Project Management

Please login or join to subscribe to this thread

ATP Practice question (Training vs Performance)

linkedin twitter facebook  
avatar
Giancarlo Sardi Strategic Development Manager| Hewlett Packard Enterprise Tx, United States
Hi everyone, a recent ATP practice question had the following and I'm not clear WHY choice 'A' was marked as the correct one over 'D'. The question asks about getting up to speed but the answer seems to be about performance, two completely separate discussions!
Note: I removed the obvious incorrect choices.

You are working on a project to build a messaging platform. Your organization has expanded and you will take on two junior developers. You've been asked to bring them up to speed on the project quickly and ensure they get the support required to move into senior developer roles in due time. You want to make sure their needs are met.

What should you do?
A. Setup regularly scheduled meetings with the junior staff to discuss performance and improvement.
D. Schedule training for the junior developers.
Sort By:
avatar
Rami Kaibni
Community Champion
Senior Projects Manager | Field & Marten Associates New Westminster, British Columbia, Canada
Giancarlo

Option A makes more sense to me as a correct answer than D. The developers didn’t need technical training, but to get up to speed on the project and get the support needed for them so providing training, while useful, it won’t get them up to speed.

Setting up regular meetings to discuss their performance, needs and any improvements needed is the way to go so the PM can follow up through scheduled feedback loops.

Hope this makes sense.

RK
avatar
Kiron Bondale Retired | Mentor| Retired Welland, Ontario, Canada
Giancarlo -

To add to Rami's feedback, when it comes to developing skills, in most cases formal training will be just a small percentage of the overall approach. On-the-job learning and relationship-based learning (the latter of which is addressed by "A") will play a heavier role, especially because of the job-specific feedback provided which tends to be mostly absent with course-based learning.

Kiron
avatar
Abolfazl Yousefi Darestani Manager, Quality and Continuous Improvement| Hörmann-TNR Industrial Doors Newmarket, Ontario, Canada
Kudos to Rami and Kiron for their comments.
avatar
Giancarlo Sardi Strategic Development Manager| Hewlett Packard Enterprise Tx, United States
many thanks!
avatar
Verónica Elizabeth Pozo Ruiz RYLAI Access Control Quito, Pichincha, Ecuador
Regular meetings with Junior developers would help the Project Manager to have continuous feedback about their performance and concerns, aiding them to perform adequately on the project.
avatar
Latha Thamma reddi Sr Product and Portfolio Management (Automation Innovation)| DXC Technology Mckinney, Tx, United States
Agreed to Veronica and others
avatar
Latha Thamma reddi Sr Product and Portfolio Management (Automation Innovation)| DXC Technology Mckinney, Tx, United States
Many thanks, Kudos to Rami and Kiron for their comments.

Please login or join to reply

Content ID:
ADVERTISEMENTS

"A fanatic is one who can't change his mind and won't change the subject."

- Winston Churchill

ADVERTISEMENT

Sponsors