GCP-GC-ADM approach - Genesys Cloud Certified Professional - Contact Center Administration Updated: 2023
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Exam Code: GCP-GC-ADM Genesys Cloud Certified Professional - Contact Center Administration approach November 2023 by Killexams.com team|
GCP-GC-ADM Genesys Cloud Certified Professional - Contact Center Administration
Exam Specification: GCP-GC-ADM Genesys Cloud Certified Professional - Contact Center Administration
Exam Name: GCP-GC-ADM Genesys Cloud Certified Professional - Contact Center Administration
Exam Code: GCP-GC-ADM
Exam Duration: 90 minutes
Passing Score: Not specified
Exam Format: Multiple-choice questions
1. Introduction to Genesys Cloud Contact Center
- Overview of Genesys Cloud platform
- Key features and components of Genesys Cloud contact center
- Understanding contact center administration roles and responsibilities
2. Contact Center Configuration and Setup
- Setting up and configuring Genesys Cloud contact center
- Managing organizations, divisions, and users
- Configuring roles and permissions
3. Contact Routing and Queuing
- Configuring routing strategies and rules
- Defining queues and skills
- Configuring routing policies and priority
4. IVR and Call Flows
- Designing and configuring IVR (Interactive Voice Response) systems
- Creating and managing call flows
- Implementing self-service options and voice prompts
5. Agent Management and Performance
- Managing agent profiles and permissions
- Monitoring agent performance and productivity
- Configuring agent groups and teams
6. Reporting and Analytics
- Generating and interpreting contact center reports
- Analyzing contact center metrics and KPIs
- Using analytics tools for performance optimization
1. Understand the features and components of Genesys Cloud contact center.
2. Configure and set up the contact center environment.
3. Manage organizations, divisions, users, roles, and permissions.
4. Configure contact routing strategies, queues, and skills.
5. Design and configure IVR systems and call flows.
6. Manage agent profiles, permissions, and teams.
7. Monitor agent performance and productivity.
8. Generate and analyze contact center reports and analytics.
Section 1: Introduction to Genesys Cloud Contact Center (10%)
- Overview of Genesys Cloud platform
- Contact center administration roles and responsibilities
Section 2: Contact Center Configuration and Setup (20%)
- Setting up and configuring Genesys Cloud contact center
- Managing organizations, divisions, and users
- Configuring roles and permissions
Section 3: Contact Routing and Queuing (20%)
- Routing strategies and rules
- Queues and skills configuration
- Routing policies and priority
Section 4: IVR and Call Flows (20%)
- IVR design and configuration
- Call flow creation and management
- Self-service options and voice prompts
Section 5: Agent Management and Performance (15%)
- Agent profiles and permissions
- Agent performance monitoring
- Agent groups and teams configuration
Section 6: Reporting and Analytics (15%)
- Contact center reports generation and interpretation
- Contact center metrics and KPI analysis
- Analytics tools for performance optimization
|Genesys Cloud Certified Professional - Contact Center Administration|
Genesys Administration approach
Other Genesys examsGE0-803 GCP8-System Consultant Voice Platform
GE0-806 GCP8-System Consultant, Genesys WFM
GE0-807 GCP8 - System Consultant - SIP Server - 2023
GCP-GC-ADM Genesys Cloud Certified Professional - Contact Center Administration
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Genesys Cloud Certified Professional - Contact Center
What is a DNC list?
A. A DNC list causes records to be presented to be preview dialed, regardless of the dialing mode.
B. A DNC list is another name for a contact list.
C. A DNC list is a table containing high-priority numbers that should be dialed using preview mode.
D. A DNC list is a table containing phone numbers that a campaign should never dial.
What two options are available to create a customized user role?
A. Copy an existing role then add the necessary permissions to meet your needs
B. Create a new Role and assign the necessary permissions to that role
C. Create or modify a workgroup to meet your needs
D. Create a new Group and assign the necessary permissions to the group
What would you select from the Admin>Outbound Dialing menu to create a new campaign?
C. Campaign Dashboard
D. Campaign Management
What attributes can be assigned to agents to ensure that interactions are routed to the most qualified agent? (Choose
D. Index Ratings
E. Knowledge levels
The Utilization feature of Genesys Cloud allows administrators to configure: (Choose three.)
A. The maximum capacity that an agent may handle simultaneously for each supported media type
B. The after call work time for each media type
C. The length of time that an agent may spend on each media type
D. The number of different media types that an agent may handle simultaneously
E. The media types that can interrupt current interactions that an agent is handling
Which of the following options are used when scheduling a report? (Choose three.)
A. Time period
B. Custom Date Range
D. Time zone
E. Start Time
Recording Policies can be configured for what type(s) of contact(s)?
E. All of the above
Which option in the Audio Sequence configuration allows you to add a slight amount of silence as a Menu Prompt to
A. Default Menu choice
B. Menu options
C. Add blank audio
D. Menu prompt
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A top-down approach in business describes a traditional organizational style that emphasizes the imperatives and vision of upper management. Company directives and goals flow down from the top to subordinates below. Most small businesses automatically use the top-down approach because they’re apt to have only two layers: owner and employees.
Organizational leadership and human resources are two competing management approaches that are often in conflict. Effective business leaders, however, can distill the strengths of each approach and combine them into a coherent strategy for leading a business to success in its long-term objectives and its policies on employee management.
Combining the Approaches
Chris Rayner is the Gwendolyn Michell Senior Lecturer in the Department of Medicine, University of Adelaide, and a Consultant Gastroenterologist at the Royal Adelaide Hospital, Adelaide, Australia. His doctoral research related to the regulation of upper-gastrointestinal motor and sensory function in health and disease, with an emphasis on the effects of variations in the blood glucose concentration. After postdoctoral studies at St Mark's Hospital, London, UK, he returned to Adelaide in 2004 to further his research interests in nutrient-gut interactions.
Michael Horowitz is Professor of Medicine at the University of Adelaide, and Director of the Endocrine and Metabolic Unit at the Royal Adelaide Hospital, Adelaide, Australia. In the past 10 years he has been an invited speaker at over 40 international scientific meetings, and he is the author of over 350 original papers. He is editor of the multi-author book Gastrointestinal function in diabetes mellitus, which was published in 2004.
Ping Identity has added Asignio to its tech partner program, while the Radiant Logic Partner Program expands globally. Au10tix will now be available on the Microsoft Azure Marketplace, and Auraya’s Eva Forensics voice biometrics are now available on the Genesys AppFoundry.
Asignio now a part of Ping Identity’s tech partner program
Asignio is now a member of Ping Identity’s Global Technology Partner Program, a network of partners that develop integrations with DaVinci‘s drag-and-drop service that easily allows for customized digital user journeys across different apps and ecosystems.
Asignio uses a combination of handwriting recognition and selfie biometrics in the browser to provide authentication that is resistant to phishing attacks, replay attacks, deepfakes and system hacks. This MFA approach aims to be more secure than traditional passwords, one-time passwords and hardware authenticators.
The live handwriting recognition confirms the characteristics of a user’s signing on a touch screen while using passive facial verification. Handwriting is unique in that it provides a muscle-memory-based secret factor, as users don’t have to commit their handwriting to their memory for it to remain consistent.
Au10tix now available in the Microsoft Azure Marketplace
Global ID verification provider Au10tix announced that its end-to-end ID document and biometric verification platform, as well as its reusable digital ID, is now available in the Microsoft Azure Marketplace.
The company’s platform uses forensics, biometrics, and AI to detect fraud. The reusable digital ID system can create digital credentials that can be easily Checked and shared across platforms while prioritizing data protection. Both offerings can help businesses streamline ID verification, reduce cost of onboarding, Boost data security, and automate workflows.
The company’s fully automated platform is used by major companies such as Uber, Airbnb, PayPal and Google. By joining Microsoft’s co-sell program, Au10tix can more easily connect with its ideal customers to accelerate sales.
Radiant Logic expands partner program
Identity data fabric company Radiant Logic has announced that it is expanding its Radiant Logic Partner Program globally. The partner program is intended to provide end-to-end services to solve identity and IT infrastructure challenges that partners may face.
Radiant Logic works with resellers, integrators, and ISVs to simplify identity management, security, and data protection. Some of the program’s partners upon initial launch include Wipro, CyberIAM, UberEther, and Novacoast.
The program will be led by VP of Global Partners and Alliances Jeff Tishgart, who has experience in executive global alliances roles for PlainID and SailPoint.
The company also announced that the SaaS version of the RadiantOne Identity Data Platform is now available on the AWS Marketplace. Radiant Logic has launched the Data Fabric Security IAM system on AWS in partnership with the AWS Public Sector team and Immuta. The solution gives customers access to enterprise-level identity aggregation, data access, and data governance.
Eva Forensics now available on Genesys AppFoundry
Eva Forensics can identify fraudsters or those suspected of fraud by monitoring conversations with agents and voice bots. It can detect suspicious activity and respond by triggering re-authentication and other measures as a safeguard. It can also defend against synthetic voices and deepfake attacks by differentiating between live and synthesized speech.
Valerie Frank and Sara M. Tolaney, MD, MPH, share advice for patients on managing treatment with antibody-drug conjugates and the importance of participating in clinical trials for HR+/HER2- metastatic breast cancer.
I had chemo I had a lumpectomy followed by another surgery because I had bad margins. And then two more surgeries, one of which was because I had a hole that appeared in my breast. And then another one, then the hole reappeared and a wound care surgeon at the Brigham (and Women’s Hospital) did another surgery to close that wound. So I ended up having like the most surgeries, anyone could have for mastectomy.
And I had radiation and then I thought, OK, I knew that I was high risk for to recur. I think I always thought the odds were about 40% based on what I had written a read. And so that all happened like in 2018-2019. And then, in January, New Year's Eve … that New Year's Eve, I was in a lot of back pain, and it just kind of came out of nowhere I like I called my oncologist, we had scans. And I had metastases to the liver — pretty severe metastases to the liver. Lung bones someplace else. … Lots of cancer everywhere. Super bad stage 4.
I can't even describe how horrible that was. I was in treatment for just what felt like a lot longer than most people because I had such a disastrous experience with surgeries. My surgeon is amazing. And I adore her. And it just I just kept having the worst luck. And it was just a, I think I was in treatment for like, a year. It was just, it was just a really long time. It was a lot of chemo. The chemo was brutal. surgeries, radiation …
At some point, my oncologist at the time, a different oncologist than Dr. Tolaney said, “OK, well, you know, we've done everything for you that we can do. And now you're just going to check in every six months, or every year. and I was like, shocked. And I was only in that state for, I don't know, to one to two years, I would not a long time. And the entire time, I was terrified that it would come back, and it did. I was very sick. When the cancer came back. My liver was in terrible shape. And Dr. Tolaney and Jason will have to my husband will have to remind me of what we did first what treatment we did first. It was, I believe it was I don't remember the name of it. But it did not work. It did not work. It was pills. It didn't work. hormonal therapy, which didn't work. Yeah, it didn't work. So then. And I was very kind of emotionally beaten down, partly because I was in a lot of pain. I was in a lot, a lot, a lot of pain.
The palliative care team at Dana-Farber with Dr. Randolph was pretty amazing and trying to take care of me. But I was in a lot of pain all the time. And, and then we tried something else that worked. Xeloda. So it was really wonderful and I and it allowed me to live kind of a normal-ish life. It started to work. And it worked for some number of months, until it did not. And then it was time to make a change to another treatment.
I tend to feel incredibly defeated when a treatment stops working. And it's a real testament to how wonderful my team is that they've been able to like talk me down off of a ledge every time a treatment stops working and try to tell me like this is what happens and treatments work and then they don't and then we make a change and we're going to get you back and you know what, what usually precedes the change though is kind of falling apart. physically for a little bit.
As companies move to “blended” BPR, which seeks both long- and short-term benefits, they realize the need to involve different people and think differently about these projects than before.
“People are always saying that IT needs to get closer to the business,” says Jerry Luftman, executive director and distinguished professor at the Stevens Institute of Technology “But business needs to get closer to IT too. For years, MBA programs and executive training programs have focused on the wrong things, such as the technical elements that turn people off. Businesspeople don’t need to know how to write software. They need to understand governance, the strategic operational point of view, how to demonstrate value, and what their role is in a major IT initiative.”
Lisa Anderson, head of LMA Consulting Group, Inc., a firm that works on supply chain and inventory projects, says the most successful reengineering projects involve progressive IT leaders who partner with business units. “You need to find people in the IT departments who have strong business acumen,” she says. “You need people who will sit down and explain, in non-technical terms, how they can leverage new technologies like business intelligence to Boost inventory levels, supply chains and other processes.”
This type of business-first partnering has become more commonplace during the recession. The evolving nature of BPR has also increased the need for speed. “The time frame for most new projects now is yesterday,” jokes Ron Wince, CEO of Guidon Performance Solutions, a business process consulting firm, who adds that there’s a heightened focus on change management.
“Change management has always been an afterthought,” Wince says. “Even when companies did think of it, they didn’t really ingrain change management into the decision-making process as they do now.”
Companies are incorporating change management into the business case for BPR projects. In fact, Wince recently worked on a project where the company had an executive coach as part of the decision-planning process, with the role of helping executives change their behavior to be in line with the new processes.
While having a coach participate is quite unusual, more stakeholders, such as HR departments, are coming to the table early on in BPR projects, since the pace of projects demand that their different units provide input in a parallel rather than sequential manner.
The danger is when change management is written into the business case, but a company still maintains old habits from past projects when the pace was more leisurely. For example, one hospital, which had been rolling out electronic medical records (EMR) for a long time, had always built into its project plans that departments would have two months to work out the kinks with new technology. However, the new pace of BPR didn’t allow for that luxury, and the ROI goals required the new processes be running efficiently within two weeks. Immediately, business units pushed back about how quickly they were supposed to change the way they worked.
Moving forward, the hospital implemented an “internal readiness team,” which worked with employees and hired an external HR consultant to do surveys of their concerns and opinions. Because of this forethought, the hospital was able to identify and address a lot of issues with adoption well ahead of time, reducing the time it took to implement the new project by 15 percent.
“Companies don’t have the luxury of only involving the C-level and financial people in process reengineering,” Wince says. “Everyone is feeling the pressure to be ready for the growth that is coming, and that means they have to look at their processes, and how they manage their processes, in a different way.”
PMI’s expansion to represent the full spectrum of project management practices has led the organisation to endorse an array of approaches, depending on the particular scenario in hand
Author: Mark A Langley, President and CEO at Project Management Institute
Project Management Institute (PMI) is urging organisations to continue to embrace project management as critical to their success. The results of PMI’s 2017 Pulse of the Profession: Success Rates Rise: Transforming the High Cost of Low Performance, suggest that organisations are listening. The survey found that in 2016, for the first time in five years, more projects met their original business goals while being completed within budget.
Compared with the previous year, there was a 20 percent decline in money wasted due to poor project performance. Organisations are now wasting an average of 9.7 percent, or €97m, of every €1bn invested in projects; figures for the previous year were an average of €122m wasted for every €1bn invested. Furthermore, organisations that invest in project management practices successfully complete more of their strategic initiatives, wasting 28 times less money due to poor project performance.
It is encouraging that organisations around the globe are making significant progress in successfully implementing projects – after all, these are the strategic initiatives that drive change. accurate improvements can be attributed to a number of factors, including greater organisational agility. Organisations now recognise the value of agility as a strategic competence, rather than a set of tools and templates.
Establishing a common language
In today’s accelerated market, a culture of organisational agility that enables flexible use of the right approach for the right project is an essential strategy. As the leading association for more than three million project, programme and portfolio management professionals around the world, PMI has long been an advocate for organisational agility. PMI believes practitioners should consider the full range of project management approaches, from predictive to agile, in determining which method will deliver the best project outcomes.
PMI believes that agile and predictive approaches, as well as other methods, are effective in specific scenarios and situations, a belief that is supported by the company’s research. Organisations with higher agility reported more projects successfully meeting their original goals and business intent – whether they use hybrid (72 percent), predictive (71 percent) or agile (68 percent) approaches – than those with low agility using the same methods. Higher organisational agility supports more projects in meeting their original goals and business intent – one of the key measures of project success.
Project management is the application of knowledge, skills, tools and techniques to projects to meet their requirements. Agile approaches allow teams to deliver projects piece by piece and make rapid adjustments as needed. Predictive approaches call for most of the planning to be done upfront, before following a sequential process. However, it’s not necessary to use only one approach for a project. Often, projects will combine elements of predictive, iterative, incremental and agile approaches to take a hybrid approach. It’s important to note that an agile approach is not practised in place of managing a project: rather, it is introduced as a way to speed up the phases of a project.
Practitioners are most successful when managing activities based on the characteristics of each project. With this in mind, PMI recommends evaluating which approach will yield the most successful business outcomes. That was the rationale for offering the Agile Practice Guide, together with A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition. In doing so, PMI has brought a broad spectrum of approaches to the forefront of project management that will enable managers to select the method that is ideal for their project.
Together, the publications provide critical information spanning many approaches to ensure practitioners can select the method that is best suited to each individual project. PMI’s goal is to help project managers accustomed to a more traditional environment adapt and make use of other project management approaches that may be more suitable to their project. This aligns with increased recognition by practitioners worldwide that there is no one-size-fits-all approach to delivering successful projects.
While the agile movement accelerated after the creation of the Manifesto for Agile Software Development in 2001, it has been part of project management since its early days. With the publication of the Agile Manifesto, agile practices became more formalised, particularly when used to manage software projects. However, over time, being agile has become the mainstay of quick, responsive and flexible work – all of which are desirable organisational traits in the era of constant disruption.
More and more organisations are applying iterative practices to their work, and we now see agile approaches used for some projects in manufacturing, education and healthcare industries, among others. As agility continues to emerge as a response to fleeting competitive advantage, we see more organisations incorporating agile practices – and practitioners who are trained in specific approaches – into their project management portfolios.
Staunch support exists for both predictive and agile approaches, but there is growing recognition that practitioners can be most successful if they manage activities with the approach that suits them best. PMI recognises that there are significant differences between traditional project managers and agilists: each group may have certain biases but, despite real or perceived differences, both have a shared interest in successful project outcomes. With increasing competition and accelerating disruptions from new technologies, market shifts and social change, the need to demonstrate agility is greater than ever.
PMI’s expansion to represent the full spectrum of project management practices has not led the organisation to endorse one approach in particular. Rather, both agile and waterfall approaches, as well as others, are effective in specific scenarios and situations. PMI encourages organisations and practitioners to explore all methods, practices and approaches to drive success and begin to consider what’s on the horizon for project delivery.
Summary and Introduction
Management of patients with gastroparesis is challenging. Although the syndrome has multiple causes and knowledge of the pathophysiology and natural history is far from complete, a number of common management principles can be applied. The relatively poor correlation between upper-gastrointestinal symptoms and disordered gastric emptying represents a major difficulty in the therapeutic approach, and evidence to support the efficacy of current management strategies is often suboptimal, especially in relation to long-term therapy. In this review, the common causes and pathophysiology of gastroparesis are summarized, the diagnostic approach considered, and the evidence to support medical and surgical therapies reviewed. These therapies include currently available prokinetic drugs, novel medical therapies, and the promising technique of gastric electrical stimulation.
There is no standard definition of gastroparesis, but the term implies that gastric emptying is delayed in the absence of mechanical obstruction. Most patients present with upper-gastrointestinal symptoms, such as nausea, vomiting, or bloating, but the relationship of symptoms to disordered gastric motor function is weak, suggesting that their etiology is multifactorial. Symptoms of fullness and bloating seem to have some predictive value for delayed emptying,[4,5] but many patients with gastroparesis are relatively asymptomatic. Asymptomatic gastroparesis has been best documented in patients with diabetes mellitus. Gastroparesis may be acute or chronic, and some causes are potentially reversible (see "Sidebar: Causes of Gastroparesis").
The application of novel techniques, such as scintigraphy and barostat studies, has demonstrated that disordered, and in particular delayed, gastric emptying is a common feature of various conditions (although it should be recognized that there is potential for referral bias in reports from tertiary academic centers where more severely affected patients are seen, and population-based data are scarce). Nevertheless, at least a third of patients with longstanding diabetes or functional dyspepsia have gastric emptying rates outside the normal range. Both diabetes and functional dyspepsia are prevalent disorders, and therefore the number of individuals affected by gastroparesis is likely to be high. The cost of recurrent hospital admissions and numerous investigations, and the impact on their quality of life are also likely to be considerable.
In one large series, about a third of patients with gastroparesis had diabetes and a third had idiopathic gastroparesis. In the remaining third, the condition had miscellaneous causes including previous gastric surgery, Parkinson's disease, connective-tissue disease, and chronic intestinal pseudo-obstruction. Many patients in the idiopathic group had abdominal pain and met diagnostic criteria for functional dyspepsia, but some suffered from gastroesophageal reflux disease or depression. A quarter of patients with idiopathic gastroparesis had a history of acute onset, which was suggestive of an initial infectious gastroenteritis.
As well as debilitating symptoms, patients with gastroparesis are at risk of malnutrition and impaired absorption of orally administered medications. In addition, glycemic control might be disturbed in patients with diabetes, particularly those with type 1 diabetes, owing to a mismatch between the absorption of nutrients and the action of exogenous insulin. Critically ill patients, who frequently have delayed gastric emptying, are at risk of pulmonary aspiration of gastric contents and can have difficulty maintaining enteral nutrition.
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