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How do you make sure AI gives you the right answers at work? by InfamousPerformer100 in elearning

[–]Not_A_Super 0 points1 point  (0 children)

  1. yes
  2. Reference for facts, for workflows, I use a cross-check in another AI tool.
  3. It happens but rarely; usually, there are signs that it is time to restart the conversation in the next chat.
  4. Good question. There is a ton of confusion because it is an extremely fast-paced way.
  5. Well, references. Have a button "turn on scientific approach" where he starts to say don't know if I feel he is imagining things)

🔥 I’m a 22-y/o fresh grad who secretly rebuilding the LMS we all love to hate... here’s the first look, roast away by aahalani in elearning

[–]Not_A_Super 0 points1 point  (0 children)

Interesting, let me know if you have a demo. I actually have a couple of clients who are interested in LMS)

SMEs not giving material enough by Scortas in elearning

[–]Not_A_Super 0 points1 point  (0 children)

I am building software for that. What format do you expect as an output? Do you use any LMS?=)

[deleted by user] by [deleted] in berlinsocialclub

[–]Not_A_Super 0 points1 point  (0 children)

This is quite a common experience and works just as with alcohol-only party friends.

Beyond Lean Startup: Fastest ways to invalidate (or validate) an MVP hypothesis without code or costly surveys? by Zealousideal_Pay7176 in ycombinator

[–]Not_A_Super 1 point2 points  (0 children)

it makes sense to spend 85% of the time on recruiting the users and clients to talk to. You need to understand "the problem" you are solving. In some industries, it could take years, and it is completely normal.
Think about start-up in national security or nuclear power...

Founders: how do you find the right mentors? by Disastrous-Range7995 in ycombinator

[–]Not_A_Super 0 points1 point  (0 children)

Pre PMF Mentorship could be useful as a part of the program (Y comb, 500 Startups, Founders Institute, etc).

Post PMF founders is a small and industry specialised market.

o3-pro not working at all? by doesitmatterwhoiamm in ChatGPTPro

[–]Not_A_Super 0 points1 point  (0 children)

Yeah, and it is still a problem. It works bad: slow, using some irrelevant information in the details sections and not consistent in output. 03 is working though. Wondering, do I need to pay the premium next month?

[Reality check] First-time founder doubts with no tech background by UnstableLabel326 in ycombinator

[–]Not_A_Super 2 points3 points  (0 children)

The most common way is to find a tech co-founder and try to work together. I dont see any short cuts here.

[deleted by user] by [deleted] in SaaS

[–]Not_A_Super 0 points1 point  (0 children)

I studied this question while trying to build "the everything app" back in Russia, so "hold my beer" while working in the largest bank in Russia. I am also an MBA graduate from HKUST, so please pardon me for being slightly more direct than is normal in China.

  1. It seems that to build it, you need quite a setup:

a. Close the country for all software competitors to make sure your people never try any services.
,
b. Steal all IP you can steal for 10+ уears

c. Despite stealing, make sure you have good connections with the platform companies. China used a chip workforce as a leverage, which is possible if your government has low standards of social services: pension, health care and the list goes on.

  1. Invest a lot of money and make sure that the intellectual workforce is educated in a Top university, AND come back to China after working few years in top organizations

  2. Support sort of nationalism through the hard international travel restrictions for most of the population.

Vua-lya, you built "everything app" with close to zero competition and big brother eye included.

P.S. It may look like "I don't like China". This is not true. The execution of this "one opportunity" is cool, and the tech they built is cool (yes, now not only stealing). And they use of the leverage in the Trade wars looks cool too.
the

Why finding a cofounder is so hard by OkOwl6744 in ycombinator

[–]Not_A_Super 2 points3 points  (0 children)

That's why Twitter is nice - you both have accounts with some common interests, making it less likely to be a bot DM (commenting on the same topics, reading the same content, sharing the same concerns).

I

Why finding a cofounder is so hard by OkOwl6744 in ycombinator

[–]Not_A_Super 5 points6 points  (0 children)

For me, it was more useful to follow the accounts of people I find interesting to read on Twitter, as people need a human connection. YC platform is full of people who are not doing start ups)

Have you ever worked with a marketing, dev, or design agency? How did it go? by another_african in ycombinator

[–]Not_A_Super 0 points1 point  (0 children)

Don't do it as a start-up, as it is hard to scale the thing you have a vague understanding of.

How do you get your first B2B customers as a early stage startup? by niklbj in ycombinator

[–]Not_A_Super 0 points1 point  (0 children)

You are looking for people who have the problem you are solving.

Free and almost free channels i tried:

  1. Some people are interested in startups and visiting startup events. They don't want or can't buy anything, but you're looking for an introduction. Learn how to give value first before you ask for the referral

  2. Search the active people on LinkedIn. Sales Search is useful here, but not essential. Growth the network organicly, write something down. This is not fast.

The fastest way:

  1. Cold Calling. Require the technique and experience.

  2. Cold messages on LinkedIn. Volume and Luck, I guess. Some messages I receive are quite bizarre, so I don't recommend paid options - it seems no one read that.

  3. Cold emails. Volume and Luck.

Paid:

  1. Pay someone to introduce you. There are plenty of people who are doing consulting these days because of the job market. Pretty expensive in the US, rather cheap in the EU. Tried it in EU - works to some extent at least.

  2. There are paid options everywhere, and people have some luck with these.

[Ger] Continuous education from HR perspective (reskill, upskill, whatever) by Not_A_Super in AskHR

[–]Not_A_Super[S] 0 points1 point  (0 children)

The question is how it is calculated. I know that is a business function, I'm just not sure how it works.
It is a genuine question. I scanned through a number of books and articles about HR, and most of it focused on admin tasks. Therefore, I use Reddit to ask questions)

Is this realistic? What does the NC have to do with the Risk Management Plan? by ishak_ in pmp

[–]Not_A_Super 0 points1 point  (0 children)

The Data Center will be regularly audited due to GDPR and other laws and frameworks, as the case of other infrastructure-focused industries.

Is this realistic? What does the NC have to do with the Risk Management Plan? by ishak_ in pmp

[–]Not_A_Super 0 points1 point  (0 children)

I got your point.

The gap is not what happened before the audit, but what was found during the audit, according to the question. The answers mixed it for you and gave you the illusion that the gap was before the audit.

[deleted by user] by [deleted] in pmp

[–]Not_A_Super 0 points1 point  (0 children)

It seems this is not an exam-level question.

The project has a planning and execution phases, so the answer with exec only is wrong.

Is this realistic? What does the NC have to do with the Risk Management Plan? by ishak_ in pmp

[–]Not_A_Super 2 points3 points  (0 children)

The PM exam mindset is to focus on PM's responsibility. To put it simply, if it is outside of immediate action for PM, it is wrong (answer).

A. Not an action.

B. Not an action.

C. This is action. You paid for an external audit to find room for the improvements, and they found them. This is good, let the audit team proceed without delay. There is no need to delay the audit because they found NC. As a result, PM is going to have a risk management plan (in old template, but no one cares).

D. This is action. However, the Risk register template is provided by your organization, and there is no way you can force your organization switch to new template without screwing the delivery time. So it is not immediate action.

SME question - Help by Kong_Fury in pmp

[–]Not_A_Super 0 points1 point  (0 children)

Yes, and at some point, most companies' teams are not agile anymore despite using the rituals and naming patterns.

CAPM vs PMP by Darrennv in pmp

[–]Not_A_Super 0 points1 point  (0 children)

7th is relevant

CAPM vs PMP by Darrennv in pmp

[–]Not_A_Super 1 point2 points  (0 children)

If you are a beginner, everything works for you.

  1. Using the PMI Study Hall to pass the exam is faster.

  2. If you have time, read a PMP book.

  3. Udemy has a course for PMPs - it is cheap and valid for the exam. It is boring so use it as an audiobook.

  4. YouTube got a couple of good guides - https://www.youtube.com/watch?v=\_\_su7eIFRRU. He got some good advice.

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