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Becoming a Salesforce Certified Technical Architect

You're reading from  Becoming a Salesforce Certified Technical Architect

Product type Book
Published in Feb 2021
Publisher Packt
ISBN-13 9781800568754
Pages 628 pages
Edition 1st Edition
Languages
Author (1):
Tameem Bahri Tameem Bahri
Profile icon Tameem Bahri

Table of Contents (21) Chapters

Preface 1. Section 1: Your Journey to Becoming a CTA
2. Chapter 1: Starting Your Journey as a CTA 3. Chapter 2: Core Architectural Concepts – Data 4. Chapter 3: Core Architectural Concepts – Integration and Cryptography 5. Chapter 4: Core Architectural Concepts – Identity and Access Management 6. Section 2: Knowledge Domains Deep Dive
7. Chapter 5: Developing a Scalable System Architecture 8. Chapter 6: Formulating a Secure Architecture in Salesforce 9. Chapter 7: Designing a Scalable Salesforce Data Architecture 10. Chapter 8: Creating a Lean Solution Architecture 11. Chapter 9: Forging an Integrated Solution 12. Chapter 10: Development Life Cycle and Deployment Planning 13. Chapter 11: Communicating and Socializing Your Solution 14. Section 3: Putting It All Together
15. Chapter 12: Practice the Review Board – First Mock 16. Chapter 13: Present and Defend – First Mock 17. Chapter 14: Practice the Review Board – Second Mock 18. Chapter 15: Present and Defend – Second Mock 19. Other Books You May Enjoy Appendix: Tips and Tricks, and the Way Forward

Managing the board

The judges in the review board are seasoned CTAs who are trained to act as judges. They are trained to not show emotion. They will maintain a poker face during your presentation and Q&A. This way, they avoid disturbing or misleading the candidate by showing positive or adverse reactions.

However, you can use the following simple tips to help you manage the board.

Help them to keep up with you

When you present your solution, help the judges follow you by highlighting the relevant requirement's location in the scenario. They can't read your mind, and they might miss one of your statements. Help them by pointing them to the requirement you are solving whenever you feel a need for that.

Tie your solution back to the requirement

Avoid presenting a dry solution that is untied to a requirement (also known as a solution without a requirement). Make sure you articulate the relationship between your proposed solution and a shared requirement.

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