Salesforce Certified Platform Developer II (PDII) exam Dumps

PDII exam Format | Course Contents | Course Outline | exam Syllabus | exam Objectives

The Salesforce Certified Platform Developer II program is designed for individuals who would like to demonstrate their skills and knowledge in advanced programmatic capabilities of the Lightning Platform and data modeling to develop complex business logic and interfaces. The candidate can design, develop, test, and deploy programmatic solutions that are maintainable and re-usable and follow design patterns and object-oriented programming best practices.
The Salesforce Platform Developer I credential is a prerequisite for the program. The Salesforce Certified Platform Developer II (PDII) certification will consist of two parts: a proctored multiple-choice exam and four Trailhead Superbadges which replace the Programming Assignment. Similar to the Programming Assignment, superbadges show that you can apply what you've learned to advanced, real-world business requirements covering features, concepts, and scenarios that are essential for a Platform Developer II to know, including Apex programming, data integration and more.

This exam guide is designed to help you evaluate if you are ready to successfully complete the Salesforce Certified Platform Developer II program. This guide provides information about the target audience for the certification program, recommended training and documentation, and a complete list of exam objectivesall with the intent of helping you achieve a passing score. Salesforce highly recommends a combination of on-the-job experience, course attendance, and self-study to maximize your chances of passing the exam.
The Salesforce Certified Platform Developer II Multiple Choice exam measures a candidates knowledge and skills related to the following objectives. A candidate should have hands-on experience developing custom applications on the Lightning Platform and have demonstrated the application of each of the features/functions below.
SALESFORCE FUNDAMENTALS
- Describe the capabilities of base-system objects such as sharing objects, history objects, metadata objects, multi-currency, and Chatter objects.
- Describe the different capabilities of and use cases for the various Salesforce development platforms (Heroku, Fuel, Lightning Platform).
DATA MODELING AND MANAGEMENT
- Describe how to design code that accommodates multi-language, multicurrency, multi-locale considerations.
- Describe the implications of compound data types in Apex programming.
- Describe the use cases for and benefits of external IDs.
- Identify use cases for different types of custom metadata and custom settings, and describe how to implement solutions for those use cases.
LOGIC AND PROCESS AUTOMATION
- Given a scenario, describe the implications of the order of execution of a record save.
- Describe the interactions between Visualforce/Apex with Flow/Process Builder.
- Given a scenario, identify the optimal programmatic or declarative solution.
- Given a scenario, debug unexpected behavior due to save execution order.
- Describe the Apex features available for error handling and maintaining transactional integrity.
- Identify potential issues with inefficient code and mitigation techniques to avoid exceeding governor limits.
- Describe the data return types for SOQL and SOSL queries and their impact on variable assignment.
- Describe the options, best practices, and use cases for asynchronous execution.
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SALESFORCE CERTIFIED PLATFORM DEVELOPER I I
- Given a scenario, identify the appropriate dynamic Apex feature.
- Given a scenario, describe when and how to use Apex managed sharing.
- Describe the use cases for the various authentication techniques.
USER INTERFACE
- Given a scenario, describe how to use a standard set controller.
- Describe the considerations when creating custom controllers and controller extensions.
- Describe the techniques for using Visualforce to perform actions and partial page refresh.
- Describe the messaging techniques and best practices when displaying errors in user interfaces.
- Describe techniques to maximize code re-use with Visualforce.
- Describe use cases for JavaScript in a Visualforce page.
- Given a set of requirements, describe the process for designing Lightning components.
PERFORMANCE
- Describe the common performance issues for user interfaces and the techniques to mitigate them.
- Describe the considerations for query performance. INTEGRATION
- Describe how to expose Apex classes as SOAP and REST web services.
- Describe how to use system classes to integrate with SOAP- or RESTbased web services.
- Describe when and how to use metadata, streaming, and Analytics API to enhance Apex and Visualforce solutions.
TESTING
- Describe the best practices for unit testing in Apex.
- Describe how to apply different techniques to create test data and responses.
- Describe the implications of testing Visualforce controllers and controller extensions.
- Describe various ways to execute tests and specify test execution options.
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SALESFORCE CERTIFIED PLATFORM DEVELOPER II DEBUG AND DEPLOYMENT TOOLS
- Given a scenario, identify the appropriate tool to analyze application performance profiles and troubleshoot data and performance issues.
- Given a scenario, identify the appropriate deployment tool.

SECTION 2. AUDIENCE DESCRIPTION: SALESFORCE CERTIFIED PLATFORM DEVELOPER II
The Salesforce Certified Platform Developer II program is intended for an individual who has experience developing custom applications on the Lightning Platform, including practical application of the skills and concepts noted in the exam objectives below.
The Salesforce Certified Platform Developer II generally has two to four years of experience as a developer, including at least one year of design, implementation, and deployment experience on the Lightning Platform.
The Salesforce Certified Platform Developer II candidate has the experience, skills, and knowledge outlined below:
- Understands the principles and best practices of Salesforce data modeling, interface design, code development, and testing, and can apply these principles in real-world development environments.
- Is capable of defining appropriate solutions to meet specific business challenges/process requirements to extend/customize the platform by applying knowledge of declarative and programmatic features of the Lightning Platform.
- Is competent developing Apex code that will scale to large data sets; has a good understanding of platform behaviors, limits, and performance considerations.
- Can build custom user interfaces to display and interact with Salesforce data using the Lightning Component Framework, advanced Visualforce, CSS, and JavaScript.
- Is competent tuning Visualforce pages and understands performance implications of the controller design.
- Understands and applies best practices for general web and Salesforce-specific security concerns.
- Can design and implement complex sharing models using declarative and programmatic methods.
- Can design and implement a test plan that ensures adequate quality (e.g., code coverage, application behaviors, scalability, environment independence, security) across application components.
- Can deploy custom applications, has a broad understanding of the Salesforce development lifecycle, and understands deployment tools and knows when to apply each tool.
- Understands and uses Apex SOAP and REST web services and how to call out from Apex using SOAP and REST.
- Understands and uses asynchronous programming queueable, batchable, schedulable, @future, etc.
- Understands and applies appropriate techniques for error and exception handling in various programmatic contexts.
Implements best practices for trigger development and design patterns, other business logic development, and reuse.
- Knows how to surface Lightning Components on a Lightning page and with Quick Actions.
A candidate for this exam is not expected to:
- Administer any standard Salesforce application.
- Design a technical architecture solution that spans multiple platforms and includes integration and authentication across systems.
- Develop and publish managed products on the App Exchange that require a security review.
- Create a Quick Action.
- Surface Lightning Components in all possible locations.
- Use all Salesforce APIs (i.e. metadata).

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The EHR Is useless. long are living The EHR Platform (2 of 2)

What does Jonathan Bush, CEO of Zus health and former CEO of Epic competitor athenahealth, feel about Epic and other EHRs nowadays? The answer lies in the 1939 babies’s booklet via Virginia Lee Burton, ‘Mike Mulligan and his Steam Shovel’. 

“Judy [Faulkner, CEO] and Epic are like Mike Mulligan and his steam shovel, Mary Anne. They just preserve digging quicker and faster, and haven’t yet realized they’re about to be caught within the basement and not using a manner out,” says Bush. 

When it involves EHR market innovation, Bush obviously isn’t shy to name Epic “obsolete,” and its method “out of touch” with a market that is innovating as right now as digital health. at the equal time, in looking on the EHR market greater commonly, Bush doesn’t agree with anything definitely went incorrect with EHRs’ building. “They did exactly what they have been born to do,” he observed, in part to permit docs to have full documentation of their claims. “don't blame the prey for consuming the lamb.”

EHRs and traders face a choice: maximize gains in a steady declining enterprise, or put money into a ... [+] dramatic change that may result in outsized boom.

Mahi - stock.adobe.com

part one of this text laid out how the heritage of EHRs, and why the EHR enterprise is beginning to look like Mike Mulligan and his steam shovel Mary Anne: an antiquated steam shovel in an age bursting with new, greater effective diesel- and gas-powered alternatives.

The EHRs can be starting to realize they’re with ease trapping themselves with their continual digging, however in fact the circumstance is deteriorating quicker than they know. There may well be no approach out of the basement for them, but there can be a vivid future. It readily requires the EHRs to respect the lesson of Mike Mulligan and Mary Anne, and to seriously change the position they play for his or her group. 

The enterprise of EHRs: things are becoming Worse 

The floor is already crumbling beneath the EHRs within the kind of tips blocking off guidelines, with a purpose to have a big have an impact on on EHRs in at least three ways: 

  • EHRs must reply to third party requests to change electronic health counsel within 10 enterprise days and cannot disallow entry for arbitrary motives;
  • EHRs can no longer have interaction in commercially unreasonable prices or discriminatory pricing practices that intrude with electronic health information alternate;
  • suppliers (EHR shoppers) are required to reply to patient requests that come via third birthday celebration functions. 
  • Taken altogether, the tips blockading regime is intended to liberate facts and unleash innovation. this is remarkable for sufferers and innovators, however anathema to a bunch of EHRs that has lengthy relied on manage of records in an effort to create lock-in with their consumer base, and to leverage for monetary profit with third parties who rely on access to the statistics

    counsel blockading on my own might wreak havoc on EHRs’ financial moats. however it’s not the most effective threat to EHR moats. Wave after wave of other threats retain coming, including:

  • ingenious competition from digital fitness: 2020 become a listing 12 months for digital health funding, and the first half of 2021 has already eclipsed that. whereas EHRs wade through ever expanding regulatory compliance necessities, their greater nimble, unregulated younger cousins are working laps around them and innovating in ways in which in the reduction of growth alternatives for EHRs. 
  • Envelopment threats from Google and massive tech: Google’s health Care Studio isn’t its first foray into healthcare, but this new initiative is geared for suppliers and appears so as to add in search, analytics and visualization capabilities that sit on proper of EHRs. there's potential for Google to “envelop” the EHR and reduce its position and value. Likewise, Microsoft’s acquisition of Nuance, which has voice cognizance tech integrated with main EHRs, suggests that it could possibly see a strategic probability given physicians’ dissatisfaction with their current EHR workflows. 
  • The emergence of telehealth organizations as skills “mega platforms”: whereas the EHR trade has ossified, telehealth adoption has risen dramatically, and skyrocketed all through the pandemic. Telehealth companies have grown consequently, and telehealth represents expertise “operating gadget” systems that may also benefit from the kinds of network consequences that iOS and Android operating techniques leveraged to right now win the smartphone market. With transferring consumer and issuer preferences, telehealth systems may become the preferred working gadget versus current EHRs. 
  • Disruption of core customer fundamentals: EHRs’ customers themselves are facing colossal disruption: new platforms are enabling physicians to practice in new ways, reducing their reliance on hospitals and EHRs; and payers increasingly see the chance to create ‘digital entrance doorways’ to no longer best Strengthen member access and adventure, however to guide patients to favorite websites of care. This raises payers’ bargaining position with hospitals and physician networks. beyond this, the success of direct-to-purchaser businesses GoodRx, Roman health Ventures, and Hims & Hers represents yet an additional approach that EHRs’ core shoppers face an erosion to their business fundamentals. 
  • brain drain: at last, EHRs’ lack of increase contrasts sharply with the large energy, investment, and enthusiasm for the digital fitness ecosystem around them. besides the fact that children there's little facts yet to indicate EHRs are facing a mind drain, the large investments in digital fitness has led to corresponding raises well-liked for talent throughout the board with fitness expertise event. And at least one EHR is experiencing a brain drain due to fresh policies. 
  • The reply: EHRs Are in the incorrect company

    Why be within the enterprise of marketing software that no conclusion consumer in fact desires and is, in keeping with all obtainable information, in a gradual however predictable decline?

    most likely as a result of every EHR’s management team believes it truly is differentiated from and advanced to its rivals, with the mentality that says, “If we are able to simply get an additional quarter to prove it, we’ll see the consequences.” in all probability as a result of EHRs have investors who value predictability of money flows (notwithstanding they refuse over time) over boom talents. 

    yet another query: is it viable for the EHRs to reverse the route and determine a direction to growth?

    it's, however requires EHRs to include two ideas that could be anathema to them: first, to take into account that selling utility is the inaccurate company to be in; and 2nd, to develop into a “Headless EHR”. 

    the first idea might be a tough one to swallow at first, as the majority of EHRs’ income is application-related (together with maintenance and guide). As agents of software, EHRs have had a “pipeline enterprise” view of the realm. With a pipeline mentality, groups have to handle the construction and distribution of utility; with that comes a “no longer invented here” bias towards outside innovators, because the enterprise loses a measure of handle. alas, that limits the abilities price that an EHR can convey to its clients to most effective purposes that it develops in condo. 

    Given the fast tempo of investment in digital fitness and the breadth of offerings attainable to physicians and hospitals, EHRs with a pipeline mentality are unintentionally encouraging their clients to go in different places for cost. As Jack Welch once stated, “When the expense of alternate outdoor your corporation exceeds that within your corporation, the end is near.” 

    the primary concept requires EHRs to shift to a platform business view of the area. This requires that EHRs view their simple role as featuring a platform to facilitate interactions between its clients and other third parties. in short, an EHR goes from a utility seller in the marketplace to the marketplace itself. 

    as opposed to trying to push its own software modules (for e-prescribing, clinical messaging, labs, and so on), the EHR platform would easily provide the optimal forum possible for physicians and digital fitness corporations to find each other, evaluate each and every other, and work together in as seamless a fashion as viable. Of direction a shift of this nature would take time, and to retain its certification popularity, the EHR couldn’t conveniently stop offering its personal modules. but if it began acting greater agnostic as as to whether a health care provider chose its app or a 3rd birthday celebration’s app for e-prescribing, its users would win. by means of fantastic low cost salary share arrangements with third events, the EHR might earnings by using (i) decreasing its personal R&D charges and (ii) capitalizing on a growth mentality that acknowledges that the entire breadth of its consumer wants can stronger be met via enabling an ecosystem of third birthday party innovation than by way of making an attempt to compete with that ecosystem.

    The 2nd concept — the Headless EHR (as coined by using Zus health’s Brendan Keeler) — requires EHRs to actively deprecate their own scientific modules, investing in better of breed digital fitness applications to substitute them. today, as explained by Keeler, many digital health organizations that gain traction attain some extent where their records wants require them to trust whether to purchase an EHR, use an EHR, or build their own EHR. 

    An EHR that pursues a ‘Headless’ method, said Keeler, would “start with an API-first method, constructing an API for each action one could need to take up the system and really now not investing in any respect in their personal entrance-conclusion.” by way of not building front-end functions, the Headless EHR might invest in interstitial infrastructure challenges that exist throughout EHRs and digital fitness applications, similar to affected person matching, directories, information normalization, and so forth. 

    It’s a tall ask to indicate EHRs rethink the primary nature of their business. Would it be price it?

    Platform Success Is Rewarded...

    you may seem to be to Salesforce.com, a frontrunner in B2B SaaS (utility-as-a-carrier), to understand the chance for why a multibillion dollar utility company determined its core company may still now not be application, but platform. 

    On January 31, 2021, Salesforce.com, the chief in customer relationship administration (CRM) utility, suggested that for the first time in its historical past, its biggest source of salary in 2020 turned into no longer software, but its platform business. The company’s platform enterprise “makes it possible for groups of all sizes, areas and industries to build company apps to carry them closer to their purchasers.” At $6.3B, the platform enterprise isn't only greater than the CRM application company ($5.2B), however has been the core driver of earnings increase during the last six years, with a compound annual growth price of 43% (versus application growth price of 13% throughout the identical time). And it’s virtually certainly extra ecocnomic. 

    Salesforce’s success is an illustration of why a company transitions from software to platform, and there is a variety of extra evidence to imply that a platform strategy outperforms software approach in a number of measures:

  • Platform corporations are more profitable than software companies(35% to 23%)
  • platforms enterprises develop sooner than utility corporations (25% to fifteen%)
  • structures organizations are greater productive than software organisations ($1.2M income per worker vs $670K)
  • successful platform agencies are valued greater than 2X application groups
  • Healthcare traders see the opportunities as neatly, pouring more than $2.6 billion into digital health systems in 2020 at checklist valuations. Jonathan Bush’s Zus fitness, a very new startup with handiest four named digital health customers to date, recently turned into valued at $184 million with the aid of buyers. Tempus Labs, a platform to allow precision drugs, aggregates three.5 million affected person statistics and was recently valued at $8 billion. 

    This begs the query: What would Allscripts be valued at if it pursued a true platform strategy, with its 1,000+ clinic clients, tens of lots of health care provider clients, and aggregation of tens of thousands and thousands of patient information? possible an order of magnitude greater than its latest $2 billion market capitalization, judging through how investors look at Zus, Tempus Labs and others. 

    ...nevertheless it gained’t Be effortless: five Steps EHRs should still Take

    Pursuing a transition to a platform business gained’t be handy. Platform company approach is enormously distinct from application enterprise approach, and definitely using average thinking around value advent and commercialization can impede growth and result in platform failure. Platform groups are inclined to fail at better fees, because of their complexity. 

    listed below are five concepts for the bold and visionary leaders who remember the competencies of an EHR platform method, and want to start the method:

  • Be bold, however get alignment: For causes highlighted above and below (#s four and 5), it’s not possible to straddle the fence between utility and platform thinking. If the aim is to power short term revenue or profits per shares measures, don’t bother pursuing a platform approach: it gained’t work, and should in simple terms sow confusion. If a pacesetter is inclined to be daring and has a vision, besides the fact that children, it's critical to herald others - primarily the Board and key buyers - to get alignment on why a transition to a platform approach makes sense, what the dangers are and how they could be managed, and a sensible timeline for measuring growth. 
  • Jeff Bezos memo: as soon as there's alignment at the C- and Board stage, it's critical to help company leaders all through the firm understand what's coming, why, and the way it influences their and their groups’ day-to-day. whereas a Jeff Bezos memo may no longer be the correct fit from a cultural standpoint, it is critical to speak naturally that there isn't any more enterprise as regular, and that the enterprise and teams will deserve to orient themselves to new KPIs. 
  • are looking for to take note structures (speedy): platforms have commonly been idea of as “winner take all” markets. while this isn’t the case in lots of markets, the character of how systems create price - through community consequences, through which the variety of clients increases the cost of the platform itself - does cause self-reinforcing cycles wherein market conditions lead to one or a few giant avid gamers. Getting executive understanding of network results, platform economics, business model options, the significance of governance, and the way platforms compete is vital. 
  • persistence (remember Salesforce.com!): besides the fact that children platforms have significant economic and boom upside, they don’t magically generate increase in a single day. in fact, whereas Salesforce.com’s platform has been the fastest growing component of its company for years and now is the biggest profits supply, the Platform component of the business has also been around seeing that at least 2007. network effects can help force quick increase as soon as the flywheel impact has begun, but reaching that aspect can take a very long time. happily, there are materials obtainable to assist companies take into account a way to measure growth.
  • Financials are lagging indicators: systems can advantage from demand-side economies of scale, in that their per client profits can raise as the variety of valued clientele raises. This phenomenon is one reason why structures that can reveal traction are valued so extremely: they know massive economies of scale that normal software agencies cannot healthy. The flip side is that, in particular early on, ordinary financial metrics are lagging - now not main - symptoms of a company’s monetary fitness. For a mature business attempting to fulfill quarterly earnings numbers, managing traders expectations is crucial - hence the primary suggestion. 
  • EHRs: look To platforms To Chart A direction forward 

    EHRs may also no longer yet think that they are dealing with an pressing existential disaster that requires a large exchange in strategy. Convincing other c-degree executives, a lot much less a board, to pursue a platform business approach may be elaborate in a present environment of rather predictable, if disappointing, revenue. Like Mike Mulligan and Mary Anne, as long as they preserve displaying development digging, they might also no longer know they’re just trapping themselves. 

    What may well be effective? what occurs when other industries have shifted from pipelines to structures. In 2009 there changed into nonetheless a highly-competitive smartphone operating gadget business: besides iOS and Android, there turned into home windows, BlackBerry, Symbian and others. As iOS and Android unfolded their know-how — via the App store and Play keep — third birthday celebration utility builders flocked to those systems, which multiplied the cost to consumers, who rapidly adopted. by way of 2012, these community effects had all started tipping the market to a duopoly, with iOS and Android accounting for ninety nine% market share through 2016. 

    So if a increase story isn’t satisfactory to deliver all stakeholders onboard with a platform approach, most likely pointing to the alerts that some EHR rivals are already starting to pursue platform thinking will deliver a way of crisis crucial to compel a “me too” method. after all, who wants to be the Blackberry or Symbian of the EHR market, nevertheless making an attempt to sell software when the area has moved on to structures?

    There are some market indicators that at the least a few EHRs get the message. Elation fitness is a startup EHR catering to unbiased simple care physicians. A platform mentality seems vital to Elation’s approach, as CEO Kyna Fong, PhD defined, “we've a really energetic API with around 300 partners constructing on accurate of Elation today, some of whom are making greater than 30,000 API calls every day to the equipment.” 

    Athenahealth, Bush’s former enterprise, likewise tried to build out a platform strategy via its ‘greater Disruption Please’ (MDP) software. “We were essentially the most open EHR, but that became like successful the tallest midget award. You still needed to use athena monitors and workflows, so it wasn’t an outstanding place to be in for boom,” Bush said. traders favourite to take a brief time period view, and have due to the fact that concentrated greater on maximizing cash flows than transforming into the future of the company. 

    Bush's advice to EHR operators today? “Replatorm and re-architect.” in all probability he should still add, “instantly.” If a couple of EHRs can work out a platform method and begin to know the merits of network effects, the market may additionally beginning to tip in favor of these structures.

    EHRs are going to be caught within the proverbial basement. The query is whether they can also be like Mike Mulligan and Mary Anne, who transformed themselves and found a brand new way to productively serve their community. EHRs that embody a true platform can have a vivid future. for those that don’t, in all probability they’ll function antiquities that a future generation will element to and ask about when traveling a museum of heritage.


    References


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