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A2010-571 | Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation

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A2010-571 - Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation - braindump

Vendor IBM
Exam Number A2010-571
Exam Name Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation
Questions 286 Q & A
Recent Update November 9, 2018
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A2010-571 exam Dumps Source : Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation

Test Code : A2010-571
Test Name : Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation
Vendor Name : IBM
Q&A : 286 Real Questions

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IBM Accessment: IBM Tivoli Process

Is Nagios The way forward for Monitoring For IBM i? | killexams.com Real Questions and Pass4sure dumps

November 12, 2018 Alex Woodie

For decades, expertise experts became to based frameworks from IBM Tivoli, CA, Hewlett Packard, and BMC (“The massive 4”) to computer screen their hardware and application stacks. however the open supply world has caught up with these closed monitoring environments, and a project dubbed Nagios is poised to be the go-to platform for IT monitoring, including on IBM i.

Nagios, in case you aren't everyday, is a free and open supply application product that gives monitoring and alerting for servers, network equipment, applications, and the array of capabilities that agencies increasingly depend on. The utility –backed by way of the obligatory recursive acronym “Nagios Ain’t Gonna Insist On Sainthood” – turned into at the beginning developed via Ethan Galstad again in 2002 to run and computer screen Linux techniques, which became simply starting to make headway in business information centers.

over the years, the C-based mostly program has been extended to help an array of object forms, together with host resources like processor load, disk and RAM usage, and gadget logs for a majority of widely wide-spread operating systems, together with IBM i. The vigorous Nagios community has created a wide array of Nagios agents which have extended the framework to an estimated 5,000 instruments.

Nagios is an open source tool that allows directors to video display their IT apparatus and functions.

On the community facet of issues, Nagios Core (as the open source product is usual) displays routers, switches, and different apparatus, and supports SMTP, POP3, FTP, and SNMP protocols, among others. All far flung monitoring may also be encrypted, and it also presents a plug-in that lets users create their own monitors in a variety of languages.

records accumulated by energetic and passive Nagios plug-ins is routed into the Nagios server, where the statistics is sorted and signals are despatched out. users can devour signals in a number of methods, together with via a web browser, via SMS pagers, and thru email. With a simple look at the Nagios dashboard on a phone, a techniques admins can see if critical servers, procedure, and functions are alive or useless.

The Nagios Core server application also can work with a “round-robin database” (RRD) to simplify the storage and querying of time-sequence statistics. With RRD, admins can dive deeper into Nagios information and consider graphs to see efficiency developments. And with a little setup ahead of time, Nagios will also be configured to automatically respond to hobbies as they take place, or amplify signals to different people.

corporations that want more than what Nagios Core has to offer can discover it from Nagios enterprises, the business outfit behind the open source mission. The St. Paul, Minnesota-based mostly enterprise, which employs Galstad, extends Nagios Core with a couple of offerings, including Nagio XI, which elements a extra extensible front-conclusion and a MySQL-based again-end. Nagios XI also brings an improved person event with extra powerful graphs and stronger dashboards.

IBM i purchasers can use Nagios to computer screen 15 metrics with the Nagios Plug-Ins for IBM i beta.

unluckily, Nagios businesses doesn’t assist IBM i. but that you can get a Nagios distribution for IBM i from a bit outfit known as overseas company Machines. In 2017, big Blue shipped a beta edition of an IBM i plug-in designed to feed records from the IBM i sever into the open source Nagios Core product or Nagios XI.

based on a developerWorks web page, the IBM i Nagios plug-in collects 15 distinct records elements from IBM i servers, including issues like CPU and disk utilization, ASP usage, variety of active jobs, and long-working SQL jobs, among others. Some of those capabilities are supported by the use of SNMP, whereas others require the open supply JTOpen Java toolbox to be installed.

The Nagios server itself doesn’t run on IBM i – as a minimum no longer yet. With the Nagios on IBM i plug-in, IBM gives clients with guidance on how to set up Nagios Core or Nagios XI on a Linux server. Technically, there should still be nothing stopping from a consumer installing Nagios in a Linux LPAR on the vigor programs server – or even for IBM to port the utility to the IBM i OS by way of PASE – but that has no longer happened yet.

IBM makes the case for IBM i shops to use Nagios in a PDF presentation on Nagios created by IBM i company architect Tim Rowe and Wang Yun, who developed the Nagios for IBM i plug-in. whereas Navigator for i gives respectable insurance of IBM i-centric queues and metrics, that product doesn’t deliver consumers with any visibility of what’s taking place outside the IBM i device.

customers who purchase Nagios XI can display screen IBM i metrics graphically.

Nagios, then again, provides directors and operators with a single centralized view of all IT belongings, Rowe and Yun write. apart from the core IBM i metrics that are now accessible by way of the Nagios plug-in, IBM i clients can get vogue and historic records, as neatly as the flexibility to configure metrics to their liking, not to point out the capacity to create their own custom plug-ins.

IBM isn’t the handiest enterprise doing Nagios work on IBM i. a number of years ago, ShapPin Cheng launched a GitHub task called check_as400 that moved facts from IBM i server logs into Nagios. because the extensibility and openness of Nagios, it wouldn’t be brilliant to peer unbiased application vendors in the IBM i neighborhood undertake the technology for his or her own techniques monitoring choices.

For now, IBM offers the Nagios plug-in as a beta. Don’t be stunned to peer it become a fully supported providing in the months to come back, exceptionally because the love affair that IBM has with open source application at the moment.

connected reviews

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What’s Cooking With IBM i On GitHub?

ASCI Job Scheduler receives Hooks for Nagios


Assessing IBM’s $34 billion pink Hat acquisition | killexams.com Real Questions and Pass4sure dumps

As you appear on the $34 billion IBM-purple Hat deal announced the day prior to this, in case you observe the commercial enterprise closely, it appears like a very good move, as a minimum on its face. It can be years earlier than we remember the real price of it for IBM (or lack thereof, counting on how it ultimately goes). The questions stands then, is this a savvy circulation, a desperate one or most likely a bit of both. It seems, it depends upon whom you ask.

For starters, there is the sheer sum of money worried, a sixty three p.c top rate on Friday’s closing fee of simply under $117 a share. IBM spent $190 a share, however as Ray Wang, founder and chief analyst at Constellation analysis said, crimson Hat didn’t necessarily wish to be offered, so IBM had to overpay to get their enterprise.

Wang sees cloud, Linux and security because the big drivers on IBM’s part. “IBM is doubling down on the cloud, however they also are going for a seize in Linux for their biggest and most important open supply communities and a few of the more moderen tech on red Hat safety,” he informed TechCrunch. He acknowledges that it’s an important premium for the inventory, however he believes IBM wants the M&A motion to power down consumer acquisition charges and power up pass promote.

picture: Ron Miller

IBM is placing a large guess here says Dharmesh Thakker, regular associate at Battery Ventures, believing it to be value 30x its current profits within the subsequent twelve months. “for sure, the hybrid cloud opportunity that we have been engaged on the final few years, is actual and IBM/Cisco/HP/Dell all need a piece of this motion going forward as the $300B in datacenter spend receives dislocated by public and hybrid cloud companies,” Thakker explained in a statement.

He believes this deal could actually trigger a new set of mega mergers between the usual tech providers and cloud native, container and DevOps organizations over the following couple of months.

IBM CEO Ginni Rometty become positively giddy on the potentialities of a combined IBM-red Hat in a name with analysts and press this morning, declaring that most effective 20 percent of commercial enterprise workloads were moved to the cloud. She sees a big probability, one she projects to be worth $1 trillion via 2020. preserving in intellect you'll want to take market projections with a grain of salt, here's surely a big market and one that Oracle and Microsoft have also focused.

She stated that red Hat turned into a infrequent company certainly. “crimson Hat on its own has been a high cost enterprise and has achieved a great job with powerful growth, is extremely profitable and generates cash. There don't seem to be many businesses accessible that appear to be that during this enviornment,” Rometty noted.

Slide: IBM

Dan Scholnick, regular associate at Trinity Ventures, whose investments have covered New Relic and Docker, become not terribly impressed with the deal, believing it smacked of desperation on IBM’s half.

“IBM is a declining company that somehow needs to turn into significant in the cloud era. crimson Hat is not the answer. purple Hat’s company facilities around an working gadget, which is a layer of the know-how stack that has been absolutely commoditized by using cloud. (in case you use AWS, that you would be able to get Amazon’s OS without charge, so why would you pay purple Hat?) crimson Hat has NO story for cloud,” he claimed in an announcement.

That might not be a completely fair assessment. while crimson Hat enterprise Linux is a big part of the enterprise’s income, it’s now not the most effective piece. Over the closing couple of years it has moved into Kubernetes and containerization and has grown the cloud native facet of the enterprise alongside RHEL.

truly, Forrester analyst Dave Bartoletti sees the cloud native piece as being key right here. “The combined business has a leading Kubernetes and container-based cloud-native development platform, and a tons broader open supply middleware and developer equipment portfolio than both company one at a time. whereas any acquisition of this dimension will take time to play out, the mixed company will make certain to reshape the open supply and cloud platforms market for years to come,” he stated.

image: IBM

Wang believes the deal might hinge on how lengthy red Hat CEO Jim Whitehurst, who had led the enterprise for over a decade, stays with the unit. in accordance with IBM, they're going to hold the purple Hat brand and function it as an impartial entity interior massive Blue. “If Whitehurst doesn’t stick around for awhile, the deal might go south,” he talked about. however the business could dangle the CEO job when Rometty decides to depart as incentive to live.

Regardless, Wall highway turned into now not fully satisfied with IBM’s stream with their inventory down all day. of course the sixty three p.c premium IBM paid for the stock has pushed pink Hat greater today.

The deal ought to circulate shareholder muster, however given the premium IBM has provided, it’s hard to consider they might turn it down. additionally, since these agencies function the world over, they are discipline to the global regulatory approval manner. They won’t officially come collectively except at least the 2d half of next year on the soonest. That’s when we may begin to be trained no matter if this become a superb or determined circulate by way of IBM.


Will IBM’s software-defined assault on storage repay? | killexams.com Real Questions and Pass4sure dumps

9771316656_021e120ce6_nThis week, IBM introduced the launch of IBM Spectrum Storage, targeted at each application-defined storage (SDS) and the hybrid cloud, within the process once once more pushing its storage initiatives again below the spotlight.

principal storage companies and startups alike had been busy pushing application-defined methods that span the rest from a single array to entire organizations. Now, IBM has gatecrashed the celebration, offering its average storage programs in a software kind so consumers can decide to purchase them as equipment, software or carrier.

IBM sees Spectrum Storage as a application layer that may also be deployed atop of arrays and different programs, together with platforms from third-party carriers. The utility will span both cloud substances and on-premise facts centers, relocating bits inside that infrastructure to maximise efficiency and minimize storage fees. but will or not it's adequate to reinvigorate its struggling storage company?

losing its mojo

There’s little question Spectrum Storage is a daring flow from a legacy significant that’s in no way in fact been capable of improve its mojo in the storage area after it pulled back on R&D a decade ago to focal point more on servers and other areas, spoke of Wikibon’s Co-founder and foremost analyst Dave Vellante.

“For years IBM relied on OEM deals with groups like Netapp and LSI,” Vellante talked about. “This hollowed out the innovation culture inside IBM storage, opened the door for NetApp, EMC and a number of startups, and IBM storage under no circumstances recovered.”

IBM’s mainstream storage business has suffered from an absence of momentum for several years now, the analyst mentioned. It’s one shining R&D big name turned into the SAN quantity Controller, or SVC, however even if that’s been pretty a success, it hasn’t been adequate to stream IBM’s storage enterprise forward. To are trying and turn things round, IBM made a couple of acquisitions, together with XIV and smaller add-ons like Storwize and Texas memory techniques, which when mixed with SVC gives it a very excessive performance flash product with a full stack, referred to Vellante. however regardless of these strikes, IBM didn't benefit any precise momentum.

“It’s pace of getting items to market became simply manner too sluggish. As such IBM continued to lose market share,” Vellante mentioned.

It’s an evaluation that Rob Enderle, chief analyst on the Enderle neighborhood, concurs with. The analyst talked about that one of the biggest issues with IBM’s software storage choices is that they’ve always been allotted throughout a variety of corporations within the company, and its been a significant contributing component to its storage decline. “The fall down of the storage division and subsequent technology acquisitions resulted in fragmentation which created a lot of confusion each outdoor and interior the company,” wrote Enderle in Datamation.

With the advent of IBM Spectrum Storage, Enderle believes big Blue has put an end to this fragmentation, uniting now not simply its application storage property but also its quite a lot of development corporations into a cohesive team that’s able to tackle the realities of an era the place everything may be software-described.

IBM’s price play

IBM’s group is now effortlessly trying to leapfrog the competition with the aid of getting its utility-described storage approach to market first, Vellante noted. The Wikibon analyst pointed out the company is ideally positioned to do so thanks to the capabilities of its chief Jamie Thomas, frequent manager of Storage and software defined methods, who previously ran Tivoli.

“She is aware of utility and is in a very good place to leverage application assets inside of IBM,” Vellante spoke of.

however IBM has a large issue – it’s not the only 1 relocating during this course, as a result of all the fundamental storage avid gamers are heading that way too. The truth is we’ll see less hardware being offered as businesses in its place look to squeeze extra efficiency out of how records is saved, and the likes of EMC, Hitachi and NetApp are all evolving to fulfill this new demand, and even Cisco and VMware may also get into the online game. It’s a reduce-throat market out there and IBM should be difficult pressed to dwell on the entrance of it.

One thing that could aid IBM’s cause – Spectrum Storage appears to be surprisingly simple for corporations to plug in and play. The business will certainly not be able to drive customers to exchange their current structure simply to make use of the technology, and so IBM has put loads of effort into making sure they don’t need to.

“Their secret sauce is tuning the application described storage device for heterogeneous environments in order that adding IBM Spectrum Storage accessories to an existing solution with servers, networking, and even other storage add-ons from different companies is as painless as they can make it,” talked about Enderle of the Enderle group.

whether that might be ample remains to be viewed. For Wikibon’s Vellante, the important thing to IBM’s storage future might be its capability to put money into R&D and get important items out there speedy and continually, and that’s not whatever thing its been notably first rate for a protracted, long time.

“This has been IBM’s storage Achilles heel for a long time. It needs to prefer up the pace of innovation,” Vellante talked about.

IBM’s big knowledge is it appears to be a whole lot superior at application than it is at hardware at the moment, mentioned Vellante. extra importantly, it has set apart a major battle chest to make certain it could keep up with the pace of innovation it wants – some $1 billion over the next five years that’ll be spent on its application-described storage efforts. however will it's ample?

“That’s $200m a yr and whereas it feels like a lot, the satan is in the particulars. It’s somewhat unclear exactly where that cash can be spent,” Vellante mentioned. “If it’s on innovation and IBM invests within the go to market and advertising require to compete on excellent of that, then it has a pretty good possibility of turning its company around.”

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A2010-571 exam Dumps Source : Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation

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Test Name : Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation
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Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation

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Block virtualization case study #1: IBM SVC | killexams.com real questions and Pass4sure dumps

Server/storage virtualization and a tiered storage architecture produced significant benefits for a large retailer.

By Dave Vellante and David Floyer

Note: This case study is based on a Wikibon.org community user, and while the case is real, the name of the company—CS1—is fictitious.

—While CS1, a large retailer, was satisfied with the performance and availability of its Tier-1 storage platforms (consisting exclusively of EMC's Symmetrix arrays), rapid growth of Tier-2 applications (mainly Windows-based) and increased demand for storage to support the company's growth were creating business constraints. Specifically, the time to migrate new arrays to support CS1's three-year leasing strategy was tedious and expensive (5+ months and up to $50,000 per array).

CS1 decided to adopt an aggressive virtualization strategy for both servers and storage to improve the flexibility and cost-effectiveness of its infrastructure. The company is nearly 12 months into a three-year plan to virtualize its entire SAN infrastructure.

CS1's original installation consisted of approximately 400TB of Symmetrix capacity split over two data centers, providing excellent availability and performance. Two SANs connected storage to more than 600 Unix and Windows servers.

Pain pointsCS1 leases equipment on a three-year basis. As a result, each year arrays and servers are moving out of, and into, the environment. This created three major issues:

  • Time to migrate arrays averaged five months and required substantial planning because migrations necessitated shutting down applications for a period of time that was disruptive to business users;
  • Migration costs exceeded $50,000 per array. Over the life of a typical high-end array this represented additional costs (above the expense of original hardware and software) of $0.43 for each $1 and;
  • The current Tier-1 storage was too expensive to be a default for all data, implying a need for more granularity in storage tiers.
  • An assessment of storage residing on the Tier-1 arrays indicated that nearly 50% of the Tier-1 storage capacity was appropriate for Tier-2 placements, based on the company's recovery point objectives (RPOs) and recovery time objectives (RTOs).

    Solution strategyCS1 was already a major proponent of VMware on the server side. The company embarked on a three-year project to virtualize nearly all storage attached to the SANs using IBM's SAN Volume Controller (SVC) virtualization platform to allow storage provisioning, migrations, and decommissioning without impacting applications.

    CS1 has deployed IBM's DS4000 modular arrays behind the SVC to provide Tier-2 storage and has made it the default storage platform going forward. The company has retained the Symmetrix arrays for Tier-1 storage and is moving most of these behind the SVC. CS1 is migrating its array-based storage management software to Tivoli (see table, below).

    Adoption issuesBecause the SVC is an in-band virtualization platform, CS1 had initial concerns that performance, availability, and data integrity would not meet user expectations. Careful testing had to be done on an application-by-application basis to ensure

  • Performance of Tier-2 storage was appropriate for users conditioned to Tier-1 performance; and
  • Placing Symmetrix arrays behind the SVC did not compromise performance, availability, and data integrity.
  • CS1 also created a new centralized group to assign data sets to storage tiers based on performance requirements. This group works with the lines of business to ensure there is an appropriate business justification for placing data on Tier-1 storage; otherwise, data is placed on Tier-2 platforms.

    BenefitsThe project is 12 months in to a 36-month plan. Despite several hundred thousand dollars in hardware, software, services, and internal staff expense, the project is cash flow-positive. Payback period for the project was less than one year. For the storage it has virtualized (about one-third of the SAN-attached inventory), CS1 has reduced storage migration time from several months to five days on average. With virtualization of both servers and storage, CS1 has improved and continues to expect improvements in availability and time to provision a new virtual server with storage from weeks to minutes.

    CS1 now estimates that with storage virtualization, for each dollar spent on hardware and software acquisition, the additional expense for migrating arrays has declined from $0.43 to less than $0.10. Moreover, the effective cost per terabyte for Tier-2-class storage has been reduced by a factor of three.

    Despite initial concerns, performance, availability, and integrity of arrays behind the SVC, including Symmetrix, have not been an issue in production environments. However, the more-demanding Tier-1 applications have not yet been placed behind the SVC.

    ImplementationThe figure shows the CS1 implementation strategy. The company wanted to continue to use the Symmetrix arrays as Tier-1 storage, but to move the majority of them behind the virtualization platform. The implementation plan is to virtualize as much of the storage as possible over three years. If the SVC cannot handle some of the high I/O requirements for Tier 1, CS1 has a fallback plan to implement a smaller pool of non-virtualized storage.

    Organizational issuesCS1's strategy is to make IBM's modular disk arrays its default storage devices. A special case has to be made by the business if Tier-1 storage is to be used. As there is no chargeback, CS1 had to ensure there were sufficient management controls in place to govern this policy. The company is very concerned that its users have sufficient performance as the storage is moved to Tier 2. To support this strategy, CS1 put in place a storage group responsible for placing data on the optimum tiers and for ensuring performance requirements are met by comprehensive testing.

    CS1 is in the process of implementing a new performance and space monitoring and infrastructure monitoring mechanism, based on Tivoli software. The storage group monitors I/O performance and handles capacity planning and performance planning. The objective is to implement tools that monitor the performance, and if something is abnormal, to automatically open an incident report. The goal is to operate by exception and automation. For example, the Tivoli provisioning manager software is being implemented and scripted to automate commissioning and decommissioning of arrays.

    CS1's long-term objective is to automate storage requests and storage migrations using a policy-based engine. The storage request would include the business requirements and prerequisites, and the policy would dictate where it goes, together with backup-and-archive criteria.

    Conclusions

  • Many organizations have concluded that front-end (server) and back-end (storage) virtualization are advantageous and often a prerequisite for an effective implementation of tiered storage;
  • Virtualization is now ready for general adoption, with all major players putting significant muscle behind the technology;
  • One of the largest benefits of virtualization is the ability to provision storage more quickly and migrate arrays in days rather than months. This reduces the costs of overlapping storage, delays purchase of new storage devices, and significantly reduces costs;
  • A tiered storage strategy means that responsibility for the initial and ongoing placement of storage should be centralized; and
  • Storage and server virtualization are independent projects, but users can gain significant benefits if they implement the two together.
  • CS1 has implemented a solid virtualization and tiered storage strategy, and the pressures for creating additional storage tiers will require an accelerated rate of adoption of virtualization and tiered storage. However a potential weak point of the strategy remains the degree to which CS1 can virtualize Tier-1 storage behind IBM's SVC, given the company's performance and availability requirements.

    Dave Vellante and David Floyer are co-founders of The Wikibon Project, an open community of practitioners, consultants, and researchers dedicated to improving technology adoption. The authors can be contacted at david.vellante@wikibon.org or david.floyer@wikibon.org.

    ----------CS1's evaluation of IBM SVC proposal

    Perceived advantages

  • 2,000+ installations
  • Quality references
  • Ability to handle virtualization of installed Tier-1 arrays
  • High-quality services
  • Common software set
  • IBM Redbooks best-practice guides
  • Perceived drawbacks

  • Doubts about availability and performance of Tier-1 arrays behind SVC
  • Concerns about SVC scalability
  • Concerns about user perceptions of Tier-2 performance
  • Friction from users pushed to Tier 2
  • ----------Case study at-a-glance

    CS1 is a retail company with an IT shop comprising mainframes and open systems. In all, the company has more than 1 petabyte of storage installed with about 40% residing on two storage networks supporting the company's mission-critical applications. SAN storage had been exclusively based on Tier-1 arrays, and CS1 needed a way to reduce the expense of storage acquisitions and lower complexities associated with migrations. One year into a three-year project, CS1 has saved several hundred thousand dollars and dramatically improved its time to migrate and provision storage. This payback came from a virtualized server and storage infrastructure that required careful planning and testing to ensure adequate service levels were met.


    Contact Center Solutions Featured Article | killexams.com real questions and Pass4sure dumps

    September 16, 2014

    Healthcare providers in the Middle East and Africa will spend $2.8 billion on IT products and services in 2014 - an increase of 2.8 percent over 2013, according to the latest estimates from Gartner. With spending expected to be concentrated on areas like building patient databases, mobile health, and preventive and diagnostic healthcare technologies, there is a dire need for healthcare providers to invest in patient engagement technologies.

    The healthcare industry is no stranger to rapid evolution and for ages, providers have had to react quickly to new innovations. While employing the most skilled professionals and investing in the latest facilities goes a long way in establishing brand image, there are today many more factors that play a role in drawing in patients. Through the internet and social media, patients are smarter, more educated shoppers. Before they make a choice about a healthcare provider, they research their options through various channels in an effort to ensure they make the most educated and appropriate decision. Once the decision is made and the service is provided, the customer experience helps guarantee future business with both them and their peers.

    Regulations, privacy challenges, and increasing research and technology, have all caused the healthcare industry to change regularly. Similarly, the expectations of patients continue to change in an effort to get quicker access to information they require. The idea of patient engagement is providing patients with access and allowing them to communicate with the provider at the time and in a manner they prefer. The downfall for many providers is waiting for patients to reach out to them before they provide information. Cost-cutting measures, penalties, and potential loss of business are creating an increasing need for automation around engagement practices.

    Healthcare providers have to be able to provide a secure, efficient, and effective process to engage with patients if they hope to attract and retain their business. Whether large or small, every healthcare organization has a customer service center play a critical role in helping expand patient engagement strategies. The contact center now serves as the core of the customer service arena, and can be leveraged as a tool to achieve customer engagement excellence - if steps are taken to turn it into a platform for innovation.

    Moving to a Multi-Channel Approach

    For healthcare providers, patient engagement is the primary focus for cutting costs, reducing re-admissions, and preventing future expenses, as well as ensuring a seamless experience for all customer enquiries. By creating a multi-channel environment that invites multiple ways to engage both inbound and outbound, patients receive a more personalized level of care from the provider. Furthermore, many multi-channel implementations include self-service options to increase access to information no matter the time of day.  These channels may range from traditional modes of communication such as voice, fax, and email, to more recent channels like web chat, social media, and video. 

    Multi-channel should not be interpreted as ‘every channel.’ Given the demographic of its patient base, it is the responsibility of the provider to determine what additional channels, if any, will prove beneficial to their patient engagement strategies. For instance, simple enquiries like appointment reminders, procedure follow-ups, or refill confirmations are increasingly being made available through SMS and email. At the time of enrollment with the provider, the patient has the option to communication preference, recognizing that these preferences may differ based on the notification. This may be driven by availability or confidentiality concerns. Either way, the idea is that the patient has the choice.

    Providers should talk to patients, determine the need, and look at a scalable, paced plan to increase engagement automation. Once a plan has been put in place as to what channels to offer, how to offer them, and how to implement them, it will be important to determine an ongoing management plan. This includes staffing requirements, recognizing that not every user will be capable of handling different types of interactions. It also includes an ongoing maintenance plan for administration and reporting. Monitoring the use of current channels will help providers expand existing and future projects to create an even more effective strategy.

    Self-Service Done Right

    Interactive Voice Response (IVR) has earned a bad reputation in recent years, mainly as a result of poor implementations. Problems arise when companies do not take the time and resources to develop menus and options that actually prove beneficial to customers. If implemented correctly however, automation of the IVR can prove to be just as much, if not more, personalized than a real person. Through integration with back-end systems that contain relevant customer data, the IVR can be made more dynamic and intelligent.

    For healthcare, EMR systems or billing applications contain a wealth of patient information. As soon as a patient calls in, the IVR can be linked to relevant patient information to help drive the call or suggest why they might be calling. From recent procedures or discharges to upcoming appointments and outstanding bills, a patient journey is created through a self-service engine.

    Anytime information is made available to a patient or caregiver, it is always important to include security parameters for authenticating the caller. This may mean limiting information that is provided through the automated menu and escalating the call to a person if confidential medical information needs to be shared. It could also mean getting creative with authentication to confirm that the caller is who they say they are through recent technology like voice biometrics. No matter the implementation, self-service implemented correctly can serve as a cost-saving, convenient, personalized communication channel for providers and patients.

    Proactive Versus Reactive Engagement

    It can be easy to respond to patients only when they engage with us. What sets certain providers apart is the ability to create better relationships with patients by taking a more proactive approach to customer service. The idea that is that the organization can provide value to a patient even when they do not realize it can help expand the ongoing relationship.

    Patients trust providers with their health and well-being. This dynamic of the industry makes it even more important that the level of patient service be unique. The contact center has tools in place to help provide necessary responses to incoming interactions along with more creative outbound notifications. As the social media trend evolves, more and more organizations are using this channel to engage with customers. The same holds true with provider opportunities. Thanks to social media, patients can get additional insight about almost everything from their healthcare providers, which was previously not available.

    Additionally, proactive reminders through multichannel options like SMS, mobile applications, and email can help patients feel more in touch and educated on their health. From pre-op to post-op, to prescription reminders, to basic ‘just checking in’, automated outbound communications can serve as a great tool to talk to patients without requiring the human resources to do so.

    Call to Action

    Through increased integration, improved customer service strategies, and assessment of current business processes, organizations can make the decision to move to a more innovative and proactive strategy for patient engagement. What separates the healthcare industry from others is the idea that healthcare providers are dealing with real people, their health and well-being, and trying to do what is best for them. The services being rendered and sold are much more sensitive in nature, so a quality patient journey can be the perfect place to add personalization and care to services. And the contact center or patient service centre can serve as a great starting point and central location for this change. 

    About the author: Shaheen Haque is the Territory Manager, Middle East & Turkey at Interactive Intelligence. Originally from Bangladesh, he spent his early years being educated in London, UK and subsequently has worked in the UK and Europe for predominantly US software companies since graduating from University in 1993. The list of organizations includes SPSS (now IBM), LBS, Oracle, Seagate Software, AppSmart Software. It was his job with Micromuse (now IBM) that first brought him to Dubai. After his stint in Micromuse, he worked with IBM Middle East for a while in the Tivoli division. Then in 2007 he joined Interactive Intelligence when the company opened its first Middle East office in Dubai Internet City.

    Edited by Maurice Nagle


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