Cisco 820-605 Exam Dumps & Practice Test Questions
Question 1:
Which of the following best describes a "use case" in the field of systems analysis and software engineering?
A. A comparison between the advertised features of a product and the customer's actual experience with it
B. A series of actions or events that a user follows to accomplish a task
C. A detailed sequence of interactions between a user (or role) and a system aimed at achieving a specific objective
D. A step-by-step guide that users follow to operate a software application
Answer: C. A detailed sequence of interactions between a user (or role) and a system aimed at achieving a specific objective
Explanation:
In systems analysis and software engineering, a use case describes how a system interacts with users (or other systems) to achieve a specific goal or objective. It focuses on the interactions between the system and the user (or actor) in various scenarios and outlines the expected behavior or functionality of the system. Use cases are typically documented in use case diagrams or written descriptions, and they help to capture the requirements of the system from a user’s perspective.
Why the other options are less suitable:
A. "A comparison between the advertised features of a product and the customer's actual experience with it" – This describes a product evaluation or customer feedback process, not a use case.
B. "A series of actions or events that a user follows to accomplish a task" – This is somewhat close but not as specific. A use case includes not only a series of actions but also a detailed sequence of interactions and potential alternate flows that might occur during the interaction.
D. "A step-by-step guide that users follow to operate a software application" – This is closer to a user manual or instructional guide but not a use case. A use case describes interactions between users and the system, not operational instructions.
The correct answer is C, as a use case represents a detailed sequence of interactions between a user (or role) and a system to achieve a specific goal or objective.
Question 2:
In the context of evaluating business performance and customer outcomes, which of the following is primarily used to measure success or track achievement of business goals?
A. Key Performance Indicators (KPIs)
B. Milestones
C. Metrics
D. Benchmarks
Answer: A. Key Performance Indicators (KPIs)
Explanation:
Key Performance Indicators (KPIs) are metrics specifically used to evaluate the success of an organization in achieving its business objectives. KPIs are carefully selected indicators that reflect the critical success factors of an organization, and they are directly aligned with the company’s goals. These are used to track progress toward specific objectives and assess performance over time.
Why the other options are less suitable:
B. Milestones: Milestones represent significant points or events in a project or process. While milestones are important in tracking project progress, they don’t measure performance against business goals in the same way KPIs do.
C. Metrics: Metrics are data points used for various purposes, including performance tracking. While KPIs are a type of metric, not all metrics are KPIs. Metrics can be broad in scope, including operational data, but KPIs are specifically focused on business success.
D. Benchmarks: Benchmarks are standards or points of reference for comparison. While benchmarks are useful for assessing where a business stands relative to industry standards or competitors, KPIs are directly used to track and measure success against specific organizational goals.
The most appropriate answer is A, as Key Performance Indicators (KPIs) are the tools specifically designed to measure success and track the achievement of business goals.
Question 3:
When newly appointed leadership advocates for a competitor’s solution despite the existing system's ongoing use, what is the most strategic response?
A. Reassess and communicate the business value currently provided by the existing system.
B. Stress that the current solution has a lower overall cost compared to competitors.
C. Schedule a high-level meeting to collaboratively assess the risks of switching to the competitor’s solution.
D. Emphasize the long-standing relationship between your company and the customer.
Answer: C. Schedule a high-level meeting to collaboratively assess the risks of switching to the competitor’s solution.
Explanation:
The best strategic response in this situation is to schedule a high-level meeting to collaboratively assess the risks of switching to the competitor’s solution. This approach allows you to engage with leadership in a discussion that focuses on the potential risks, challenges, and implications of moving to the competitor’s solution. It opens up a constructive dialogue where you can present facts, such as the business value and stability of the current system, and allow leadership to make a well-informed decision.
Why the other options are less suitable:
A. Reassess and communicate the business value currently provided by the existing system: While it is important to communicate the business value of the existing system, doing so in isolation may come across as defensive rather than collaborative. It's important to involve leadership in a discussion that explores all options, not just defending the status quo.
B. Stress that the current solution has a lower overall cost compared to competitors: While cost is an important consideration, emphasizing this argument alone may not be effective if the competitor's solution offers perceived strategic advantages or better alignment with future business goals. Focusing purely on cost could overlook the broader picture of value, innovation, and strategic fit.
D. Emphasize the long-standing relationship between your company and the customer: While relationships are important, this argument may not carry weight if the competitor's solution appears to offer better technological capabilities or future-proofing. Leadership will likely be more concerned with business outcomes and strategic alignment than the longevity of a partnership.
The most strategic response is C, because it encourages a collaborative and thoughtful evaluation of the potential risks and impacts of switching solutions, giving leadership the necessary information to make an informed decision based on the full picture.
Question 4:
As an IT consultant working with Easternbank, the Director of IT Policy and Governance has expressed concerns about the low engagement and adoption of a newly implemented collaboration platform. A meeting has been scheduled to discuss and enhance the platform's adoption. To ensure the meeting is effective, you need to present accurate reports on user engagement.
Which reports will provide the most relevant insights into the platform's usage?
A. User registration numbers, bandwidth utilization, and number of training sessions attended by users
B. User registration numbers, service logs, and total user count
C. User registration numbers, meetings initiated by users, and meetings joined by users
D. Network utilization, meetings initiated by users, and user count
Answer: C. User registration numbers, meetings initiated by users, and meetings joined by users
Explanation:
To effectively address the Director’s concerns about low engagement and adoption, the most relevant data to present would focus on actual user interactions with the collaboration platform, particularly its primary functionality — meetings.
User registration numbers will show how many users have registered for the platform, giving an insight into adoption rates.
Meetings initiated by users shows how actively users are creating or starting meetings, indicating the platform's engagement in terms of user activity.
Meetings joined by users indicates how many users are participating in meetings, providing insight into the platform's use for collaboration, which is likely one of the main purposes of the platform.
These metrics will provide a clear view of user engagement and adoption specific to the platform's core functionality — collaborative meetings.
Why the other options are less suitable:
A. User registration numbers, bandwidth utilization, and number of training sessions attended by users: While training attendance is useful, it doesn't directly indicate actual platform usage or engagement. Bandwidth utilization might reflect technical performance but not user engagement or adoption.
B. User registration numbers, service logs, and total user count: Service logs may provide insight into technical activity, but they do not directly show how users are interacting with the platform (e.g., how many users are actively engaging in meetings). The total user count and user registration numbers give some information but not enough about actual engagement.
D. Network utilization, meetings initiated by users, and user count: Network utilization is more of a technical metric and does not directly reflect engagement or the success of the collaboration platform in terms of user interaction.
C is the best choice as it focuses on key user behavior metrics — specifically engagement with the core features of the collaboration platform (i.e., user registration, meetings initiated, and meetings joined) — which directly reflects adoption and usage.
Question 5:
When implementing a new system or solution in an organization, which two factors are the most significant barriers to successful adoption? (Select two.)
A. A shift in the company’s sales strategy towards a new product line
B. Insufficient understanding or knowledge of the new solution
C. Organizational communication via formal announcements
D. Issues encountered during the implementation phase
E. Problems related to staffing and recruitment
Answer: B. Insufficient understanding or knowledge of the new solution
D. Issues encountered during the implementation phase
Explanation:
B. Insufficient understanding or knowledge of the new solution:
When employees or users do not fully understand how the new system works or how it benefits their roles, adoption becomes challenging. Proper training and understanding are crucial for successful adoption. A lack of knowledge can lead to resistance, confusion, and low engagement with the new system.
D. Issues encountered during the implementation phase:
Problems during the implementation phase, such as technical difficulties, delays, or integration issues, can significantly hinder adoption. If the system is not working as expected or is hard to use, employees may lose confidence in the system and may not be willing to adopt it, leading to poor overall success.
Why the other options are less relevant:
A. A shift in the company’s sales strategy towards a new product line:
While a shift in strategy could affect priorities or resources, it doesn't directly impede adoption of a new system. It's more of an external factor that may influence resource allocation, but not necessarily a barrier to adoption in and of itself.
C. Organizational communication via formal announcements:
Communication about the new system is important, but formal announcements by themselves don't pose a significant barrier if they are part of a larger change management and training plan. Good communication can actually support adoption rather than hinder it.
E. Problems related to staffing and recruitment:
While staffing issues can affect resources or capacity, they aren't directly tied to adoption of a specific system unless the staff is inadequately trained or unable to use the system due to lack of personnel. However, this is generally more of an organizational challenge than a barrier to adoption of a new solution.
The two most significant barriers to adoption in this case are B (insufficient understanding or knowledge of the new solution) and D (issues encountered during the implementation phase), as they directly impact the effective use and acceptance of the new system.
Question 6:
Which scenario best highlights a barrier to user adoption when deploying a new technology or collaboration solution in an organization?
A. The company lacks enough software licenses to accommodate the employees of a newly acquired subsidiary.
B. The CIO requires that all departmental leaders complete training before the collaboration tool is launched.
C. Budget constraints prevent extending the solution to the company’s new branch.
D. Employees refuse to adopt the new solution and continue using an unofficial social media platform for communication.
Answer: D. Employees refuse to adopt the new solution and continue using an unofficial social media platform for communication.
Explanation:
D. Employees refuse to adopt the new solution and continue using an unofficial social media platform for communication:
This scenario directly reflects a barrier to adoption. Even though a new collaboration solution is introduced, the employees are resisting its use and choosing to use an unofficial tool (like social media) instead. This indicates a lack of acceptance and engagement with the new system, which is a key challenge when implementing new technology. Overcoming this barrier often requires addressing issues such as user resistance, lack of training, or concerns about the new tool’s usability.
Why the other options are less relevant:
A. The company lacks enough software licenses to accommodate the employees of a newly acquired subsidiary:
While this could pose a logistical or financial challenge, it's not primarily a barrier to adoption. The issue here is more about resource allocation and licensing availability, not the employees' willingness or ability to use the solution.
B. The CIO requires that all departmental leaders complete training before the collaboration tool is launched:
This is a proactive step taken to ensure successful adoption by having leaders trained first. While it might delay the rollout, it ensures the leaders are prepared to guide their teams in using the tool. This is generally a positive approach for promoting adoption.
C. Budget constraints prevent extending the solution to the company’s new branch:
Although this scenario points to financial limitations, it doesn't directly highlight an adoption issue. It's more of a resource limitation affecting the broader deployment rather than a problem with user engagement or the actual use of the technology.
The most significant barrier to adoption is D because it directly addresses employee resistance and the refusal to use the new solution, which is a common challenge when introducing new technologies in an organization.
Question 7:
Customer A, a large enterprise with 120,000 employees, is transitioning from a 20-year-old, highly personalized video conferencing system managed by 21 staff members worldwide. The customer has invested in a new, cost-effective self-service solution aimed at improving communication and business innovation.
What two significant barriers is the customer likely to encounter during this transition? (Select two.)
A. Technical barrier
B. Cultural barrier
C. Process barrier
D. Product barrier
E. Cost barrier
Answer: B. Cultural barrier and C. Process barrier
Explanation:
B. Cultural barrier:
The transition from a highly personalized system to a self-service solution will likely face resistance from employees who are accustomed to the old system. Employees may be reluctant to adopt the new solution because it may feel impersonal or lack the features and customization they were used to. Furthermore, employees may need to change long-standing habits or work methods, which can be difficult in a large organization. Overcoming cultural barriers often requires leadership buy-in, change management efforts, and user training.
C. Process barrier:
With the switch from a personalized video conferencing system to a cost-effective self-service solution, the organization will need to revise existing processes for setting up, managing, and supporting video conferences. The new system might require changes to workflow and support models. The new approach may be more automated but will need a different mindset and process management structure. Employees may find it challenging to adapt to new processes or tools, requiring careful planning and communication to ensure a smooth transition.
Why the other options are less relevant:
A. Technical barrier:
The technical barrier seems less likely to be significant if the new solution is cost-effective and intended to improve communication. As long as the technical infrastructure supports the new self-service solution (which it likely will in this case), the transition should not face major technical challenges. The enterprise is likely investing in a solution that can scale with its size, meaning the technical integration should be manageable.
D. Product barrier:
The product barrier could be a concern if the new system does not meet the functional needs or features of the old system. However, the scenario suggests that the product was chosen to improve communication and innovation, meaning it is designed to meet the needs of the organization. This makes the product barrier less of an issue in comparison to cultural and process challenges.
E. Cost barrier:
The customer has already invested in a cost-effective solution, so the cost barrier is unlikely to be a significant concern. The investment in the solution has been made with the intention of improving the organization's communication, which suggests that the financial aspect is already addressed.
The two most significant barriers are likely to be B. Cultural barrier and C. Process barrier because the organization is transitioning from a highly personalized system to a self-service, cost-effective solution. These changes will require cultural adaptation and adjustments to existing workflows in order to fully realize the benefits of the new system.
Question 8:
What are the most effective sources for identifying customer adoption barriers?
A. Data, customer health score, intuition
B. Conversations, data, customer health score
C. Observations, conversations, data
D. Intuition, observations, data
Answer: C. Observations, conversations, data
Explanation:
The most effective sources for identifying customer adoption barriers are observations, conversations, and data because each source provides critical insights into the customer experience from different perspectives:
Observations: By observing how customers interact with a product or solution, you can identify pain points, challenges, or behaviors that indicate adoption barriers. For example, you may observe where users struggle with the interface or where they tend to abandon tasks. These observations give valuable clues about the usability and effectiveness of the solution.
Conversations: Talking directly to customers (whether through surveys, interviews, or support interactions) allows you to gather qualitative insights into their frustrations, needs, or expectations. These conversations are crucial in understanding the reasons behind resistance to adoption.
Data: Quantitative data, such as usage patterns, user activity metrics, and customer feedback scores, can highlight areas where engagement drops or where there is a lack of adoption. Analyzing this data can reveal trends and correlations, making it easier to identify systemic barriers.
Why the other options are less effective:
A. Data, customer health score, intuition:
While data and customer health score are valuable, relying solely on intuition can lead to incorrect assumptions. Intuition may not be as reliable as conversations and observations, which provide more objective and actionable insights.
B. Conversations, data, customer health score:
Although this option includes conversations and data, it lacks the important component of observations, which offer direct insights into how customers interact with the product in real-time. Observations often reveal issues that conversations or data alone might miss.
D. Intuition, observations, data:
While observations and data are useful, intuition can be subjective and unreliable for identifying adoption barriers. It should be used cautiously and in conjunction with more concrete sources of information.
The most effective sources for identifying customer adoption barriers are C. Observations, conversations, and data because they provide a comprehensive and balanced understanding of customer experiences and challenges, both qualitatively and quantitatively.
Question 9:
When a Customer Success Manager (CSM) encounters an obstacle hindering a customer’s adoption of a technical solution, who should they collaborate with to resolve the issue?
A. Customer Success Specialist
B. Technical Engineer
C. Sales Engineer
D. Solutions Product Manager
Answer: B
Explanation:
When a Customer Success Manager (CSM) faces an obstacle that affects the customer’s ability to adopt a technical solution, the most logical person to collaborate with is the Technical Engineer. The CSM’s role is focused on ensuring customers are successful and satisfied with the product or service, but they may not always have the technical expertise needed to troubleshoot or solve complex technical issues. A Technical Engineer is typically equipped with the knowledge and skills to address these challenges directly, as they understand the system's inner workings, potential bugs, or configurations that could be hindering adoption.
Collaboration with the Customer Success Specialist (A) could be helpful if the issue is related to customer engagement or understanding the product, but the problem at hand seems to be more technical in nature, requiring expertise beyond general customer success tasks. The Sales Engineer (C) usually plays a role in pre-sales, offering technical demonstrations and helping close deals. While they are valuable in the sales process, they are not the most appropriate person for post-sales adoption issues. Similarly, the Solutions Product Manager (D) typically focuses on overall product strategy and roadmap, rather than day-to-day technical support. They may assist if the issue involves a larger product gap or a new feature request, but for immediate, technical resolution, a Technical Engineer is the best choice.
By collaborating with the Technical Engineer, the CSM can work towards a swift resolution, ensuring the customer can move forward with the solution and continue deriving value from the product.
Question 10:
In a scenario where a company is struggling to achieve its desired outcomes with a new software system, what would be the most effective first step to understand the core issue?
A. Reviewing user feedback and identifying pain points
B. Conducting a cost-benefit analysis of the new system
C. Reassessing the initial goals and objectives for the software implementation
D. Comparing the software’s performance to industry standards
Answer: C
Explanation:
When a company is struggling to achieve its desired outcomes with a new software system, the most effective first step is reassessing the initial goals and objectives for the software implementation. This is because the root cause of the problem may stem from unclear, unrealistic, or unmet expectations set during the initial planning phase. By revisiting the original goals, the company can identify whether those objectives were defined correctly and whether they still align with the company’s current needs.
Reassessing the goals will help determine if the software system was ever intended to meet the right outcomes or if the implementation process itself needs to be restructured. This step ensures that the focus remains on solving the underlying problem rather than jumping into other solutions that might be addressing symptoms rather than the core issue.
While reviewing user feedback and identifying pain points (A) can certainly help, this step is often more useful once the goals have been reassessed. User feedback is valuable, but it can be biased or incomplete if the problem isn’t properly understood at a strategic level first. If the initial goals and objectives were not clearly defined, feedback may lead to confusion rather than providing actionable insights.
Conducting a cost-benefit analysis (B) might be useful after the goals have been reassessed to evaluate whether continuing with the current system is cost-effective. However, this is secondary to understanding whether the software is meeting the organization’s core needs, which starts with reassessing the goals.
Finally, comparing the software’s performance to industry standards (D) may be valuable as a long-term strategy to measure success against competitors or benchmarks, but it does not directly address whether the software is fulfilling the specific needs of the organization in question. Without understanding the company’s own goals first, this comparison could be misleading.
In conclusion, the first step should always be to reassess the initial goals and objectives. This ensures that the right focus is placed on addressing any gaps in alignment between the software’s capabilities and the company’s strategic needs. Once the goals are clarified, other steps like user feedback analysis or cost-benefit evaluation can follow.
