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132-S-712.2 - Specialist: Avaya Proactive Contact Solutions Design Elective - Dump Information

Vendor : Avaya
Exam Code : 132-S-712.2
Exam Name : Specialist: Avaya Proactive Contact Solutions Design Elective
Questions and Answers : 62 Q & A
Updated On : October 17, 2018
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132-S-712.2 Questions and Answers

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132-S-712.2 Specialist: Avaya Proactive Contact Solutions Design Elective

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132-S-712.2 exam Dumps Source : Specialist: Avaya Proactive Contact Solutions Design Elective

Test Code : 132-S-712.2
Test Name : Specialist: Avaya Proactive Contact Solutions Design Elective
Vendor Name : Avaya
Q&A : 62 Real Questions

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Avaya Specialist: Avaya Proactive Contact

Healthcare businesses opt for Avaya Collaboration options to enrich beginning of patient Care | killexams.com Real Questions and Pass4sure dumps

No outcomes found, are trying new key phrase!Avaya can be demonstrating options to fulfill these challenges at the 2013 HIMSS conference and Exhibition in New Orleans, La. (booth no. 6846). This comprises developments in healthcare mobility and p...

Avaya integrates Cogito AI into contact centre programs | killexams.com Real Questions and Pass4sure dumps

AI expert Cogito has efficiently completed a brand new round of financing, with Avaya as a brand new investor. Cogito develops AI for for emotional intelligence for customer-facing experts. The business is a founding member of Avaya’s A.I.join Initative, launched in November 2017. both businesses will now integrate Cogito’s AI with Avaya’s contact centre programs. 

Cogito’s utility evaluates behavioural indicators through voice to provide are living dialog coaching for brokers and a true-time measure of consumer journey for every call. 

Cogito mentioned it's going to use the cash raised in its series C funding round to speed up go-to-market, extend analysis and development, and to grow its team.


MUG business’s Interceptor answer Now Rated “Avaya Compliant” | killexams.com Real Questions and Pass4sure dumps

PITTSBURGH--(business WIRE)--MUG enterprise, a leading consulting company, nowadays introduced that its Interceptor utility is compliant with key contact core options from Avaya, a global company of company collaboration and conversation options.

The Interceptor software helps agencies reside compliant with Federal laws concerning outbound-calling contact centers by opting for even if a number is a landline, cellular telephone, or VOIP. The application is now compliance-proven by way of Avaya for compatibility with Avaya Proactive Contact 5.0.

“With the onslaught of regulatory concerns dealing with nowadays’s call facilities, we're very excited in regards to the Interceptor platform,” mentioned Alex G Demczak, general supervisor, MUG enterprise. “Interceptor is an easy to set up, standalone application that requires minimal tips from the consumer. This simplifies improvements or add-ons in the future, by decreasing out of provider time.”

one of the most businesses benefiting from the interoperability of MUG commercial enterprise and Avaya options is US bank, a enterprise that makes a speciality of mortgages.

“MUG commercial enterprise’s Interceptor application is a lifesaver,” observed Jeff Greenburg, Sr. Voice community Engineer, US bank. “It gives us the capacity to run a listing selection that excludes all cellphones or only selects cellphones. This helps make certain our calling campaigns work with each of these various mobilephone varieties, while staying inside the stringent suggestions and rules that surround telemarketing to cellphones.”

MUG commercial enterprise is a technology accomplice in the Avaya DevConnect application—an initiative to strengthen, market and sell creative third-birthday party items that interoperate with Avaya expertise and extend the value of a company’s funding in its community.

As a expertise companion, MUG business is eligible to publish items for compliance testing by way of the Avaya answer Interoperability and test Lab. There, a crew of Avaya engineers develops a finished test plan for every utility to examine no matter if it is Avaya suitable. Doing so makes it possible for groups to confidently add superior-in-class capabilities to their community without having to substitute their current infrastructure—dashing deployment of recent functions and decreasing each network complexity and implementation expenses.

“agencies like MUG enterprise are assisting Avaya by means of growing options that extend and personalize our products for our shoppers,” pointed out Eric Rossman, vp, developer relations. “Interceptor helps permit valued clientele the use of Avaya Proactive Contact run their outbound calling campaigns without difficulty and effectivity.”

About Avaya

Avaya is a world issuer of company collaboration and communications solutions, featuring unified communications, contact centers, networking and linked capabilities to businesses of all sizes all over. For more suggestions please seek advice from www.avaya.com. For extra assistance on the Avaya DevConnect program, consult with www.avaya.com/devconnect.

About MUG enterprise

MUG enterprise is a world consulting group, presenting practicing, studies and custom solutions for contact centers. For greater tips on MUG business consult with www.mugenterprise.com. Managing the space Between You and Your consumer.


132-S-712.2 Specialist: Avaya Proactive Contact Solutions Design Elective

Study Guide Prepared by Killexams.com Avaya Dumps Experts


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132-S-712.2 exam Dumps Source : Specialist: Avaya Proactive Contact Solutions Design Elective

Test Code : 132-S-712.2
Test Name : Specialist: Avaya Proactive Contact Solutions Design Elective
Vendor Name : Avaya
Q&A : 62 Real Questions

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Avaya Intelligent Communications Transforms Business Processes for Improved Operational Efficiency and Customer Satisfaction | killexams.com real questions and Pass4sure dumps

New Solution For Communications Enabled Business Processes Speeds Decision-Making, Streamlines Mission-Critical Processes and Resolves Issues Before They Impact Customers

BASKING RIDGE, N.J., March 5 /- Avaya Inc. (NYSE:AV), a global leader in business communications applications, software and services, today introduced a new solution that addresses the challenges businesses face in responding faster, smarter and more effectively in today's "always-on" world. It embeds Avaya Intelligent Communications capabilities into all types of business processes, resulting in new Communications Enabled Business Processes (CEBP) that help automate and manage the human collaboration required to conduct business. Comprised of new software and services, the CEBP solution enables enterprises to enhance operational efficiency, worker productivity and customer satisfaction.

The solution uses new Avaya Communications Process Manager software and new consulting, integration and remote monitoring support from Avaya Global Services to deliver CEBP solutions. The software enables communications activity to be triggered within a business process and helps manage the process to its successful resolution. This is achieved by predicting or sensing critical events, automatically engaging the right people, and coordinating multi-channel communications among the parties. This can accelerate response times, streamline mission-critical processes, and free workers from managing communications details so they can focus on making decisions.

An Avaya customer beginning to use Avaya Communications Process Manager to improve their business processes is Whirlpool Corporation, the world's leading manufacturer and marketer of major home appliances. The company already uses Avaya IP telephony and contact center technology, and now is using Avaya solutions for Communications Enabled Business Processes to help ensure smooth operation of network systems, improve supply chain management and raise the bar on its already stellar customer service.

"At Whirlpool, we want the ability to respond fast, which means predicting issues before they arise, and escalating them with the right people quickly," said Brian Murphy, director of e-services, global development, Whirlpool Corporation. "To do this, it is critical to continually improve our business processes, and Avaya is supporting these efforts."

Whirlpool plans to expand its use of Avaya Communications Enabled Business Processes with applications that monitor and send executives and managers alerts for a variety of purposes, including infrastructure events and manufacturing performance metrics.

Gaining a Competitive Advantage with Avaya CEBP

Avaya CEBP solutions allow for the improvement of all kinds of business processes, such as supply chain management, transaction processing and quality control. For instance, a manufacturing company can use this solution to identify product quality issues early -- before it impacts customers. Once the solution detects an issue, it automatically notifies the right people (i.e. quality assurance specialist, engineer and supervisor) via any communications mode, be it mobile or desk phone, e-mail or instant message. The notified people are brought into a conference call, or asked to "close the loop" by responding to a set of options. Each participant's progress can be followed up on to verify the quality issue has been resolved.

"The impact of Communications Enabled Business Processes on organizations that employ it will be profound," said Robin Bloor, partner, Hurwitz & Associates. "CEBP is the 'missing link' in the automation of business processes. The intelligent use of CEBP will lead to improved business process efficiency and execution. But beyond this, it will enable organizations to design and evolve whole business processes-for the first time."

"Businesses are seeking new ways to streamline operations and be more effective, even as they deal with more information, more calls and more customer demands," said Stuart Wells, senior vice president and president, Avaya Global Communications Solutions. "By bringing our innovation in advanced and open technologies to business processes, Avaya gives organizations the unique competitive advantage that can only arise through Intelligent Communications."

Avaya's Open Communication Web Services Simplify CEBP Deployments

Avaya Communications Process Manager is a platform that manages a rich set of composite communication capabilities leveraging Avaya's broad application portfolio. It exposes these capabilities as high-level Web services that are simple to implement and use, and are compliant with a Service Oriented Architecture (SOA). These new Web Services provide capabilities such as "Advisory," which contacts users, "Notify & Respond," which drives responses, and "Notify & Conference," which contacts users and adds them to a conference call.

With this approach, Avaya eliminates the complexity of using low-level computer telephony integration (CTI) and proprietary APIs, and enables the re-use of Web Services, helping companies communications-enable their business processes in the most practical and cost-effective manner.

Session Initiation Protocol (SIP) technology also plays a key role in this solution, allowing CEBP to seamlessly control a wide range of Avaya and multivendor communications devices and resources. This will include applications built on Ubiquity's SIP Application Server, which Avaya obtained in its acquisition of Ubiquity. With this acquisition, Avaya plans to accelerate its Intelligent Communications strategy for enterprises with a scalable SIP based foundation for integrating real-time communications into business processes, as well as support for carrier-grade application development.

Avaya's Ecosystem of CEBP Partners to Drive Next-Generation Applications

An array of Avaya services and ecosystem partners will play a central role in delivering Communications Enabled Business Processes. Avaya Global Services provides end-to-end CEBP support services, which includes consulting on discovery process, creating an architecture design per customer requirements, and ongoing software support with proactive remote monitoring.

Ongoing development of Avaya CEBP applications will be fostered by an ecosystem of developers, consultants and business application partners. This includes integration with leading business application solutions, including IBM WebSphere® and SAP NetWeaver®, in order to provide CEBP capabilities to business process users throughout enterprises.

Avaya will be showcasing its new Communications Enabled Business Process solutions, along with partner-developed solutions, at the VoiceCon Spring 2007 event in Orlando, Florida, March 5 - March 8. (Booth #601).

For more information on obtaining Avaya Communications Enabled Business Process solutions, visit http://www.avaya.com/cebp.

Solution Details:

Avaya Communications Process Manager: This software is the central driver of Avaya Communications Enabled Business Processes. It delivers multiple Web Services to integrate communications capabilities across Avaya's application portfolio, including Avaya Communication Manager, Meeting Exchange and Voice Portal. The software orchestrates all of the communications activities required when an event in a business process warrants contact with other individuals -- finding the right people and contacting them, and bringing them together for decisive collaboration.

Avaya Event Processor: This optional capability of the Communications Process Manager continuously monitors real-time information streams so the solution can detect significant events and quickly respond by initiating alerts or triggering an intelligent communications workflow through Communications Process Manager.

Avaya Global Services: To ensure businesses receive the customized Communications Enabled Business Processes they require, Avaya provides communications consulting services, customized software development, and a full range of ongoing support and proactive remote monitoring services.

About Avaya

Avaya delivers Intelligent Communications solutions that help companies transform their businesses to achieve marketplace advantage. More than 1 million businesses worldwide, including more than 90 percent of the FORTUNE 500®, use Avaya solutions for IP Telephony, Unified Communications, Contact Centers and Communications Enabled Business Processes. Avaya Global Services provides comprehensive service and support for companies, small to large. For more information visit the Avaya Web site: www.avaya.com/.

Source: Avaya Inc.

CONTACT:Media Relations:Jonathan Varman,+1-908-953-6432,jvarman@avaya.com,

Web site: http://www.avaya.com/http://www.avaya.com/cebp

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'In Chuck We Trust': Partners Say CEO Robbins Is Firing On All Cylinders | killexams.com real questions and Pass4sure dumps

To say channel partners are bullish about the future of Cisco Systems under the leadership of CEO Chuck Robbins is an understatement.

Even after four of Cisco's longtime top engineers abruptly departed the networking giant in June -- along with a slew of other Cisco leaders over the past year -- partners are confident in the 19-year Cisco veteran’s plans.

Partners have said an internal power struggle is under way at Cisco after Robbins reorganized the company's 25,000-member engineering unit into four new teams. Soon after the reorganization, Soni Jiandani, Mario Mazzola, Prem Jain and Luca Cafiero -- all Cisco engineering leaders who led the research and development of several Cisco "spin-ins" including Insieme in 2012 – announced their resignations effective June 17.

[Related: Chuck's Rx: Cisco's Prescription For Subscription ]

Partners applauded Robbins' decision to shake up the engineering organization as part of a hard-driving move to accelerate the software transformation at the company.

"Chuck is doing the right thing," said Harry Zarek, CEO of Compugen, one of Cisco's top partners, ranked No. 67 on the 2016 CRN Solution Provider 500 list. "Kudos to him. It's a big gutsy move. I am a strong supporter of Chuck. He has been a channel guy forever. All I can say is we support Chuck."

David Powell, vice president of TekLinks, a Birmingham, Ala.-based Cisco Gold partner ranked No. 174 on the 2016 CRN Solution Provider 500 list, said Robbins has earned the trust of the channel and reshuffling leadership positions could be a necessity if Cisco wants to successfully transform from selling network hardware to software and services.

"They've had a lot of people that have been trusted by the partner community -- like Edison [Peres] and others, leave," said Powell. "And that's OK. We understand Chuck needs to build his team and needs to get the right people around him that he feels he needs to go forward."

Partners said Robbins has made their Cisco business more profitable in 2016 and they aren't expecting revenue to slow down regardless of the leadership changes.

"It will definitely be the biggest [revenue] year for PCM, without a doubt, around Cisco," said Phil Mogavero, vice president of Advanced Technology Group network solutions and regional chief technology officer at El Segundo, Calif.-based PCM -- a $1.5 billion technology integrator that partners with Cisco, ranked No. 28 on the 2016 CRN Solution Provider 500 list. "By expanding their value-based offerings in the area of security and collaboration, it's providing PCM with greater opportunities to increase our margin and profits with Cisco."

Mogavero -- who years ago conducted sales calls alongside Robbins when the CEO was a Cisco sales executive -- said despite the executive departures, Cisco's strategy remains solid and aligns with the industry shift to the cloud.

Under Robbins' leadership, Cisco is providing the channel with more margin opportunities by building its product and services portfolio around hot markets like security and Software as a Service.

For its recent third fiscal quarter, Cisco beat Wall Street estimates through double-digit growth in its security, collaboration and services business. For the quarter, Cisco's security business increased 17 percent year over year to $482 million, collaboration increased 10 percent to $1.07 billion year over year, and services jumped 11 percent year over year to $3.13 billion.

"Chuck is accelerating innovation so there [are] more reasons to have conversations with our customers around Cisco. Whereas for a while -- as they were trying to figure out their way forward -- there was a bit of a delay or just not a lot of sense of urgency around innovation," said TekLink's Powell.

"Cisco is doing a better job in understanding how we make money," he said.

Robbins’ effort to increase innovation in areas such as cloud, security, the Internet of Things and software is driving profit for the channel, said partners. The channel today represents 85 percent of Cisco's annual revenue, according to a new report by financial services firm UBS.

New product innovation includes the launch of several IoT-focused products and the unveiling of a breakthrough analytics data center appliance: Cisco Tetration Analytics.

With Robbins at the helm, Cisco has purchased or revealed its intent to acquire 11 companies -- most of which are cloud-based vendors. On June 28, the San Jose, Calif.-based networking giant said it would buy its fourth security vendor in the past 12 months: cloud security specialist CloudLock for $293 million.

"Chuck is letting partners go after these new roles and have relevant cloud conversations with customers – that's the big thing I see with him," said Ethan Simmons, vice president, East, for Dallas-based Lumenate, a Cisco partner ranked No. 152 on the 2016 CRN Solution Provider 500 list.

"If a partner can go out and have a relevant cloud conversation with a customer that's looking for that trusted adviser role, Cisco has better enabled partners to go out and have those conversations now," said Simmons.

During Cisco's fiscal year 2016 with Robbins as CEO, the company's popular back-end rebate program, VIP (Value Incentive Program), shifted toward incentivizing partners around software, security, digital-ready networks and SaaS, according to Cisco. At Robbins' first Partner Summit as CEO, the company said it would simplify VIP to help its channel community.

In exclusive interviews with CRN, Robbins and his top leaders laid out Cisco's vision for the future in regard to how it will transition the channel into the digital age. For the first time, Cisco is creating a network software subscription model designed to change the sales motion for its channel partners based on its Digital Network Architecture and Cisco ONE software.

"There's never been a better time to bring something innovative like this to the industry, and I think the market will welcome it," said Kent MacDonald, vice president of business development at Calgary, Alberta-based Long View Systems, a Cisco Gold partner ranked No. 85 on the 2016 CRN Solution Provider 500. "From a partner lens, we're very enthused to see the creativity and innovation versus continuing to always drive something from speeds and feeds [in] a hardware scenario."

Although partners say challenges lie ahead for Robbins, such as retaining talent and implementing a more clear cloud strategy, the future looks bright for Cisco and its channel.

"We know and understand Chuck, and Chuck knows and understands the channel. That gives him the confidence to put the foot on the accelerator and partners are happy to be on that ride with him," said MacDonald. "In Chuck we trust."

STEVEN BURKE contributed to this story.


Learning from the Octopus: How Secrets from Nature Can Help Us Fight Terrorist Attacks, Natural Disasters, and Disease: Excerpt | killexams.com real questions and Pass4sure dumps

Here's an excerpt from the new book Learning from the Octopus: How Secrets from Nature Can Help Us Fight Terrorist Attacks, Natural Disasters, and Disease by Rafe Sagarin.

201204301135Despite the billions of dollars we’ve poured into foreign wars, homeland security, and disaster response, we are fundamentally no better prepared for the next terrorist attack or unprecedented flood than we were in 2001. Our response to catastrophe remains unchanged: add another step to airport security, another meter to the levee wall. This approach has proved totally ineffective: reacting to past threats and trying to predict future risks will only waste resources in our increasingly unpredictable world.

In Learning from the Octopus, ecologist and security expert Rafe Sagarin rethinks the seemingly intractable problem of security by drawing inspiration from a surprising source: nature. Biological organisms have been living -- and thriving -- on a risk-filled planet for billions of years. Remarkably, they have done it without planning, predicting, or trying to perfect their responses to complex threats. Rather, they simply adapt to solve the challenges they continually face.

Military leaders, public health officials, and business professionals would all like to be more adaptable, but few have figured out how. Sagarinargues that we can learn from observing how nature is organized, how organisms learn, how they create partnerships, and how life continually diversifies on this unpredictable planet.

As soon as we dip our toes into a cold Pacific tidepool and watch what we thought was a rock turn into an octopus, jetting away in a cloud of ink, we can begin to see the how human adaptability can mimic natural adaptation. The same mechanisms that enabled the octopus’s escape also allow our immune system to ward off new infectious diseases, helped soldiers in Iraq to recognize the threat of IEDs, and aided Google in developing faster ways to detect flu outbreaks.

While we will never be able to predict the next earthquake, terrorist attack, or market fluctuation, nature can guide us in developing security systems that are not purely reactive but proactive, holistic, and adaptable. From the tidepools of Monterey to the mountains of Kazakhstan, Sagarin takes us on an eye-opening tour of the security challenges we face, and shows us how we might learn to respond more effectively to the unknown threats lurking in our future.

Excerpt: Learning from the Octopus: Prologue: Unnatural Disasters

On the morning of December 26, 2004, animals across Asia and Africa were acting strangely. Elephants elicited horrific bellows, herds of oxen bolted for higher ground, and domestic dogs refused to go on their morning walks along the beach. In some cases, bewildered humans followed the lead of their charges to higher ground, but many did not. Less than an hour later, the ocean was sucked back far from shore and a huge tsunami thundered all across India, Africa, and southern Asia, killing 225,000 people -- one of the worst catastrophes in modern history.1

After the floodwaters retreated, international aid poured in, with particular attention paid to installing state-of-the-art tsunami warning systems across the region. Yet in comparison to the animal-based warning systems, these high-tech solutions are still fairly primitive. Just a few years after the tsunami, villagers in the Aceh province of Indonesia, one of the hardest hit areas, angrily stoned their tsunami alarm until it was destroyed. The villagers felt the annoyance of the system's false alarms outweighed its purported benefits in early warning.

Destroying alarm systems that are supposed to protect us isn't uncommon. In the United States, residents of over 21 million households have tampered with, destroyed, or disabled their own smoke detectors because of the nuisance of false alarms.3 In fairness to the makers of smoke and tsunami alarms, such technologies have only been around for a few decades -- a fleeting fraction of Earth's long and violent experience with tsunamis, floods, and fire. By contrast, the surprisingly accurate security systems demonstrated by the animals before the tsunami have been developed and fine-tuned over billions of years, and this illustrates a major point: there is no technological solution that can prepare us for the risks of a highly variable and unpredictable world as well as the ancient natural process of adaptation.

Indeed, just a few weeks before the 2004 tsunami, the most technically sophisticated military force in the world inadvertently and quite publicly demonstrated how poorly adapted it was to its latest challenge. It happened during a pretty standard piece of military propaganda set up for the evening news. The U.S. secretary of defense was to helicopter in to the edge of a war zone to bolster the troops' morale, listen sincerely to their concerns, and assure them that all of America was fighting right there alongside them. But it didn't turn out that way for Secretary of Defense Donald Rumsfeld in Kuwait on December 8, 2004. To the cheers of several thousand soldiers assembled, Specialist Thomas Wilson, a 31-year old Tennessee National Guardsman, pointedly asked the secretary why he and his fellow soldiers were being forced to rummage through garbage dumps to find armor to strap on to their vehicles, which provided inadequate protection in the combat zone. Rumsfeld was initially taken aback, then tartly retorted, "You go to war with the Army you have."4

It was a pivotal moment in how George W. Bush's war in Iraq was going to be interpreted. The left seized on it as yet another example of the "chicken hawks" in the Bush administration cruelly sacrificing their pawns in an elective game of geopolitical chess. The right amplified reports that Wilson was "fed" his question by a Chattanooga Free Press reporter5 -- more evidence that the liberal media was out to sabotage an essential front in the "War on Terror." Even fairly level-headed commentators couldn't help but contrast the scrappy U.S. soldiers rummaging around junk piles for "hillbilly armor" to weld to their vehicles against the disinterested, out-of-touch button-down government bureaucrat. But the most important contrast the exchange belied hasn't been well noted -- it was the difference in adaptability demonstrated between soldiers like Specialist Wilson and a large security organization like the Department of Defense (DoD). This is, in fact, the same difference in adaptability between animals sensing and responding to a tsunami and tsunami alarms sensing and responding to something that may or may not be a tsunami.

For armies fighting a war, for health practitioners trying to ward off a flu pandemic, for first responders containing the damage from a natural disaster, for IT managers trying to protect a computer network, for resource managers trying to plan for a world dramatically altered by climate change, for CEOs worried about the next stock market crash, and for any citizen worried about the effects of any of these potential threats, adaptability is essential. If we want to interact with the world at all (and in a world of 7 billion people, we don't have much choice), having the ability to change how we interact with it is the only way we can survive.

For the troops on the ground, the process of adapting began soon after the invasion of Bagdad. They "went to war with the Army they had" (to paraphrase Rumsfeld), and it worked brilliantly for a while. With massive firepower, better training, and air superiority, even the most feared of Saddam Hussein's forces virtually collapsed in front of the advancing coalition. But as the old regime collapsed, the ground became rich for any number of new threats to sprout up. The threat environment radically changed.

Suddenly, thousands of soldiers, independently as individuals and linked through the units they fought with, were observing that hidden improvised explosive devices (IEDs) were becoming their biggest threat to security. Whereas the DoD had planned for a war against AK-47s, Scud missiles, and weapons of mass destruction, soldiers on the ground began to see their enemies as random trash piles, sudden fender benders in downtown traffic, and cell phones; hiding, distracting from, and detonating IEDs. By the time Wilson was so incensed as to dare breach military protocol to give a superior officer a dressing down, 266 of his colleagues had been killed due to IEDs.

The soldiers adapted the best that they could -- welding metal plates to their vehicles, blocking up culverts to eliminate the most obvious niches for bombers to use, and learning to identify the signs of hidden bombs in otherwise unremarkable debris. But their ability to adapt was limited by forces beyond their control -- by the equipment they were given, by the available scrap metal, by the rules of engagement that they were ethically and legally bound by -- and the casualties mounted.

By contrast, the Department of Defense had virtually unlimited resources, especially after the terrorist attacks of September 11, 2001, when no politically minded senator or representative would ever turn down a military appropriation request. What the DoD lacked was adaptability. Even as Specialist Wilson and his comrades were frantically tracking the rapidly changing tactics of insurgents, the DoD was slowly churning away on weapons systems and fighting procedures that had been dreamed up long ago in places far, far away from the streets of Baghdad and Fallujah. Rumsfeld's retort to Wilson belied a centralized view whereby small numbers of intellectuals design a battle plan and the accompanying technology years in advance, and that's what you go to war with. Moreover, even to bring the idealized technological solutions to deal with the threats theorized by DoD experts, the department was bound by a ponderous top-down procurement system in which a small number of large contractors submitted bids for development of weapons systems that inevitably ran over-budget and beyond the estimated timeline.

As a result, until Specialist Wilson's outburst, the upper reaches of the DoD were neither sensing changes in the threat environment nor responding quickly when new threats were correctly identified. And even after congressional outrage from the exchange between Wilson and Rumsfeld fueled calls to speed up production and deployment of mine-resistant ambush-protected vehicles (MRAPs), they did not arrive in Iraq in until November 2007, nearly three years later. By that time, an additional 1,589 of Wilson's colleagues had been killed due to IED attacks. The DoD solution certainly arrived too late to save their lives, but also too late to even deal with the original threat. A rapid downward trend in IED attacks and deaths was already well on its way by the time the MRAPs arrived in Iraq.

1. Mott, Maryann. "Did Animals Sense Tsunami Was Coming?" National Geographic News. January 4, 2005. http://news.nationalgeographic.com/news/2005/01/0104_050104_tsunami_animals.html; and "Pre-tsunami Animal Behavior." http://www.freewebs.com/asiadisaster/unusualanimalbehaviour.htm. Both accessed March 29, 2011.

2. MacKinnon, Ian. "Aceh Residents Disable Tsunami Warning System After False Alarm." Guardian, June 7, 2007. http://www.guardian.co.uk/world/2007/jun/07/indonesia.ianmackinnon. Nizza, Mike. "To Break a Tsunami Alarm." New York Times, June 8, 2007. http://thelede.blogs.nytimes.com/2007/06/08/warning-systems-unplugged/. Both accessed March 29, 2011.

3. Public/Private Fire Safety Council. "Home Smoke Alarms and Other Fire Detection and Alarm Equipment." White Paper. 2006.

4. "Troops Grill Rumsfeld over Iraq." http://news.bbc.co.uk/2/hi/middle_east/4079201.stm. "Rumsfeld Gets Earful from Troops." http://www.washingtonpost.com/wp-dyn/articles/A46508-2004Dec8.html. "Soldiers Must Rely on 'Hillbilly Armor' for Protection," http://abcnews.go.com/WNT/story?id=312959&page=2. All accessed April 13, 2010.

Excerpted with permission from from Learning from the Octopus: How Secrets from Nature Can Help Us Fight Terrorist Attacks, Natural Disasters, and Disease, by Rafe Sagarin. Available from Basic Books, a member of The Perseus Books Group. Copyright (c) 2012.



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Avaya 132-S-712.2 Exam (Specialist: Avaya Proactive Contact Solutions Design Elective) Detailed Information



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