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Product Management > Product Management > Flashcards

Product Management Flashcards

1
Q

Ceremonies:

Refinement

A

The Refinement process exists to prepare user stories for development. Business and IT work together to find a solution that finds the ideal solution from both a functional and technical perspective

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2
Q

Ceremonies: Planning

A

Planning is an opportunity for the Team to dig into the details of what they will do in the coming weeks to have a successful iteration. A well-developed plan ensures that everyone in the team knows how they will contribute to the team’s success

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3
Q

Ceremonies: Review

A

The Review is an opportunity for the Team to share the result of their sprint with Product Stakeholders. The Review encourages accountability, transparency and facilitates frequent feedback

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4
Q

Ceremonies: Retrospective

A

The Retrospective is an opportunity for the Team to improve the way in which it has been working. Learning from success and failure is a critical part of Agile Product Development

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5
Q

Ceremonies: Standup

A

The Stand Up is an opportunity for the Team to align its’ efforts on a daily basis. The Stand Up creates transparency on the sprint status and facilitates alignment across team members

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6
Q

Jira Workflow - Phases, Status, Detials

Engineering ready

A

Status: Ready for Dev or Reopened
Details: Refinement done, tasked out and ready for development
Definition of Ready is met

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7
Q

Jira Workflow - Phases, Status, Detials

Development

A

In Progress - Implementaiton in progress

In Review - Development - finished, peer review

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8
Q

Jira Workflow - Phases, Status, Detials

Ready to test

A

Status: Integration
Details: Development finished and waiting for development in SIT environment environment (Golden Build)

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9
Q

Jira Workflow - Phases, Status, Detials

Testing

A

Status: In test
Detials: Currently in testing by the QA team in SIT environment (Golden Build) - technical sign off

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10
Q

Jira Workflow - Phases, Status, Detials

Ready for PO Review

A

Status: Resolved
Details: Technically signed off and ready for vertification from PO

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11
Q

Jira Workflow - Phases, Status, Detials

PO Review

A

Status: Deployment
Details: To be reviewed and signed off by PO, business partners or other stakeholders if necessary
UAT/Busines Sign off

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12
Q

Jira Workflow - Phases, Status, Detials

Development

A

Status: In verificaiton
Details: Business sign off successful, waiting for deployment to production

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13
Q

Jira Workflow - Phases, Status, Detials

Done

A

Status: Closed
Details: Deployed to production, validation and handed over to business/ops
Definition of Done is met

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14
Q

Classifying Defects

Blocker

A

Defect causes critical loss of business functionality or a complete loss of service has occurred or has a huge financial impact. All countries and large number of customers are affected.

Example Cart not working, catalogue not loading, orders do not work

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15
Q

Classifying Defects

Critical

A

A highly severe defect that can collapse the system. However, certain parts of the system remain functional. Or a severe defect which affects only small number of customers in multiple countries

Example Cart not working with 300 line items or more, workaround warn customer when he has to many line items

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16
Q

Classifying Defects

Major

A

Defect causes some undesirable behavior, but hte system is still funcitonal

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17
Q

Classifying Defects

Minor

A

The defect does not affect functionality or data. It might impact productivity or efficiency (more clicks). It’s merely an inconvenience.

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18
Q

Classifying Defects

Urgency: High

A 
There is no workaround available and/or the damage is rapidly increasing over time. 
Blocker - P1 
Critial - P2(P1)
Major - P2 
Minor - P3
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19
Q

Classifying Defects

Medium

A 
There is no workaround available but the damage is not high because the feature is not frequently used 
Blocker - P2(P1)
Critical - P2
Major - P3 
Minor - P4
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20
Q

Classifying Defects

Low

A 
There is a workaround available and there is no time pressure 
Blocker - P2 
Critical - P3 
Major - P4
Minor - P4
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21
Q

Scrum SLAs

A

P1 - 30 minutes reaciton time - approx resolution 4 hours
P2 - 2 hours reaction time - approx resolution - can become P1 - dependent on prio by PO
P3 - 4 hours reaction time - approx resolution - dependent on prio by PO
P4 - 8 hours reaction time - approx resolution - dependnt on prio by PO

22
Q

How many phases are in the defect lifecycle and what are they?

A

6 phases
1 - Identify defect - ensure defect can be reproduced. Raise in defect tracking systems
2 - Prioritize defect - based on severity defect is priorized in team backlog
3 - Analysis defect - analysis acceptance criteria and implementation details
4 - Resolve defect - implement changes and/or re mediate failign test
5 - Verify resolution - execute tests to verify defect is resolved and no regression
6 - Close defect - independent test execution to verify defect is resolved and no regression

23
Q

How many phases are in the defect lifecycle and what are they?

A

6 phases
1 - Identify defect - ensure defect can be reproduced. Raise in defect tracking systems
2 - Prioritize defect - based on severity defect is priorized in team backlog
3 - Analysis defect - analysis acceptance criteria and implementation details
4 - Resolve defect - implement changes and/or re mediate failign test
5 - Verify resolution - execute tests to verify defect is resolved and no regression
6 - Close defect - independent test execution to verify defect is resolved and no regression

24
Q

Who are the members of a Agile or Scrum team?

A

Scrum Master, one Product Owner and Developers

25
Q

A cohesive unit of professionals focused on one objective at a time, the Product Goal is known as the

A

Scrum Team

26
Q

Scrum Teams are…

A

Cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are self-managing, meaning they internally decide who does what, when and how.

27
Q

Typical size of a Scrum Team

A

10 or fewers. Smaller teams communicate better and are more productive

28
Q

The Scrum team is responsible for what product-related activities:

A 
Stakeholder collaboration 
Verificaiton 
Maintenance 
Operation 
Experimentation 
Research 
Development
29
Q

Developers are accountable for:

A

Creating a plan for the Sprint, the Sprint backlog
Instill quality by adhering to the Definition of Done
Adapting their plan each day toward the Sprint Goal
Hold each other accountable as professionals

30
Q

Product Owner is accountable for

A

Maximizing the value of the product resulting from the work of the Scrum team
Developing and explicity communcating the Product Goal
Creating and celaring communication Product Backlog items
Ordering Product backlog items
Ensuring the Product Backlog is transparent, visible and understood

31
Q

Who is responsible for the Product Backlog?

A

Product owner

32
Q

What is the Scrum Master accountable for?

A

Helping everyone understand Scrum theory and practice, both within the Scrum Team and organization.
Accountable for scrum teams effectiveness

33
Q

The Scrum Master serves the Scrum Team in 4 ways

A

Coaching the team members in self-management and cross-functionality
Helping the Scrum Team focus on creating high-value increments that meet the Definition of Done
Causing the removal of impediments of the Screm Teams progress
Ensuring that all Scrum events take place and are positive, productive and kept within the timebox

34
Q

The Scrum Master serves the Product Manger by

A

Helping find techniques for effective Product Goal defintion and Product Backlog management
Helping the Scrum Team understand the need for celar concise Product Backlog items
Helping establish empirical product planning for a complex environment
Facilitating stakehodler collaboration as requested or needed

35
Q

The Scrum Master serves the organization in several ways

A

Leading, training and coaching the organizaiton in its Scrum adoption
Planning and advising Scrum implementations within the organization
Helping employees and stakehodlers understand and enact an empirical approach for complex work
Removing barriers between stakeholder and Scrum teams

36
Q

What is the Definition of Ready?

A

Defines the state of a requirement prior to its implemenation by team

37
Q

Why is the Definition of Ready important?

A

Serves as a mutual quality gate for the team and product owner before the team starts their development
It increases efficiency of planning and backlog refinement
Avoids unplanned and time consuming rework during implementation

38
Q

Acronym used to remember a widely accepted set of criteria or checklist to assess the quality of a user story

A

INVEST
I - independent (of all others)
N - negtiable (not a specific contract for features)
V - value (or vertical)
E - estimable (to a good approximation)
S - mall (so as to fit within an iteration)
T - estable (in principle, even if there isn’t a test for it yet)

39
Q

Examples of DoR for User Stores:

A
  1. Stories have an agreed format
  2. Acceptance criteria are written down
  3. Effort is estimated by the whole team
  4. Story can be finishe dwithin one iteraction
  5. Story defines wher ethe outcome will be documented
  6. Dependencies are understood, communicated and aligned
  7. All prerequisites of the story are fulfilled
  8. INVEST criteria
40
Q

Exploratory interview

A

Establish pain points, what solutions are they open to, exploring, fishing, trying to find things customers have a problem with.

41
Q

Validation interview

A

you have a theory and you want to test it out. Validation interviews are hyper-sensitive to bias. simply present the idea and present honest feedback.

42
Q

Satisfaction oriented interview

A

you’re trying to dig out what parts of the product are working and work products are not. A good example question is “what should we stop doing?”

43
Q

What is an MVP?

A

Minimum viable product - a version of a new product which allows a team to collect the maximum amount of validation learning about customers with the least effort

44
Q

Validated learning

A

anything you learn that is done in an test environment, it’s not bias.

45
Q

MVPs are about what?

A

Idea validataion

Mitigating risk

46
Q

The first step in running and MVP

A

Figuring out what the problem is and what we are aiming to solve

47
Q

Step #2 in launching an MVP

A

Identify assumptions - find the riskiest. We are going to think about all the things that have to go right for htis to work.

48
Q

Step #3 to building an MVP

A

Build a hypotheses around the assumptions. We are building a statement that we are confident we can test

49
Q

Step #4 for an MVP

A

We need to know what constitutes success.

50
Q

Step #5 in an MVP

A

Pick what type of MVP you’re going to run

51
Q

Last 2 steps of an MVP

A

Executing the MVP - running it

Iterating on that to figure out what worked and what didn’t

Product Management (1 decks)

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