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Salesforce FSLCC : Field Service Lightning Cloud Consultant Exam

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Test Number : FSLCC
Test Name : Field Service Lightning Cloud Consultant
Vendor Name : Salesforce
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About the Exam
Read on for details about the Salesforce Field Service Lightning Consultant exam.
Content: 60 multiple-choice/multiple-select questions and 5 unscored questions
Time allotted to complete the exam: 105 minutes (time allows for unscored questions)
Passing score: 63%
Delivery options: Proctored test delivered onsite at a testing center or in an online testing environment. Click here for information on scheduling an exam.
Prerequisites: Salesforce Administrator credential and Salesforce Service Cloud Consultant credential

Successful completion of the Salesforce Certified Field Service Lightning certification test helps maintain quality and consistency in skills and knowledge within the Salesforce Certified Field Service Lightning community. The objective of the Salesforce Certified Field Service Lightning Consultant program is to test and certify qualified implementation consultants, partners and administrators on their ability to deploy Field Service Lightning to an organization.

The Salesforce Certified Field Service Lightning Consultant program is designed for consultants who have experience implementing Salesforce Service Cloud and Field Service Lightning.

A Salesforce Certified Field Service Lightning Consultant designs and deploys solutions that support customer business processes and requirements using the Field Service Lightning product, managed package, and Field Service Lightning Mobile application. The consultant has field service industry experience, mobile solution expertise, and a solid understanding of the Salesforce core object model.

The Salesforce Certified Field Service Lightning Consultant has the following experience:
1-2 years as a business analyst
1+ years in the field services industry
2+ years of services and support experience
The Salesforce Certified Field Service Lightning Consultant candidate has the experience, skills, knowledge, and abilities outlined below:
Understand the field service lifecycle
Differentiate the Salesforce product lines (Service Cloud, Mobile, Platform, Sales Cloud, Field Service Lightning, Communities, Knowledge)
Build Field Service Lightning solutions that are scalable and maintainable:
Scheduling and optimization
Resource management
Asset management
Inventory management
Work Order and Service Appointments lifecycle management
Contracts, entitlements, and warranties
Mobility (mobile flow use cases)
Service reporting
Maintenance plans
A candidate for this test will likely need assistance with:
Complex schedule/route optimization
Service territories planning and management best practices
A candidate for this test is not expected to know or do the following:
Integration with third-party systems
Custom code such as Apex, Lightning Web Components
Fleet optimization
Mobile deployment (MDM device strategy)
Typical job roles of a Salesforce Certified Field Service Lightning Consultant candidate may include:
Consultant
Mobile Solution Designer
System Analyst
Technical Architect
Service Cloud Administrator
Field Service Operations Manager
Service Desk Manager

Exam Outline
The Salesforce Field Service Lightning Consultant test measures a candidates knowledge and skills related to the following objectives. A candidate should have hands-on experience implementing Salesforce Service Cloud and Field Service Lightning solutions and have demonstrated the application of each of the features/functions below.

Managing Resources: 16%
Compare dynamic versus static crews.
Determine how and when to set up different resource types.
Given a scenario, recommend the appropriate Service Territories and their Members.
Explain the relationships between time sheets, timesheet entries, service resources, and Work Orders.
Demonstrate how to use skills, skill levels, and time-based skills.
Show how to use operating hours for service resources, accounts, work orders, and booking appointments.
Distinguish between FSL license types and when to deploy them.

Managing Work Orders: 23%
Configure Work Order processes, parameters, and Work Types.
Given a scenario, choose the appropriate Resource Preferences.
Apply Products Required to a Work Order.
Analyze how and when to use Work Order Line Items.
Illustrate how to configure Work Order Milestones.
Given a scenario, recommend the appropriate relationship between Service Appointments, Work Orders, and Work Order Line Items.

Managing Scheduling and Optimization: 28% Understand different field service settings for FSL Administrator.
Given a scenario, choose the appropriate action to manage a Service Appointment.
Given a scenario, apply the appropriate life cycle of a Service Appointment required to execute a Work Order.
Decide on the appropriate Schedule Policy to achieve the business requirements.
Given a scenario, determine the appropriate option to execute Complex Work in FSL.
Explain the difference between a multi-day Service Appointment and a standard Service Appointment.
Outline the differences between aerial versus street-level routing.
Given a scenario, determine the appropriate dispatch strategy for an organization.
Compare different filtering options for the Dispatcher Console.
Explain how to set up optimization.
Given a scenario, decide the appropriate type of scheduling service to use.
Given a scenario, decide the appropriate type of optimization service to use.
Understand the usage of Field Service Lightning for DateTime tracking fields.

Configuring Mobility: 10%
Assess the requirements and tools needed to execute a customer sign-off process.
Given a scenario, configure the Field Service app to support key business processes.
Distinguish between Field Service Mobile and Salesforce Mobile app capabilities.
Understand the available FSL Mobile settings.

Managing Inventory: 8%
Given business requirements, distinguish the appropriate price book model for products consumed.
Given business requirements, justify which define the applicable inventory model.
Explain the Return Order object model and process.

Managing Assets: 5%
Apply procedural concepts to maintain and update assets and asset relationships.

Configuring Maintenance Plans: 5%
Given a scenario, recommend the appropriate maintenance plan.

Permissions and Sharing: 5% Understand use cases for different types of FSL permission sets.
Explain how scheduled Service Appointments are shared with service resources.
Understand the differences between user territories and service territories.



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Salesforce Field book

Working on the velocity of want: the way to Lean right into a publish- Pandemic economic climate | FSLCC Latest Questions and Free test PDF

As some of the biggest and most a success businesses in cloud computing, Salesforce helps agencies manage consumer relationships and music income tactics. The company turned into founded in 1999 with the aid of Marc Benioff, who has a web value of about $9 billion today.

Benioff did not comply with the ordinary direction of a huge tech CEO and really received started in the trade right through excessive school by developing an app of his own. He used the money from selling that app to purchase a laptop and begin saving for college lessons. while attending the school of Southern California, Benioff landed an internship with Steve Jobs and ended up taking a job with Oracle after graduation. At Oracle, Benioff grew to become very a success and labored with founder Larry Ellison before developing the concept for Salesforce. Mentor turned competitor when Ellison tried to enhance a really identical company, however Benioff won out and Salesforce has grown wildly over the years. This success is largely credited to the company's skill to adapt to the ever-altering market. One fresh instance of "working on the speed of need" could be acquisition and purchase of Slack, a large communications platform and ecosystem.

Vala Afshar, the chief digital evangelist at Salesforce, has developed an illustrious profession for himself in a box that failed to even exist a few a long time in the past. As a primary-era Iranian refugee, Afshar grew up with two folks who worked two jobs every just to make ends meet. He studied complicated and at last earned a master's diploma in electrical engineering.

For Afshar, getting a superb job at a big, a hit enterprise like Salesforce took a number of serendipitous steps. First, he became drawn to Salesforce as a client because of its "blue collar mentality obsessed [with] learning extra about [their] consumers." He used its functions and preferred the company so tons that he wrote a successful book about it. Then he became patient for about a decade unless its leadership crew provided him the job. If that looks like a lot of work, it's since it turned into, however it also paid off big-time.

Afshar said, "The selections you made five to 10 years in the past is why you are where you at the moment are and the decisions you are making now could be the place you're going to be 5 to 10 years from now. I believe the advice I might supply to my younger self is that it be adequate to seem in the past, just do not stare. there may be an awful lot to be taught. Their surest academics are their remaining mistake. however be forward-looking and be patient. ... there is no silver plate with dream job alternatives ... so wait and see and work hard."

Afshar's method to business is headquartered on working at the "pace of want." This ability that a business must be able to meet changing customer wants as fast as those wants alternate. The Covid-19 pandemic has made this primarily clear as a result of buyers at the moment are brooding about a lot of new elements when making purchases. And when organizations do not meet these new needs, they start to fail.

So how does one go about doing business at the "velocity of want"? you will should watch my full episode at the back of the company to get all the answers. however listed here are some valuable suggestions to aid you be successful:

1. recognize and meet new buyer needs born of the pandemic.

Pre-pandemic, americans by and large considered relevance when determining to make a purchase.  This includes criteria corresponding to how a good deal they will use the product and no matter if it will Excellerate their lives. Now notwithstanding, people are also for the reason that the safeguard and accessibility of constructing that purchase. And if a business does not deliver, they will lose shoppers.

  • protection refers to the Covid protocols in area, including issues corresponding to limiting crowds, mask requirements, options for contactless charge, curbside pickup, etc.
  • Accessibility is tied to safety however is more regarding how handy it is for customers to use new safety facets. if they're offered but elaborate for customers to work out or require a lot of additional steps, then it be no longer accessible.
  • meeting these new demands is commonly going to mean the usage of extra digital functions and discovering creative easy methods to offer your product.

    2. Prioritize the circulate of materials and information.

    Afshar spoke about how he used to have a "silo mentality" of at all times conserving supplies, but his mind-set modified over time and he in its place began specializing in the stream and sharing of components and counsel. Having this healthy stream of potential and skill in a company is the neatest thing a business can do to be triumphant in the pandemic financial system.

    while some companies have adjusted highly quite simply to this, others have struggled. here is mostly related to how at once they got relocating firstly of the crisis. Afshar put forth the metaphor of company development being the equal as a 4x100 track relay race. the primary leg of this relay is always tons slower than the other legs since the first runner starts from a static position, while the others are already in movement when they are handed the baton.

    it really works the identical manner for companies: those that don't seem to be able to make speedy adjustments to their company and don't prioritize the move of capabilities and substances are going to battle to keep up. "it's the difference between first and lifeless ultimate," as Afshar places it.

    for instance, the potential to create a decentralized work atmosphere has been critical in the pandemic. considering the fact that many individuals now should do business from home, working a corporation that can function when its personnel are unfolded has been vital, and those that made a quicker and smoother transition saw greater success ordinary.

    3. Take hiring severely.

    Hiring needs to be a personal method as a result of an employee has greater cost than simply a level. The worker's so-known as aptitude for a job may not always add price to your business as a result of success also depends on personnel' attitudes. Afshar summed this up by announcing that if a job provides the right sort of work ambiance and group, employees are happier because work feels like play. When an worker feels like this, they're likely going to be extra innovative and produce larger fine work. For job-looking for people, finding a job that creates this type of ambiance is also key to your success.

    four. center of attention on constructing your business/personal manufacturer

    ultimately, if you can construct a faithful and professional manufacturer, your company is a great deal more likely to be triumphant. Afshar's favourite definition of believe comes from author Rachel Botsman, who says that "believe is competence plus personality. And competence is ability plus reliability ... personality is integrity plus benevolence." If a company can develop every of those features, it's prone to be successful, but when even one is lacking, the enterprise may additionally delivery to fall in the back of.

    Afshar also emphasizes the value of establishing your own manufacturer. He says that individuals should still at all times take into account of their engagements with others. This capability being appreciative of others when they support you out, retaining relationships with others on your container, and being inclined to chase opportunities devoid of getting over-assured.

    He goes on to clarify that the reality of the be counted is, in cutting-edge digital world, you're always being watched and capabilities employers can see what you do both retroactively and in real-time. here's why or not it's so critical to retain a favorable "digital footprint" freed from doubtlessly regrettable content material, a piece of counsel Afshar wants to spotlight for college students and those new to the job market. or not it's additionally crucial to recognise that you simply're being watched for the wonderful stuff you put out to the area. besides the fact that a selected action or mission does not have a selected aim, it may create new alternatives and contacts with employers and groups. All of this impacts your manufacturer and it is vital to keep in mind on every occasion you publicize something.

    youngsters the existing economic climate is not the exact same as it was throughout the 2008 financial disaster, there are definite similarities. it may seem to be just like the worst time to delivery a business, but in 2008, I efficaciously situated my very own construction business, the Goodbrain, by working challenging to innovate and build a relied on company all over the crisis unless the economy recovered. enterprise can flourish during this economic system too, if carried out at the "pace of want."

    The opinions expressed right here by Inc.com columnists are their own, not these of Inc.com.


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