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PXP- WF > PXP Onboarding > Flashcards

PXP Onboarding Flashcards

1
Q

Product #1 Goal

A

600K weekly active users by end of 2021

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2
Q

Measure Differentiators

A
  • We are generally much easier to get up and running with data measurement through OOTB reports
  • Our measurement suite allows for data maturity growth
  • Our measurement products tend to require less system admin involvement
  • We expose tons of data points through filters and custom calculations
  • We don’t require engineering resources to get data measurement up-and-running
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3
Q

How long does the average user spend building reports in WF?

A

recent survey avg users spend 5 hrs/mo building reports

20 users x 3 hrs/mo = 60 hrs/mo
50 users x 5 hrs/mo = 150 hrs/mo
100 users x 7 hrs/mo = 700 hrs/mo

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4
Q

What does SWOT stand for? Name some attributes for the Measure platform.

A

Strenghts, Weaknesses, Opportunities, Threats

https://docs.google.com/presentation/d/1bu-WvBQthCj1o2VyxgSWAauXzIq-dPAsQudw0GswPpM/edit#slide=id.g4f05de86df_2_136

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5
Q

What is on the Measure roadmap?

A

Analytics (alpha, beta, go live)
Automated insights & recos (insights)
Dashboards 1.0 (Dash redesign + executive view)
Dashboards 2.0 (whitelabel new product)
Dashboards 2.0 (real-time KPIs)
Reporting 1.0 (redesign & filter improvement)
Reporting 2.0 (white-lavel reporting solution)

https://docs.google.com/presentation/d/1bu-WvBQthCj1o2VyxgSWAauXzIq-dPAsQudw0GswPpM/edit#slide=id.g4e8482258b_0_215

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6
Q

What is the admin and extend mission?

A

To enable system administrators, partners, and Workfront professional services to effectively implement, extend, and manage Workfront as an Operational System of Record (OSR) at enterprise scale.

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7
Q

What is the admin and extend vision?

A

Workfront’s capabilities for implementation, management, and extensibility will earn us a right to refer to it as a “Modern Work Application Platform”, comparable in its scale and extensibility to other systems of record.

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8
Q

What is the measure vision?

A

To measure and optimize all work in an enterprise

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9
Q

What is the measure mission?

A

To create and enable work performance optimization and insights

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10
Q

What is the measure purpose?

A

To make data accessible and approachable

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11
Q

What are the product 2019 OKRs?

A

O1: Massively accelerate revenue growth (world-class GTM)
- KR1: 1500 WAU from New Products
- KR2: 40% of Accounts expand
- KR3: 4,000 WAU on Resource Planning (300% increase)
O2: Front line users love using workfront
- KR1: uNPS from -29 to -15
- KR2: 51% of WAU using Quicksilver
- KR3: 100% of Portfolio & Chapter backlogs tied to a resource plan in Hub
O3: Workfront just works in the largest enterprises
- KR1: Google is a promoter
- KR2: KPI for predictive alerting on performance
- KR3: 18% of Enterprise segment customers with more than 1 integration
O4: Create C2 to Achieve R2
- KR1: eNPS Result
- KR2: CD Result

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12
Q

What are the admin and extend initiatives?

A

Unified User Management - Provide a single service for managing users and authentication mechanisms across all products and services.

Quicksilver - Enable Quicksilver Alpha, Beta, and GA success by focusing on enabling systems administrators to manage configurations in Quicksilver.

[Paused] Organizational Controls for Growth - Enable a single Workfront instance to support multiple business units.

Productivity Integrations - Enable knowledge workers to connect to their work context while using the most popular productivity tools.

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13
Q

What are the AE prioritized initiatives?

A

Unified User Management - Provide a single service for managing users and authentication mechanisms across all products and services.

Quicksilver - Enable Quicksilver Alpha, Beta, and GA success by focusing on enabling systems administrators to manage configurations in Quicksilver.

[Paused] Organizational Controls for Growth - Enable a single Workfront instance to support multiple business units.

Productivity Integrations - Enable knowledge workers to connect to their work context while using the most popular productivity tools.

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14
Q

What is the core vision?

A

To unify, orchestrate, and expose work within an enterprise.

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15
Q

What is the core mission?

A

To create the most flexible and robust work management architecture.

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16
Q

What is the core purpose?

A

To create possibilities for what can be built

17
Q

What are the core metrics?

A

Reduce Cloud Costs by 25% = Consolidated but highly performant/optimized systems = Workfront just works in the largest enterprises

Increase engineering commit velocity by “%” = faster time to market = Massively accelerate revenue growth

Enable ML Models for 5 Features = Better differentiation means winning more = Massively Accelerate Revenue Growth

18
Q

POC

A

Proof of Concept

19
Q

What are the Core OKRs for Q2?

A

O1
Deliver Project Analytics Data Sets
Workfront is viewed as a company leading the way through digital transformation
Modernize the data platform infrastructure

O2
Search is its own microservice
Users can effectively and efficiently find what they’re looking for using Search
QS Alpha customers love using our navigation
Phoenix design system are accessible to a wide range of customers

O3
Workfront users experience a seamless application through authorization

O4
Create a healthy code review culture to enable good mentoring, better code and higher quality software
Teams consistently provide artifacts to move product development forward

20
Q

Core roadmap?

A 
Enhanced event service
Improved search
Machine learning architecture
Microservices & disaggregation
Modern user interface
Modern WF architecture
21
Q

BDF

A

Breadth, Depth, Frequency

The BDF score measures breadth, depth and frequency of users accessing Workfront in the last 30 days. Breadth measures the number of active users compared to how many licenses were purchased. Depth measures the usage of 7 core features on Workfront. Then Frequency measures how frequently a user is using Workfront. Breadth, Depth, and Frequency are measured individually and then combined to give a total health score. Get more information on each measurement and how they’re scored in the slide deck below.

22
Q

What is Alex’ commander’s intent?

A

Company (Alex Shootman): Create and keep customers

23
Q

What is ZoBell’s commander’s intent?

A

Product (Steve ZoBell): Create category-leading products

24
Q

What is Erica’s commander’s intent?

A

Drive the product business to maximize market opportunity

25
Q

What is Jennifer’s commander’s intent?

A

Product Experience & Programs (Jennifer Moore): Optimize product lifecycle to deliver expected outcomes

26
Q

What does the PXP team do?

A

Program management: Cross-portfolio PDLC enablement for accelerated market delivery

Product and release launch management: Predictable and transparent product deliver across the business

Product feedback experience: Elevate the customer voice throughout the PDLC (outside, in view)

Product research and best practices: Streamline PM research throughout the PDLC (inside, out view)

Data-driven product decisions: Curate relevant data for the “so what?” that best informs product decisions

Process excellence: Enough structure to give product managers freedom to do their best work

Change management and communication: Change agents who champion transparency and reduce noise for PMs

27
Q

What are the main roles of a PXP program manager

A

Establish and lead programs for PM-initiated cross-portfolio strategic initiatives (e.g., Quicksilver) and new product offerings (e.g., Project Analytics)

Manage programs through the entire PDLC by applying an organized, repeatable process

Coordinate with Engineering on technical delivery and program dependencies

Facilitate business enablement activities and customer readiness with cross-functional teams to bring solutions to market

28
Q

What are the main launch responsibilities for PXP?

A

Lead cross-functional Launch Team with representatives from all departments in Workfront

Manage impact analysis, planning and execution of
Launch-related activities

Regular ELT communication of new product and release status and risks

Encourage a culture of accountability by ensuring effective delivery to market results in expected outcomes

29
Q

What’s involved with Product research and best practices?

A

Establish standards and best practices for PM research (e.g., onsite customer visits, industry and competitive conference participation)

Coordinate cross-functionally to develop strong PM research cadences (e.g., CX trends)

Activate user journey and facilitate experimentation to improve conversion rates toward 600k WAU

Automate research logistics (e.g., CRM updates based on PM customer interaction)

Trend analyses and forecasts based on product vision and strategy; input for roadmap considerations

30
Q

What’s involved with process excellence?

A

Create centralized end-to-end documentation for our “consistently upheld PM process”

Maintain site and document repositories with all product management-related content and research

Encourage sharing of portfolio and team best practices
Provide ongoing training and education opportunities for PMs

Collaborate with Engineering and UX to optimize cross-discipline processes and tools

Administer and implement new tools in support of product management processes

Serve as central point of contact for Workfront @ Workfront initiative and Hub process evolution

31
Q

What’s involved with change management and communication?

A

Coordinate regularly with other operations groups; anticipate changes impacting PM

Provide single point of contact for other departments into Product Management

Facilitate quarterly roadmap updates and webinars and one-off requests

Support change management for external initiatives that impact PM

Communicate changes and important updates outside of PM to Product and Workfront

May represent PM in non-product initiatives and facilitate coverage and involvement

32
Q

PRD

A

A product requirements document (PRD) is a document containing all the requirements to a certain product. It is written to allow people to understand what a product should do. A PRD should, however, generally avoid anticipating or defining how the product will do it in order to later allow interface designers and engineers to use their expertise to provide the optimal solution to the requirements.[citation needed]

PRDs are most frequently written for software products, but can be used for any type of product and also for services. Typically, a PRD is created from a user’s point-of-view by a user/client or a company’s marketing department (in the latter case it may also be called Marketing Requirements Document (MRD)). The requirements are then analysed by a (potential) maker/supplier from a more technical point of view, broken down and detailed in a Functional Specification (sometimes also called Technical Requirements Document).

33
Q

RAID

A

RAID is an acronym that stands for Risks, Actions, Issues and Decisions.

Risks are the potential problems lurking in your project. Risks tend to be thought of as having an adverse impact on the project, but there are also positive risks.
Actions are what you need to do throughout the project.
Issues are when something goes wrong in the project. If an issue isn’t managed and resolved it can derail the project or cause the project to fail.
Decisions are how you decided to act in the project.

OR

Risks – events that can have an adverse impact if they occur.
Assumptions – things you assume are in place which contribute to the success of the project.
Issues – current matters that need to be considered and addressed by the group.
Dependencies – other projects or triggers that your project depends on, or are a beneficiary of your project outcomes.

34
Q

Business Impact Analysis

A

It’s a way to predict the consequences of disruptions to a business and its processes and systems by collecting relevant data, which can be used to develop strategies for the business to recover in the case of emergency.

Scenarios that could potentially cause losses to the business are identified. These can include suppliers not delivering, delays in service, etc. The list of possibilities is long, but it’s key to explore them thoroughly in order to best assess risk. It is by identifying and evaluating these potential risk scenarios that a business can come up with a plan of investment for recovery and mitigation strategies, along with outright prevention.

https://www.projectmanager.com/blog/business-impact-analysis

PXP- WF (2 decks)

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