed and convenience conflict with what is morally right, aligning our efforts with the objective of creating an inclusive and environmentally responsible future is not only ethically sound but also central to Cisco's overarching mission.

To help us share insights for the better good, the Americas partner sustainability community now convenes on a quarterly basis with a dedicated leadership team committed to helping customers realize their sustainability objectives. These gatherings provide valuable insights from Cisco leaders on the broader sustainability strategy. They also serve as a platform for introducing the latest Cisco programs and tools centered on sustainability, hosting industry and ecosystem partners to share their go-to-market strategies and offerings, discussing sustainability funding, and encouraging partners to share their own experiences and lessons learned.

Inclusive engagements

Sustainability is a concept that calls for inclusivity. It acknowledges that no single individual or group can bring about the needed changes on their own. What we require is a concerted effort that actively engages individuals empowered by organizations to create a culture of sustainability.

At Cisco, we strongly encourage everyone to engage with their local communities in ways that hold personal significance. This can take various forms, such as participating in beach cleanups, contributing to habitat restoration, supporting wildfire prevention, or engaging in organic waste and edible food recovery initiatives, among others. These efforts must address both the current sustainability challenges our planet faces today and inspire and educate future generations to carry this work forward.

Partnering for purpose

In addition, leadership plays a crucial role in driving these sustainability efforts. Leaders must lead by example, inspire others to join the cause, and ensure that everyone participates. It is a collective endeavor, and leaders must be at the forefront of the solution, making tangible commitments, both in financial terms and in the way their businesses operate, to become more sustainable entities.

At Cisco, our objective is to facilitate collaboration, create scalable solutions, and enable the sharing of best practices with partners globally. The "Partnering for Purpose" initiative aligns perfectly with Cisco's vision of an inclusive future. I'm thrilled to announce that in fiscal year 2024, Cisco will introduce sustainability offerings across our services portfolio in four key areas: Sustainable Data Centers, Smart Buildings and Workspaces, Internet of the Future, and Industry Solutions and Ecosystems.

Reducing our carbon footprint necessitates a shift in mindset, challenging us to think differently about how we design technologies, support our employees, and help our customers address challenges. For instance, through Cisco Refresh, we remanufacture and certify used network routers, switches, phones, and collaboration products, extending the value of our customers' budgets while reducing the environmental impact associated with old technology. This is a win-win solution for all parties involved.

A Commitment to Sustainability

My aspiration is for all of us to lead happy, healthy lives and enjoy our planet in a way that ensures future generations can do the same. As a leader, I encourage others to integrate sustainable practices into every facet of their lives and endeavors. Building a culture of sustainability requires the commitment of all individuals to make choices today that will protect us from bearing the consequences of poor decisions tomorrow. Whether it's protecting our oceans, nurturing emerging leaders, or running our businesses in a manner that safeguards the future, sustainability is a shared endeavor that benefits us all.

To learn more about what commitments Cisco has made to ensure a better tomorrow, read our 2022 Cisco Purpose Report.

View original content here.

View additional multimedia and more ESG storytelling from Cisco Systems Inc. on 3blmedia.com.

Contact Info:
Spokesperson: Cisco Systems Inc.
Website: https://www.3blmedia.com/profiles/cisco-systems-inc
Email: info@3blmedia.com

SOURCE: Cisco Systems Inc.

View source version on accesswire.com:
https://www.accesswire.com/810739/sustainability-collaboration-and-cisco-a-channel-leaders-perspective

Mon, 27 Nov 2023 15:25:00 -0600 en-US text/html https://finance.yahoo.com/news/sustainability-collaboration-cisco-channel-leaders-132500988.html




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