3312 approach - Avaya Aura Contact Center Administration test Updated: 2024
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Exam Code: 3312 Avaya Aura Contact Center Administration test approach January 2024 by Killexams.com team
3312 Avaya Aura Contact Center Administration Exam
The Avaya 3312 Avaya Aura Contact Center Administration test is designed to assess the knowledge and skills of individuals working with Avaya Aura Contact Center solutions. Below is a detailed description of the test, including the number of questions and time allocation, course outline, test objectives, and test syllabus.
Number of Questions and Time:
The Avaya 3312 test consists of multiple-choice questions. The number of questions and time allocation for the test are as follows:
- Number of Questions: Approximately 60
- Time: 90 minutes
The Avaya 3312 test covers various Topics related to Avaya Aura Contact Center administration. The course outline typically includes the following key areas:
1. Overview of Avaya Aura Contact Center:
- Understanding the architecture and components of Avaya Aura Contact Center
- Exploring the roles and responsibilities of different users in the contact center environment
- Introduction to Avaya Aura Contact Center administration tools and interfaces
2. Managing Contact Center Resources:
- Configuration and management of agent groups and skills
- Defining and configuring contact center services and features
- Setting up agent and supervisor desktop applications
3. Contact Center Routing and Reporting:
- Understanding contact center routing strategies and techniques
- Configuration of vector routing, VDNs (Virtual Device Numbers), and ACD (Automatic Call Distribution)
- Generating and analyzing contact center reports
4. Monitoring and Troubleshooting:
- Monitoring contact center performance and statistics
- Troubleshooting common issues related to Avaya Aura Contact Center
- Implementing best practices for system maintenance and troubleshooting
The Avaya 3312 test aims to evaluate candidates' understanding of Avaya Aura Contact Center administration concepts and their ability to perform various administrative tasks. The key objectives of the test include:
1. Knowledge of Avaya Aura Contact Center Architecture:
- Understanding the components and architecture of Avaya Aura Contact Center
- Familiarity with the roles and responsibilities of different users in the contact center environment
2. Configuration and Management of Contact Center Resources:
- Ability to configure and manage agent groups, skills, and services
- Understanding the setup and configuration of agent and supervisor desktop applications
3. Contact Center Routing and Reporting:
- Knowledge of contact center routing strategies and techniques
- Familiarity with the configuration of vector routing, VDNs, and ACD
- Ability to generate and analyze contact center reports
4. Monitoring and Troubleshooting:
- Ability to monitor contact center performance and statistics
- Troubleshooting skills to resolve common issues related to Avaya Aura Contact Center
- Understanding of system maintenance best practices
The Avaya 3312 test syllabus covers the necessary knowledge areas required to demonstrate proficiency in Avaya Aura Contact Center administration. The specific content and emphasis may vary slightly, so candidates are advised to consult the official Avaya documentation or study materials for the most up-to-date test syllabus.
|Avaya Aura Contact Center Administration Exam
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Avaya Aura Contact Center Administration Exam
A customer with Avaya AuraŽ Contact Center (AACC) has opened the Skillset View in
the Contact Center Management component. Which task can be performed from this
A. Create a new skillsets.
B. Delete a supervisor.
C. Add a skillset to a script.
D. Schedule an Agent to Skillset assignment.
A customer wants to measure the system-wide Contact Center traffic, not just traffic on
an individual skillset or application basis. Which category of intrinsic would provide this
A. Open Queue
A customer with Avaya AuraŽ Contact Center (AACC) wants to create a script using
intrinsics. The script will be screened using the 'QUEUED COUNT intrinsic.
Which category of intrinsic is the 'QUEUED COUNT" intrinsic?
A customer with Avaya AuraŽ Contact Center (AACC) will use the Contact Router for
all calls entering the system. What is one function of the Contact Router?
A. It can link intrinsics to applications.
B. It can link agents to applications.
C. It can link skillsets to applications.
D. It can link Control Directory Numbers (CDN) to applications.
Which statement regarding scripts is true?
A. A primary script is the only place that call variables can be assigned.
B. A secondary script is the only place treatments can be applied to the call.
C. A primary script is referenced directly from the Master script, otherwise it is a
D. Only a single secondary script allowed per application.
A customer with Avaya AuraŽ Contact Center (AACC) has created a script application.
The customer would like to convert this script application into a now application.
Which statement regarding converting scripts is true?
A. Only an administrator logged in with webadmin credentials can perform the
B. The original script application must be in the Contact Center View.
C. The original script application must be in the Local View.
D. The conversion of a script to a flow results in two scripts, the original script version
and the new flow version.
A customer with Avaya AuraŽ Contact Center (AACC) would like to use the
Configuration Tool spreadsheet to add resources to the Contact Center.
Which three tasks can be configured using this tool? (Choose three.)
C. script variables
D. threshold classes
E. presentation classed
Answer: B, D, E
A customer with an Avaya AuraŽ Contact Center (AACC) has been notified that due to
bad weather the contact center will not be opening today. The customer would like to
remotely implement an announcement to explain the reason for the unscheduled closure,
and is going to use a Boolean variable to accomplish this. Which two statements
regarding a Boolean variable are true? (Choose two.)
A. A Boolean variable is a variable of the type TRUE/FALSE.
B. A Boolean variable is a variable of the type ON/OFF.
C. A Boolean variable can be used on a Master Script, a Primary Script or a Secondary
D. A Boolean variable cannot be used in a loop.
Answer: A, C
A customer with Avaya AuraŽ Contact Center (AACC) is attempting to add a new
activity code to the system, but receives a system error stating that the maximum
number of activity codes allowed has been exceeded. To determine the maximum
number of allowed activity codes, under which option within the Configuration
component would the customer look?
A. Global Settings
B. Threshold Classes
C. Real Time Statistics
D. Historical Statistics
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Avaya welcomed about 950 attendees from approximately 320 VAR, distributor and system integrator partners to its 2010 Avaya Americas Partner Conference at the Gaylord Opryland in Nashville, Tenn. On tap were three days of discussion about Avaya's revamped channel program, Avaya Connect, how it's advising partners to place bets for 2010 in the areas of unified communications and IP telephony, and how to gear up for a still-not-yet-finished acquisition of Nortel's enterprise business.
In his first keynote to Avaya partners since taking the company reins in January, Avaya's President and CEO Kevin Kennedy said that Avaya's pending acquisition of Nortel's enterprise business would accelerate Avaya's channel plans significantly. If all goes well, he suggested, Avaya will be an 85 percent indirect sales company within two years -- half the time it would take, he estimated, if Avaya was continuing to push its channel agenda without Nortel's assets.
"Our channel focus is not a sales strategy, it's a company strategy," Kennedy said during an opening keynote to the 950 or so partners attending the conference. "We realize we have a long way to go to be what we think we need to be in the industry. Pending the Nortel acquisition, we expect another increase in relevance."
Kennedy further described 2009 as a "year of survival" for IT businesses, and that the strategic investments Avaya's made to embrace and grow its channel had paid off with incremental market share gains and quarterly increases in revenue, gross margin, EBITDA and cash balance throughout the year.
Kennedy praised his predecessors in Avaya's management team, but also made it clear there's a new sheriff in town -- Avaya's previously "siloed" approach to channel management, especially, is a thing of the past.
"The executive staff was doing a very admirable job," Kennedy said. "Sometimes you can be so focused on your function or silo, the work required to get things across silos wasn't happening. Managing transitions in the past was not effective; there was too much 'silo-ism' and a lack of communication."
Avaya Senior Vice President and President of Field Sales Todd Abbott was bullish on Avaya's growth plans and said that the successful acquisition of Nortel's enterprise unit would bring Avaya to about $6 billion in annual revenue, with a worldwide staff of between 15,000 and 20,000, including up to 1,100 new Nortel salespeople.
Abbott also was among Avaya executives that acknowledged past channel mistakes.
"I hope we've gained some credibility with you," he said. "We are dead serious about channel-centric. You don't have to tell me we are not the best marketing company. I already know. We know we have to get better at this."
Jeremy Butt, Avaya's vice president of worldwide channels, told solution providers that the days of Avaya being a too-complex, difficult-to-navigate channel vendor are over. He said that Avaya's new global channel program, Avaya Connect, would allow Avaya to better reward its most loyal partners and compete better on a global scale.
"We just don't have that ability today to react quickly to the marketplace," Butt said. "We've given the competition a pretty hard time over the past few quarters -- we've taken share and done so in a relatively complex environment. If we can make faster plays and more aggressive moves, it's net better for all of us."
Butt acknowledged that Avaya's channel programs have been confusingly organized in the past, with too many different price lists and training options for VARs and integrators who want things kept simple. He also said that Avaya had a long way to go toward improving relationships with its channel partners that had been burned by direct sales-indirect channel conflict in the past.
"Given that we can't get much harder to do business with, I think we'll make improvements on that," Butt said.
Avaya's services businesses are a key piece of its growth strategy. According to CEO Kennedy, Avaya's services now account for more than 50 percent of gross margin.
Chris Formant (pictured), senior vice president and president of Avaya Global Services, examined some of the ways Avaya planned to build out that strategy, including offering VARs the ability to sell Avaya managed services under private label.
"Thirty five percent of all infrastructure is in the managed &#91;model&#93; today, and according to analysts, that'll more than double over the next few years," Formant said. "We want to deliver a very competitive, differentiated managed services offer that's completely partner-enabled. We are not in the direct managed services business any longer. We are not offering it, we are not promoting it, we're essentially out of that business. It's pure partner-enabled."
Carol Giles Neslund, Avaya's North American channel chief, is among several key Avaya executives to have joined the company within the past year and a half. Throughout the conference, she sought to assuage concerns from partners that the integration of Nortel's portfolio would cause major disruption in Avaya's channels.
"Any time there's change, there's a lot of concern about change just for change's sake," she said in an interview with Channelweb.com. "Todd engaged in a full hour Q&A with &#91;Nortel partners&#93;, and we were as detailed as we could possibly be. I think they left that room understanding that we're very mindful of the operating model. It's important to us that Nortel customers are comfortable, and we're not looking to do anything to disrupt or turn partners away. It's got to be one big ecosystem."
Javier Cuellar, pictured here with Butt, is channel chief for Avaya's CALA theater -- Caribbean and Latin American markets -- a big growth area for Avaya.
Butt said that CALA represented the largest year-over-year change in indirect vs. direct sales for the company has been there: 42 percent more Avaya sales through the channel between 2008 and 2009. (By comparison, Avaya's North America channel business had 11 percent more sales through the channel from 2008 to 2009.)
Bruce Mazza, director of branch solutions at Avaya, demonstrated the new midsize enterprise version of Avaya Aura, the virtualized unified communications platform Avaya is pushing as a major piece of its product strategy going forward.
"It allows us to take individual point products that would have had to ride on separate servers," Mazza told Channelweb.com before the conference. "Now using this technology, we can combine multiple applications together on a single server."
Small business IP telephony is another continued focus for Avaya, which last month debuted IP Office Release 5, its primary unified communications offering for SMBs.
Avaya offered demos of the system and copies of its small business UC guide on the conference expo floor. Among several additional features, Release 5 uses productivity applications and a call reporting application, Customer Call Reporter, both accessible via Web browser. It further offers support for third-party SIP phones, and in addition to the increased user capacity, conferencing capacity has doubled and now comes as two 64-party bridges.
After a long few days of Nortel speculation and learning about Avaya's pledged channel focus, most attendees repaired to a rockin' party to close out the conference.
A house band consisting of former sidemen for Lynyrd Skynyrd, Boston, Toto and other bands kept things jumping, and several of those musicians were seen making the rounds well into the night ...
... especially at the Gaylord Opyrland's Jack Daniel's Saloon, responsible for more than a few bleary eyes on the final morning of the conference.
Avaya CEO Alan Masarek and Channel Chief John Lindsley shared their channel strategy with CRN which involves gradually migrating its massive base of global enterprise customers into the cloud and why a ârip and replaceâ approach shouldnât be a prerequisite to the business communications modernization.
Avaya CEO Alan Masarek
Avaya is a company in flux. But the unified communications giant has a plan to work through its short-term challenges with the help of its partners who are selling hybrid cloud solutions, the companyâs executives told CRN.
Following a change in leadership, a substantial earnings miss, and cost-cutting measures resulting in a round of layoffs, new Avaya CEO Alan Masarek and Vice President of North America Channels John Lindsley this week met with the companyâs channel partners to talk direction and strategy, and to harvest feedback. Avaya wants its partners to know that itâs focused on returning to innovation and tapping into its massive base of enterprise customers that have yet to migrate to a hybrid cloud model.
âThe theme is innovation without disruption. Our customers, via our partners, on very different, individualized cloud journeys âŚ customers want innovation, and that innovation is coming over the top â typically on the cloud â and they donât want to have the disruption underneath. We can uniquely provide that,â Masarek said.
The Durham, N.C.-based company this week was met with partners ârootingâ for Avaya as it works through its current challenges during its most accurate partner community council, which was held face-to-face in September for the first time since the start of the COVID-19 pandemic, Lindsley said. Also significant about this yearâs council was that Masarek was in attendance â the first time a CEO has joined this event, he added.
Masarek joined Avaya in August as president and CEO on the heels of a substantial earnings miss with revenue that declined 20 percent during the companyâs third-quarter 2022, which ended June 30.
Avaya partners want a clearer direction and more information on the companyâs roadmap. A roadmap that involves building the predominantly cloud-based products that customers want to buy, and partners want to sell, Lindsley said. This includes IP Office for the midmarket and Avaya Aura for contact center customers that need a premise-based solution, as well as Avayaâs CCaaS solution and Avaya Cloud Office (ACO) powered by RingCentral for enterprises ready to move to a cloud-first solution.
Avaya is still the largest premise-based UC provider on the market, which gives partners the ability to transition or âpartially transitionâ customers to the cloud based on their requirements, said Dan Silverman, president and CEO of Telanet, a Toronto-based solution provider and Avaya partner. Silverman is a co-chair on Avayaâs partner community council.
âWorking with a company like Avaya lets us cover all aspects of the business,â he said. âSome customers want to make a partial transition to cloud, so basically move to something thatâs going to overlay on top, like Avaya CCaaS. Those customers continue to want to have something on-premises for survivability. Those are some of the things that Avaya continues to offer that to be honest, a lot of the existing vendors are no longer providing.â
Avaya is generating about 80 percent of its business today through the channel, Avayaâs Lindsley said.
Moving Forward With The Channel
There are still plenty of customers who arenât looking to rip and replace their existing premise-architected communications solutions. They may want to keep their bulletproof, âbattled-testedâ voice-only solution but move to the cloud for contact center as a service (CCaaS) or an omni-channel collaboration solution, Masarek said.
âThe beauty is, no one wants to go through that loss of the rip and replace. We can uniquely provide what competitors canât. A competing [solution], by definition, is a complete rip and replace. Ours is not. Itâs innovation without disruption and that really resonates with customers and partners,â he said.
Telanetâs Silverman said that the innovation without disruption strategy is ârefreshingâ to partners.
âThis is something weâve wanted for a while,â he said. âYou can go back to customer and say: âWe donât have to take out your premise-based solution. Letâs enhance it â letâs provide you contact center in the cloud, or letâs provide you a hybrid environment where some of your some of your locations may move to ACO, but others may stay in IP Office. I think partners are excited about is the ability to have multiple choices.â
Modernizing Avayaâs massive install base and migrating these customers into the cloud in some capacity with the help of partners is one of Lindsleyâs biggest goals. âI definitely want and expect our partners to maintain a centerstage role in helping write this next chapter together with us and our shared customers,â he said.
Lindsley joined Avaya in March from UC specialist Mitel, where he served as vice president and channel chief for the last three years and before that, channel director for two years. Prior to his five years with Mitel, Lindsley worked for Verizon for 17 years, having most recently served as managing director of channel sales for the carrier.
About Avaya Inc
Avaya provides solutions to enhance and simplify communications and collaboration, including unified communications and contact center solutions. The company focuses on cloud communications and a multi-cloud application ecosystem to deliver digital workplace and customer experience infrastructure for clients in approximately 191 countries worldwide. Avaya customers include global companies like American Express, Apple, Barclays, Bank of America, Comcast, Citigroup, CVS/Aetna, GE, General Motors, MetLife, UPS, Walmart and more, along with SMB and mid-market organizations across a variety of indu... Read More
Avaya provides solutions to enhance and simplify communications and collaboration, including unified communications and contact center solutions. The company focuses on cloud communications and a multi-cloud application ecosystem to deliver digital workplace and customer experience infrastructure for clients in approximately 191 countries worldwide. Avaya customers include global companies like American Express, Apple, Barclays, Bank of America, Comcast, Citigroup, CVS/Aetna, GE, General Motors, MetLife, UPS, Walmart and more, along with SMB and mid-market organizations across a variety of industries. Avaya went public via and IPO in January 2018 and now trades as Avaya Holdings, under the ticker AVYA. Read Less
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