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Test Number : 600-210
Test Name : Implementing Cisco Service Provider Mobility UMTS Networks (SPUMTS)
Vendor Name : Cisco
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600-210 test Format | 600-210 Course Contents | 600-210 Course Outline | 600-210 test Syllabus | 600-210 test Objectives


Exam Name : Implementing Cisco Service Provider Mobility UMTS Networks
Exam Number : 600-210 SPUMTS
Exam Duration : 90 minutes
Questions in test : 65-75
Passing Score : Variable (750-850 / 1000 Approx.)
Recommended Training : Implementing Cisco Service Provider Mobility UMTS Networks – (SPUMTS)
Exam Registration : PEARSON VUE
Real Questions : Cisco 600-210 Real Questions
VCE practice test : Cisco Service Provider Mobility UMTS to LTE Specialist Practice Test

GPRS/UMTS 3%
1 Understand and describe GSM/GPRS and UMTS architecture
SS7 GTT/MAP 11%
1 Describe application of SS7 in wireless networks
2 Describe SIGTRAN protocol stacks (M3UA) and MTP3 based routing
3 Describe SCCP layer and Global Title Translation (GTT) mechanism
4 Analyze Global Title Translation (GTT) Case studies in mobile
5 Describe Application layer protocols
Tunneling Protocols (GTP) 15%
1 Describe the basics of GTP and packet structure
2 Identify different versions of GTP and compare them
3 Describe GTP tunnel, location and mobility management messages and their relevance
4 Describe failure and Recovery procedures
5 Configure GTP end points between UMTS nodes and LTE nodes
6 Troubleshoot GTP
SGSN (3G UMTS Node) 20%
1 Network functions 2G/3G SGSN and call flows
a) Describe SGSN architecture and interfaces
b) Identify SGSN functions
c) Describe protocol stacks and procedures
d) Describe mobility management signaling and call flows
e) Describe session management signaling and call flows
f) Describe GS interface procedures
g) Describe Gd interface procedures

2 Configuration
a) Configuration of IU interfaces over both IU/IP and IU/ATM
b) Configuration of the Gr interface for both narrow band SS7 and sigtran
c) Configuration of the Gn /Gp interface
d) Configuration of the Gs interface towards the MSC
e) Configuration of the Gb interface
f) Configuration of the Gd interface
g) Describe SGSN Operator policy structure and feature sets
h) Configure SGSN Operator policy and feature sets
i) Troubleshooting SGSN configurations

3 Policing architecture
a) Describe SGSN pooling, key benefits and design considerations
b) Configure SGSN pooling
c) Describe offloading mechanism in pooling
d) Configure MSC pooling architecture
e) Describe MSC offloading in an SGSN pooled network

4 Direct tunnel
a) Implement direct tunnel in a SGSN network
b) Explain subscriber movement from one tunnel to two tunnel functionality
c) Troubleshooting Direct tunnel

5 Network sharing
a) Describe and implement MOCN architecture
b) Describe and implement GWCN architecture

6 Security functions
a) Describe GSM and UMTS security principles
b) Describe different security architecture in UMTS

7 QoS functions
a) Describe session management QoS functions
b) Describe R99 and R97 QoS Conversion
c) Configure QoS negotiations and override function

8 S4-SGSN
a) Describe evolution to S4-SGSN
b) Describe Mobility management signaling and call flows for S4-SGSN
c) Describe location management signaling and call flows for S4-SGSN
d) Describe location management signaling and call flows for S4-SGSN
e) Configure basic S4-SGSN
f) Troubleshooting S4-SGSN

Diameter (MPC centric) 12%
1 Define and understand diameter base protocol
2 Understand transport layer functionality of diameter protocol
3 Understand and implement diameter routing agents
4 Understand diameter peer discovery
5 Understanding diameter message processing
6 Understanding diameter error handling mechanism
7 Describe and understand diameter re-authorization procedure
8 Describe and understand DCCA model
Tunneling Protocols (Others) 13%
1 Basics of tunneling and encryption
a) Identify application of tunneling in wireless data networks
2 GRE
a) Identify applications of GRE in wireless data networks
b) Configure GRE tunnels
c) Troubleshoot GRE tunnels
3 Layer 2 Tunneling Protocol (L2TP)
a) Identify applications of l2TP in wireless data networks
b) Describe LNS selection and load balancing
c) Describe L2TP over IPSec
d) Configuring L2TP tunnels
e) Troubleshoot L2TP tunnels
4 Internet Protocol Security (IPsec)
a) Configure IPSec tunnels on the GGSN
b) Identify applications of IPSec tunnels as applied to Mobile wireless networks
c) Describe IPSec for IPV6
d) Troubleshoot IPSec
5 MPLS over BGP
a) Describe MPLS over BGP in Mobile Packet Core Networks
b) Configure MPLS over BGP
c) Troubleshoot MPLS over BGP
GGSN (3G UMTS node) 13%
1 Architecture Overview
a) Identify key functions of the GGSN, and also understanding of the various interfaces 2 Implement Gn/Gp Interface
a) Describe GTP protocol
b) Describe call flows for mobility management/session management
c) Configure Gn/Gp Interface
d) Troubleshoot Gn/Gp Interface
3 APN
a) Identify various IP address allocation mechanisms
b) Describe the concept of virtual APNs
c) Describe IP source address validation and access control list
d) Configure APN
e) Troubleshoot APN
4 Implement Gx Interface
a) Identify important diameter AVPs needed for Gx
b) Describe basic Gx call flows
c) Configure Gx interface
d) Troubleshoot Gx interface
e) Configure failure handling modes
f) Selection of OCS based on static configuration, RADIUS attributes and PCRF
g) Describe out-of-quota redirection handling
5 Implement Gy Interface
a) Identify important diameter AVPs needed for Gy
b) Describe basic Gy call flows
c) Configure Gy interface
d) Troubleshoot Gy interface
e) Identify and describe common policy use cases
f) Configure failure handling modes
g) Configure usage monitoring over Gy
6 Implement AAA Interface
a) Describe basic AAA authentication and accounting call flows
b) Identify and describe important RADIUS attributes for authentication and accounting
c) Configure AAA interface
d) Troubleshoot AAA interface 7 Internetworking with non-3GPP access networks
a) Describe non-3GPP IRAT handovers to GPRS/UMTS networks
b) Configure Gn' interface
c) Troubleshooting non-3GPP access networks
8 Gi interface
a) Configure and implement various IP transport types
b) Configure and implement static and dynamic routing protocols
Inline Services 13%
1 Packet inspection
a) Explain common L7 applications
b) Describe packet processing by the traffic inspection engine
c) Describe and configure rules to be used for traffic inspection
d) Describe and configure charging rules
e) Configure charging policies
f) Design and configure rulebases, and the priorities for the rules and their corresponding charging policies
g) Describe handling of VOIP traffic
h) Configure post processing rules
i) Troubleshoot packet Inspection
2 P2P detection
a) Configure the rules for the various P2P applications
b) Describe mechanism of updating the software to detect newer P2P applications
3 Content filtering
a) Describe the various content filtering mechanisms available
b) Describe ICAP protocol
c) Configure content filtering
d) Troubleshoot content filtering
4 Firewall policies
a) Describe the basics of stateful attacks
b) Configure access rules
c) Troubleshoot firewall policies
5 NAT
a) Configure NAT IP Pools, and Port Chunk Groups to be used
b) Configure the NAT accounting records
c) Troubleshoot NAT
6 Event-based charging
a) Configure Event Data Records (EDRs)
b) Configuration flow based charging records (Enhanced GCDR Records)
c) Describe report generation using EDRs for different types
7 Fraud detection
a) Describe DNS snooping
b) Explain the various mechanisms available for detection of tethered traffic
c) Describe updating the database for the list of known tethered devices
d) Configure fraud detection
e) Troubleshoot fraud detection
8 HTTP header enrichment
a) Describe HTTP header enrichment
b) Configure HTTP header enrichment
c) Troubleshoot HTTP header enrichment



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Cisco Provider boot camp

With the deliberate championing of women, India Inc thrives | 600-210 PDF obtain and PDF Braindumps

When Vinusha Vasudevan turned into seeking to get back to work after a five-yr-smash, taken to accompany her husband for an offsite job posting, she wasn’t even making it to an interview room. “corporations are wary of individuals who've taken a destroy… I had labored as a challenge supervisor prior, however individuals have been telling me that i would have to trust a junior position,” she says. issues were searching hopeless until she heard about PayPal’s Recharge programme. 

beneath this annual programme, one hundred women from each area in Bengaluru and Chennai, who wish to re-be part of work are invited to a one-day workshop with a number of periods and interactions. Out of this neighborhood, 30-forty girls are shortlisted for a boot camp, of which 10-15 are selected for positions at PayPal. Vasudevan aced it and now works as an engineering programme supervisor at PayPal’s Bengaluru facility. 

Vasudevan has shown first rate tenacity. usually, in India, women readily decide out and the circumstance appears to have worsened over the past decade. A study by means of one in all United nations’ groups showed that, between 2006 and 2020, the participation of women in their labour force has fallen embarrassingly — from 34% to 24.eight%. Between celebrating Indra Nooyi’s appointment as PepsiCo’s CEO (in 2006) and trying to silence Gunjan Saxena’s story with the aid of petitioning in opposition t it, whatever thing has basically modified.

while the percentage of women in the workforce is thinning, the percentage of girls protecting senior positions in organizations has remained pathetically low. according to a 2019, credit score Suisse Gender 3000 record, ladies occupy handiest 15% of the board seats in India and 3% of the C-suite roles. The record surveyed 3,000 groups across 56 nations, and India’s numbers earned it the twenty third rank on the listing. here is despite the Securities and change Board of India (SEBI) mandating that there should still be at the least one independent women director on the board of exact, listed organizations. really, even a month earlier than the closing date of making these appointments, 20% of the correct 500 listed organizations via market capitalisation hadn’t finished so. This covered PSUs, outstandingly performing businesses and legacy groups. Nothing — now not the backing of a sovereign state or a superb stability sheet or the years of adventure — seemed to provide these organizations enough confidence to let ladies have one seat at the desk. 

In such an ambiance, any initiative to include women in the personnel and in management roles is welcome and even value applauding. hence, via this article, they study businesses huge and small that have long past the further mile towards diversity and inclusion (D&I). They discover what they're doing and how it is helping them. 

Neha Bagaria, founding father of ladies’s only job web page JobsForHer, says these few organizations are a part of a growing to be sentiment that women are a poorly tapped ability pool. “once I started JobsForHer in 2015, there become a lot of bias round women who had taken a damage of their careers,” she says. today, there are as a minimum 50 corporations which are focused on hiring returnee girls who might also have taken a break due to pregnancy or other own factors. 

Anupam Trehan, head-HR (India and SAARC), Cisco, says, “in case you appear on the background round range, loads of it is anchored from a compliance standpoint. The shift has begun in organisations the place the focus isn't best on having diverse illustration within the body of workers however additionally on building an inclusive ambiance to assist personnel be a hit,” she says. Cisco, Trehan says, is focusing on creating a collaborative work atmosphere with materials and help companies such as those for personnel with children who've particular wants and for those coping with health challenges. 

For such initiatives to prevail, they ought to be adopted by means of each person within the agency. Sandhya Ramesh, lead-range and inclusion, first rate location to Work® Institute, an initiative that works to create an inclusive, high-performance tradition across quite a few corporations and puts out an annual checklist of choicest places of work for WomenTM, says, “Working with over 1,000 businesses in India, has made us understand that creating a great vicinity to Work® for all is a conscious option made via leaders, managers and personnel each day. From accessibility of their place of work to the way in which they have interaction with their colleagues, office culture may still be guided by meaningful guidelines that are respectful of all individuals who're part of the gadget.”

mother lode

experts say that one big change that helped women in India was the amendment to the Maternity benefit Act, which supplied further support akin to increasing maternity depart from 12 weeks to 26 and making certain that every establishment with over 50 employees has a crèche service. most of the larger organizations equivalent to PepsiCo, HUL and Genpact have tied up with crèche provider Klay for each onsite and nearside amenities.

ladies usually tend to come again to work now and corporations are much less reluctant to hire them. really, companies equivalent to PayPal with its Recharge programme and Intuit with Intuit once more, which is geared toward women technologists, go out of their way to guide such candidates. “probably the most questions they requested ourselves are how can they help bring more ladies into the workforce of the longer term? How can they foster diversity and an inclusive ambiance with purpose?” says Jharna Thammaiah okay, director HR, Intuit India.

international real estate enterprise Cushman & Wakefield has brought a travel coverage for returnee moms who are still nursing and need to focus on their baby. “Any lady employee who's visiting for work can take her newborn and a caretaker — whether it's the nanny, the husband or any one within the family, and the total commute and dwell charge are looked after by using the enterprise,” explains Deepali Bhardwaj, government director of human supplies at Cushman & Wakefield. 

beginning them younger

according to the realm economic discussion board, lower than 30% of the realm’s researchers are ladies and handiest a third of female college students decide to study bigger schooling courses in subjects corresponding to math and engineering. hence, certified believe that constructing a gender-balanced pipeline is standard to developing a diverse place of work. hence, PayPal’s women in Tech programme goes to schools, peculiarly executive schools, and brings girl students to their service provider each year. Jayanthi Vaidyanathan, director of human elements at PayPal, says, “We put them through a mini boot camp and teach them about what they do, expose them to their business the place they have interaction with role fashions in order that they increase an pastime in tech.” The company additionally invites dependent ladies achievers to engage with the babies.

similarly, EY globally runs a corporate women in Finance competitors, which recognises talented young girls pursuing finance. The competitors runs at nation and world tiers, and the countrywide winner represents India globally. “This three to 4-month-lengthy engagement allows participants to work on company challenges, gain world point of view and assist build an improved working world,” explains Vineeta Raghuwanshi, associate director-human substances, EY India. The multinational has additionally launched an initiative known as RecruitHer. under the initiative, they connect with ladies aspirants and provide them an publicity to the tradition of EY through web page visits and different on-line sessions. The company says that they've additionally sensitised hiring managers to make certain no biases creep up during the interview procedure. “Ever on the grounds that the launch of RecruitHer, the girls-hiring percent has proven an upward vogue of 1% YoY,” says Raghuwanshi.

Bringing about gender diversity in manufacturing, Alstom’s MD for India and South Asia, Alain Spohr, says is challenging given the restrained number of girls in mechanical, industrial, electrical or digital engineering streams. In 2018, a analyze via Consulate established of Sweden in India found that ladies kind handiest a measly 3-12% of the field’s body of workers. however Alstom has dedicated, as a part of its international 2025 vision, to have girls form 25% of its team of workers power. at present Alstom has round 13% girls manufacturing unit people across 4 places including Sri city (Andhra Pradesh) and Madhepura (Bihar) who work across fields reminiscent of satisfactory, provide chain, meeting and construction. Globally, as on March 31, 2020, the business had 21.four% of ladies team of workers throughout managerial and skilled roles. In India, over sixteen% of its employees are women (with industrial sites accounting to greater than 13%).

a different business that's attempting to shake free off its sector’s legacy is Max lifestyles. “in the assurance sector, lots of the work is in the front conclusion. there's an essential need to talk over with purchasers, frequently over the weekends and often later within the evening when the client is returned from work, which makes it a bit more challenging for women personnel,” says Shailesh Singh, its director and chief americans officer.

Max life set about righting it “brick via brick” starting with educating the leadership group. They then labored to conclusion the bias in hiring, prolonged leaves and gave more incentives to employ girls. almost 80% of their employees are in the revenue force the place basically forty five% of their earnings brokers are ladies, “which is one of the maximum within the inner most lifestyles insurance phase,” he says. the proportion of ladies on the business’s rolls has expanded from 16% to 50% and Max lifestyles has two ladies-most effective departments, one in Mumbai and the other in Delhi.

anyway removing hiring biases that work in opposition t ladies, a number of agencies are placing in vicinity programmes to groom girls leaders. At HP, through their initiative titled Disha, they opt for gifted girls from diverse constituents of the company and put them via a six-month complete leadership programme, during which they attend workshops and discussions, and also work on a true-time venture. anyway that, these ladies are also assigned a mentor and a coach. “At HP India they consider in grooming their ladies employees to tackle management positions. The India leadership group is extremely dedicated and leads the way on this!” says Saroj Pathak, chair – range and Inclusion Council, HP India. on account that 2017, including the primary batch that had 37 girls, three batches of girls have accomplished their practising. The 2020 batch is in growth. 

At Accenture, too, there is a programme, known as the high-Tech women, to quick-song the careers of excessive-performing women into the position of Technical Architects. “under this 18-month programme, Accenture identifies excessive-performing women personnel at mid-career levels and supports them through unique practising and mentorship. greater recently, the programme has a renewed focal point on fast-tracking the profession of women technologists in new technologies comparable to AI, automation and blockchain amongst others,” says Lakshmi C, managing director and lead - human materials, Accenture India.

Pandemic exigency

COVID-19, many from the industry say, has helped push business agendas on variety and inclusion in the right direction. Bagaria says that the work-from-home option extended throughout roles has basically helped. earlier, agencies used to enable this most effective within the reduce ranges reminiscent of for tele-earnings, records entry or content writing. however now, they're extending this alternative for tech jobs too, such as for utility developers, UI/UX developers, designers and SAP consultants. Many companies are even taking a look at carving out loads of permanent WFH ones. All of this has unfolded alternatives for ladies who've relocated to Tier-II or Tier-III cities put up marriage.

To help WFH moms, certain programmes are being tried out reminiscent of Monsoon Magic at client monetary functions business Synchrony. via this, the company hosts virtual are living pursuits throughout subjects similar to arts, science, cooking and fitness for 4 to 14-12 months-ancient toddlers of employees. they've additionally concerned those within the 15- to 18-year age bracket in a a company externship programme, to assist with live content and programming.

all of the companies that Outlook business spoke with agreed that unconscious bias turned into one of the largest challenges that businesses have been facing when it got here to merchandising gender diversity. This trade, Bagaria says, can come through together with extra different contributors in determination-making — from these in interview panels to those in boards. “presently, the general working person in a company is a man. So, all the guidelines and programmes are constructed around men. if you are looking to get extra women in, you're going to must alternate the guidelines of the game. That requires effort and somebody at the good asserting that they care ample to make that alternate ensue,” she says. 

Bagaria provides that, when it comes to range, subsequently it isn't almost “equality” however somewhat “fairness”, it's, understanding that every employee is distinct and catering to their wonderful necessities rather than chasing a one-dimension-fits-all.


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