GCP-GC-ADM approach - Genesys Cloud Certified Professional - Contact Center Administration Updated: 2023

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.

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 has announced that its multi-biometric MFA now integrates with PingOne DaVinci, a no-code identity orchestration service from Ping Identity for passwordless authentication on any device.

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

Voice biometrics developer Auraya is extending its partnership with Genesys, a contact center service provider. Auraya’s Eva Forensics is now available on the 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.

Article Topics

Asignio  |  AU10TIX  |  Auraya  |  biometrics  |  digital identity  |  Eva Forensics  |  partner program  |  Ping Identity  |  Radiant Logic

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.

By Joe Mullich

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.”

Quick Change

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.”

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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 

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.

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

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
Agility is the ability to quickly sense and adapt to external and internal changes to deliver relevant results in a productive and cost-effective manner. Being agile is a mindset based on a set of key values and principles designed to enable collaborative work and deliver value through a people-first approach. Agile transformation is an ongoing, dynamic effort to develop an organisation’s ability to adapt rapidly within a fast-changing environment and achieve maximum value by engaging people, improving processes and enhancing culture.

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.

Varied approach
Being agile is a syllabu of growing importance in project management. The most forward-thinking organisations are embracing a continuum of practices that range from predictive to agile, well defined to iterative, and more to less controlled. Approximately a quarter of organisations use hybrid or customised approaches that match techniques to the needs of the project and stakeholder group. Another approach to project delivery is to take a hybrid approach. Hybrid approaches use a combination of agile and predictive elements, such as a gate review process for continued funding decisions and Scrum for development work.

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.

Fundamental practices
Since its release in 1996, the PMBOK Guide has provided project professionals with the fundamental practices needed to achieve positive organisational results and outcomes, and identifies the practices that are applicable to most projects, most of the time. Additionally, specific and detailed agile approaches to project management appear in the PMBOK Guide. The Agile Practice Guide, created in partnership with Agile Alliance, is a companion to the PMBOK Guide and is intended to serve as a bridge to connect waterfall and agile approaches.

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.

Competitive advantage
Disruptive technologies are rapidly changing the playing field by decreasing the barriers to entry. More mature organisations are increasingly prone to being highly complex and potentially slow to innovate, which can leave them lagging behind when delivering new solutions to their customers. These organisations find themselves competing with small businesses and start-ups that are able to rapidly produce products that fit customer needs. This speed of change will continue to drive large organisations to adopt an agile mindset in order to stay competitive and keep their existing market share.

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

Summary

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.

Introduction

There is no standard definition of gastroparesis, but the term implies that gastric emptying is delayed in the absence of mechanical obstruction.^[1] Most patients present with upper-gastrointestinal symptoms, such as nausea, vomiting, or bloating,^[2] but the relationship of symptoms to disordered gastric motor function is weak, suggesting that their etiology is multifactorial.^[3] 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^[6] or functional dyspepsia^[4] 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.^[7]

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.^[2] 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.^[8] 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.^[9]