Continuous discovery habits/book

Question 1

Who is the author of the continuous discovery habits book?

Answer 1

Teresa Torres

Question 2

What book did Teresa Torres write?

Answer 2

She wrote the book titled continuous discovery habits, Discovery products that create customer values and business value

Question 3

Who did the forward of Theresa Torres book Call continuous discovery habits?

Answer 3

Chris mercuri

Question 4

What role does Chris mercuri Play in his company?

Answer 4

He is a product manager

Question 5

What is the pressure that many product managers feel?

Answer 5

There is a huge pressure to solve customer problems and drive business value.

Question 6

Chris mercuri Has searched all over the Internet looking for a guide that can tell you how to do great what?

Answer 6

How to do great product discovery

Question 7

What does the book continuous discovery habits teach in a nutshell?

Answer 7

The continuous discovery habits book lays out the key elements of an end to end modern product discovery approach

Question 8

What are five key elements you will learn after reading the continuous discovery habits book?

Answer 8

You will learn

how to set outcomes,

uncover customer problems,

prioritize,

come up with creative solutions,

test assumptions quickly,

Question 9

What can we gain from practicing the habits talked about in the continuous discovery habits book and what can we expect to gain from further reading this book?

Answer 9

You will go from chopping and changing our discovery approach and needing lots of meetings to work out what to do next to a more structured discovery process. People knew what was expected of them and delivered more consistent results.

We shifted away from a more superficial understanding of our customers. Instead of relying on heavy, in frequent research, we developed a deeper understanding of the customers needs, problems, and desires through regular contact and lightweight research methods.

We shifted away from discovery and delivery being separate responsibilities. Now there’s more collaboration, with most of the team involved in customer interviews, mapping the customer journey, ideating on solutions, and discussing results. The whole team contributes at key points along the way, and we learn and adjust our course together.

With our leaders, we no longer wait to show them big reports and presentations. Now we have the tools to show them our thinking earlier and have better conversations about where to go to next. By applying the continuous discovery habits, we improve customer and business outcomes, but the reward for the team was even bigger, which is confidence. The habits gave us the confidence that we knew what we were doing. And after a few wins, we started to believe that we could achieve anything.

Question 10

Who did the second forward in the book continuous discovery habits?

Answer 10

Marty Cagan

Question 11

Where does Marty Cagan work?

Answer 11

He works for the silicon valley product group

Question 12

What was Teresa Tories exposed to Stanford university?

Answer 12

Human centered design

Question 13

Many companies fall into the trap and doing what two things?

Answer 13

They fall into the trap of chasing the next cell or obsessing about their competitors because many companies especially start ups didn’t have a better model for product management. They didn’t know what a good look like

Question 14

What is Teresa Torres’s job title currently?

Answer 14

She is a product discovery coach

Question 15

What does Teresa Torres teach companies to do?

Answer 15

She teaches product teams how to create successful products by obsessing about customer needs, pain points, and desires

She teaches teams made up of product managers, designers, and engineers how to make team decisions about what to build.

Question 16

Is discovery a one time activity?

Answer 16

No discovery isn’t a one time activity. A digital product has never done. It can and should continue to evolve. As we learn more about our market, as our customers needs change, as new technology becomes available, good products adapt

Question 17

Agile manifesto?

Answer 17

The authors of the agile manifesto advocated for shorter cycles with more frequent customer feedback. Second, they proposed working at a pace that could be sustained continuously, rather than furiously scurrying from 1 mile stone to another. Third, he advocated for maximum flexibility, having the ability to adapt to customer feedback quickly and easily. And forth they advocated for simplicity. They were concerned with how much of what they built was never used or offered limited value and instead advocated for teams to ruthlessly limit what they built.

Question 18

Name two popular agile framework’s?

Answer 18

Scrum and kanban

Question 19

In the early days of UX design what were too popular ways or means for collecting customer feedback?

Answer 19

User experience design and user research

Question 20

In the early days of UX design leader struggle to give up what?

Answer 20

Leader struggle to give a ownership of discovery. Even with shorter cycles and more customer feedback, business stakeholder still clung to their original ideas. Most teams aren’t very good at estimating unpredictable work who is? In their shorter cycles aptly named sprints and scrum truly became biweekly sprints killing any chance of finding continuous sustainable pace. The rest of the business continued operating on an annual budget in cycle, making true flexibility nearly impossible

Question 21

What were three weaknesses in early UX design?

Answer 21

Usability testing was often done too late in the process, making it hard to address the substantial issues that were so often uncovered. He’s a research was often outsourced to design agencies who did project-based research. And finally, teams continued to be measured by what they delivered, not whether anyone used it or if it treated any value for the customers are the business.

Question 22

What is the biggest struggle the businesses have when it comes to US design?

Answer 22

Deciding what to build

Question 23

What is the modern day cross functional team composed of?

Answer 23

Product managers, designers, and software engineers

Question 24

Outside the product trio talked about in this book one or four other areas that could be considered important also?

Answer 24

Having a product marketer or product marketers, data analyst, user researchers, and customer success representatives

Question 25

What are three things that many teams Chase?

Answer 25

Many teams Chase frameworks, tools, and methodologies, hoping that each new innovation will suddenly unlock the door to product success. However, for most frameworks, tools, and methodologies to be successful, it’s not just your tactics that need to change but also your mindset. The same will be true for the tactics in this book.

Question 26

There are six mindsets it must be cultivated to successfully adopt the habits outlined in this book, name those six mindsets?

Answer 26

One. Outcome oriented Two. Customer centric Three. Collaborative Four. Visual Five. Experimental Six. Continuous

Question 27

Outcome oriented?

Answer 27

The first mindset is both a mindset and a habit. But the mindset requires that you start thinking in outcomes rather than outputs. That means rather than defining your success by the code that you ship which is your output, you define success has the real value that Coach creates for your customers and for your business which are the outcomes. Rather than measuring value inn features and bells and whistle’s, we measure success in impact, the impact we have on our customers lives and the impact we have on the sustainability and growth of our business

Question 28

Customer centric?

Answer 28

Customer centric is the second mindset and it places the customer at the center of our world. It requires that we not lose sight of the fact, even though many companies have, at the purpose of business is to create and serve a customer. We Elevate customers needs to be on par with business needs and focus on creating customer value as well as business value

Question 29

Collaborative?

Answer 29

The third mindset requires that you embrace the cross functional nature of digital product work and reject the siloed model, Where we hand off deliverables through stage gates. Rather than the product manager besides, the designer designs, and the engineer codes, we embrace a model or we make team decisions leveraging the expertise and knowledge that we each bring to those decisions.

Question 30

Visual?

Answer 30

The fourth mindset encourages us to step beyond the comfort of spoken and written language and to tap into our immense power as spatial thinkers. The habits in this book will encourage you to draw, to externalize you’re thinking, and to map what you know. Cognitive psychologist has shown in study after study that human beings have an immense capacity for spatial reasoning. The habbits in this book will help you tap into that capacity.

Question 31

Experimental?

Answer 31

The fifth mindset encourages you to Don your scientific thinking how. Many of us may not have scientific training, but, to do discovery well, we need to learn to think like a scientist identify in assumptions and gathering evidence. The habits in this book will help you develop in Hawn and experimental mindset.

Question 32

Continuous?

Answer 32

And finally, habits will help you evolve from a project mindset to a continuous mindset. Rather than thinking about discovery as something that we do at the beginning of a project, you will learn to infuse discovery continuously throughout your development process. This will ensure that you were always able to get fast answers to your discovery questions, helping to ensure that you are building something that your customers want and will enjoy

Question 33

In many product teams today what are three things that they are already doing?

Answer 33

Customer interviews, usability testing, and AV testing are pervasive.

Question 34

What is rare in mini product teams today?

Answer 34

What is rare is for teams to adopt these discovery activities in a structured and sustainable way, enabling them to continuously infuse their product decisions with customer input.

Question 35

What is a working definition of continuous discovery and what are four items at modern day teams use?

Answer 35

At a minimum, weekly touch points with customers By the team building the product Where they conduct small research activities In pursuit of a desired outcome Product teams make decisions every day. Our goal with continuous discovery is to infuse those daily decisions with as much customer input as possible. If teams are only engaging with customers on a monthly basis, they are making a months worth of decisions without customer input.

Question 36

Over the course of this book, you will learn habits it will help you do what?

Answer 36

You will learn habits it will help you adopt a continuous cadence in a structured and sustainable way. You will learn how to do your own research so that you can get fast answers to daily questions You will learn how to modify traditional research activities to make them sustainable week over a week And most importantly, you will learn to ensure that your research is in service of pursuing a desired business outcome while meeting customers needs

Question 37

What did peter Drucker say about managers?

Answer 37

He said managers must convert societies needs into opportunities for profitable business

Question 38

What did Albert Einstein say he would do if he were trying to solve a problem?

Answer 38

If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem in five minutes thinking about the solutions

Question 39

For years Wells Fargo was known for what?

Answer 39

Wells Fargo was known for its cross-selling strategy

Question 40

In the beginning Wells Fargo as a company started out with what?

Answer 40

Hey desired outcome, To increase the average number of accounts per Customer

Question 41

In the beginning Wells Fargo how did desired outcome to increase the average number of accounts per customers however they did not do you what to things?

Answer 41

They did not hear this outcome mindset with a customer centric mindset that is critical for long-term product success

Question 42

Well Wells Fargo’s fraud is exceptional, the focus on what is not uncommon?

Answer 42

The focus on outcomes at the cost of the customer is not uncommon

Question 43

How many companies there’s tension between what two items?

Answer 43

There is tension between business needs and customer needs

Question 44

As our product discovery methods evolve, we are shifting from what?

Answer 44

As our product discovery methods of all, we are shifting from an output mindset to an outcome mindset. Rather than obsessing about features which are outputs, we are shifting our focus to the impact those features have on both our customers and our business which is our outcomes. Starting with outcomes, rather than outputs, is what lays the foundation for product success

Question 45

What is it that lays the foundation for product success?

Answer 45

Starting with outcomes, rather than output, as well as lays the foundation for product success

Question 46

When a product trio was tasked with delivering an outcome, the business is clearly communicating work?

Answer 46

The business is clearly communicating what value the team can’t create for the business. And when the business leaves it’s up to the team to explore the best outputs that might it might drive the outcome, they are giving the team the latitude they need to create value for the customer, as we saw in the Wells Fargo story, we can’t take customer value for granted

Question 47

When a product trio is tasked with an outcome, they have a choice, what is that choice?

Answer 47

They can choose to engage with customers, do the work require to truly understand their customers context, and focus on creating value for their customers. Or they can take shortcuts, they can focus on creating business value at the cost of customers. The organizational context in which the product trio works will have a big impact on which choice the product trio will make. Sometimes, however, choose to take shortcuts because they simply don’t know another way of working. The framework in this chapter in the habbits described in this book will help you resolve the tension between business needs a customer needs so that you can create value for your customers in business

Question 48

When discussing our continuous discovery definition what for items need to be done as part of the process?

Answer 48

At a minimum, weekly touch points with customers By the team building the product Where they Conduct small research activities In pursuit of a desired outcome

Question 49

What is the purpose for talking to customers?

Answer 49

The purpose of these customer touch points is to conduct research in pursuit of a desired outcome.

Question 50

We are not doing research for researchers sake, We are doing research so what?

Answer 50

We are doing research so that we can serve our customers in a way that creates a value for our business

Question 51

Find me the best path to your desired outcome is what researchers call work?

Answer 51

It is white researchers call and ill structured problem.

Question 52

What is the definition of an ill structured problem?

Answer 52

Ill structured problems are defined by having many solutions. There are no right or wrong answers, only better or worse ones. Much of the work when tackling and ill structured problem is framing the problem itself. How we frame a problem has a big impact on how we might solve it. For example in the Wells Fargo story, their leader ship, whether implicitly or explicitly, had frame the problem as grow customer accounts at all cost. This framing open the door to cheating. If, on the other hand, Wells Fargo headframe the problem as create customers who want to open more accounts, bankers would have been less likely to cheat.

Question 53

Ended on page 24

Question 54

As our product discovery methods of all, we are shifting from what to what?

Answer 54

As a product discovery method evolve, we are shifting from an output mindset to an outcome mindset

Question 55

What is the real purpose of these customer touch points when you talk to the customer on a weekly basis?

Answer 55

The real purpose of these customer touch points is to conduct research in pursuit of a desired outcome.

Question 56

Why are we doing research for the customer?

Answer 56

We are doing research so that we can serve our customers in a way that create value for our business.

Question 57

Finding the best path to your desired outcome is what researchers call an?

Answer 57

ill structured problem Also commonly called a wicked problem.

Question 58

ill structured problems Are defined by?

Answer 58

ill Structure problems are defying by having many solutions. There are no right or wrong answers, only better or worse ones. Much of the work when tackling and ill structured problem Is framing the problem itself. How we frame a problem has a big impact on how we might solve it for example, in the Wells Fargo story, their leader ship, whether implicitly or explicitly, had Framed the problem has grow customer accounts that all cost. This framing open the door to cheating, if on the other hand, Wells Fargo had framed the problem as create customers who want to open more accounts, Bakers would have been less likely to cheat.

Question 59

If product Trios tasked with delivering a desired outcome want to pursue business value by creating customer value they will need to?

Answer 59

They will need to work to frame the problem in a customer centric way. They will need to discover the customers needs, pain points, and desires, if addressed would drive their business outcome. For example, if Wells Fargo had learned what inspired customers to open new accounts, it might have found a customer centric way to reach their outcome.

Question 60

How would you frame a problem in a customer centric way?

Answer 60

You would want or need to discover the customers needs, pain points, and desires that, if a dress, would drive their business outcome

Question 61

In this book, I will refer to customer needs, pain points, and desires collectively as what?

Answer 61

Opportunities

Question 62

Give a few examples in the real world Products or services that don’t fix problems?

Answer 62

Disneyland entertains me. Ice cream is delicious. Mountain biking is fun. These products address my desires. I could try to shoehorn these desires into needs. I need something to fill my time, I need nutrients, and I need exercise.

Question 63

What term will be used to represent customer needs, pain points, and desires collectively?

Answer 63

Opportunities is the term that will be used to describe this

Question 64

What term will be used to represent the problem space as well as the desire space?

Answer 64

The term that will be used is opportunity space

Question 65

To reach their desired outcome, a product trio must Discover and explore what?

Answer 65

Product tree almost Discover and explore the opportunity space

Question 66

How we frame an ill structured problem impacts?

Answer 66

How we frame an ill structured problem impacts how we might solve it

Question 67

The implication for project trios is that two of the most important steps for reaching our desired outcome or what?

Answer 67

First, how are you map out and structure the opportunity space, and second, how is select which opportunities to pursue

Question 68

The underlying structure to discovery that we can use to guide our work starts with what?

Answer 68

It starts with defining a clear outcome, one that sets the scope for discovery

Question 69

After we have set up the scope for discovery what is the next step?

Answer 69

From there we must discover and map out the opportunity space, this is what gives structure to the ill structured problem of reaching our desired outcome. It’s the all-important problem framing that opens up the solution space. And finally we Need to discover the solution that will address those opportunities in the ass drive our desired outcome

Question 70

What does OST stand for?

Answer 70

Opportunity solution tree

Question 71

What are the four main steps make up an opportunity solution tree?

Answer 71

One outcome Two opportunity Three solution For assumption test

Question 72

Opportunity solution trees are a simple way to do work?

Answer 72

They are a simple way of visually represent in the past you might take to reach a desired outcome

Question 73

When talking about an opportunity solution tree what does the root represent?

Answer 73

The root of the tree is your desired outcome, the business need that reflects how your team can create business value

Question 74

Defined the opportunity space?

Answer 74

Opportunity space is the customers needs, pain points, and desires that, if addressed will drive your desired outcome

Question 75

Below the opportunity space is what?

Answer 75

Below the opportunity space is the solution space. This is where we will visually depict the solutions we are exploring.

Question 76

Below the solution space is what?

Answer 76

Below the solution space are assumption test. This is how we will evaluate which solutions will help us best create customer value in a way that drives business value.

Question 77

Opportunity solution trees have a number of benefits. They will help product trios in what eight different ways?

Answer 77

Resolve the tension between business needs and customer needs Build and maintain a shared understanding of how they might reach their desired outcome Adopt a continuous mindset An a lot better decision making Unlock faster learning cycles Build confidence in knowing what to do next Unlock simpler stakeholder management

Question 78

What helps resolve the tension between business needs and customer needs?

Answer 78

Opportunity solution trees do

Question 79

When you are building an opportunity solutions tree you will only want to include what?

Answer 79

You will only include opportunities that are relevant to your outcome

Question 80

When trading an opportunity solutions tree you should start out by what?

Answer 80

You should start out by prioritizing your business need, creating value for your business is what insurers that your team conserve your customer overtime. Next, the team should explore the customer needs, pain points, and desires that, if addressed, would drive the outcome. The key here is that the team is filtering the opportunity space by considering only the opportunities that have the potential to drive the business need. I mapping the opportunity space, the team is adopting a customer centric framing for how they might reach their outcome.

Question 81

Buy mapping the opportunity space, the team is adopting watt?

Answer 81

The team is adopting a customer centric framing for how they might reach their outcome

Question 82

The outcome and the opportunity space constrain what?

Answer 82

They constrain the types of solutions the product trio might consider. This is what helps us avoid Wells Fargo’s fate and sets Us up to create value for our customers in our business

Question 83

Opportunity solution trees help do what?

Answer 83

The help build and maintain a shared understanding across your trio

Question 84

What instinct often gets us into trouble?

Answer 84

Instinct it often gets into trouble for most of us, is when we encounter a problem, we simply want to solve it. We don’t always remember to question the framing of the problem. We tend to fall in love with our first solution. We forget to ask, how else might we solve this problem?

Question 85

When creating opportunities solution trees what are some of the problems that sometimes can get compounded when working in teams?

Answer 85

When we hear a problem, we each individually jump to a fast solution. When we disagree, we engage in fruitless opinion battles. His opinion battles encourage us to fall back on our organizational roles and claim decision authority, example the product manager has the final say, instead of collaborating as a cross functional team.

Question 86

In regards to an opportunity solution three 118 takes time to visualize their options what is the result?

Answer 86

They build a shared understanding of how they might reach their desired outcome. If they maintain this visual as they learn week over a week, they maintain that shared understanding, allowing them to collaborate overtime. We know this collaboration is critical to product success

Question 87

Opportunity solution trees help product trios do what?

Answer 87

They help product trios adopt a continuous mindset

Question 88

By solving smaller opportunities first what will happen later on?

Answer 88

By solving smaller opportunities first, the team will eventually sell bigger opportunities

Question 89

Continuous mindset requires work?

Answer 89

A continuous mindset requires that we deliver value every sprint. We Creek customer value by addressing unmet needs, resolving pain points, and satisfying desires

Question 90

How do we create customer value?

Answer 90

We create customer value by addressing unmet needs, resolving pain points, and satisfying desires.

Question 91

The opportunity solution tree helps teams take large, project sized opportunities and do what with them?

Answer 91

The opportunity solution tree helps teams take large, project sized opportunities and break them down into a series of smaller opportunities. As you work your way vertically down the tree, opportunities get smaller And smaller. Teams can then focus on solving one opportunity at a time. With time, as the address a series of smaller opportunities, these solutions start to address the bigger opportunity. The team learns to solve project sized opportunities by solving smaller opportunities continuously

Question 92

The opportunity solution tree unlocks what?

Answer 92

It unlocks better decision making

Question 93

In Chip and Dan heaths book Titled book decisive the outline for villains of decision making that lead to poor decisions. Name the four villains?

Answer 93

The first feeling is looking too narrily at a problem The second villain is looking for evidence that confirms our believes The third villain is letting our short term emotions affect our decisions The fourth villain is overconfidence

Question 94

What is the first villain?

Answer 94

The first villain is looking to neroli at a problem. This is exactly why we want to explore multiple ways of framing the opportunity space.

Question 95

What is the second villain?

Answer 95

The second villain is looking for evidence that confirms our beliefs. This is commonly known as confirmation bias.

Question 96

What is the third villain?

Answer 96

The third villain is leading our short term emotions affect our decisions. In the product world, this often shows up when we fall in love with her ideas.

Question 97

What is the fourth villain?

Answer 97

The fourth villain is over confidence. This, too, Is common in the product world. We are often sure our ideas will be runaway successes

Question 98

What book does the offer suggest that we read next right after her book the continuous discovery habits?

Answer 98

The book titled decisive by Chip and Dan Heath

Question 99

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