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One Day Validation & Team Formation

1
Q

A rapid approach to testing and validating
new ideas within a single day. It helps
determine ________, desirability, and viability
quickly

A

feasibility

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2
Q

A rapid approach to testing and validating
new ideas within a single day. It helps
determine feasibility, _________, and viability
quickly.

A

desirability

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2
Q

A rapid approach to testing and validating
new ideas within a single day. It helps
determine feasibility, desirability, and ___________.

A

viability quickly.

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2
Q

A ______ approach to testing and validating
new ideas within a single day. It helps
determine feasibility, desirability, and viability
quickly.

A

rapid

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2
Q

The process of testing whether an idea, product, or service meets market needs and expectations

A

Validation

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2
Q

A rapid approach to testing and ________
new ideas within a single day. It helps
determine feasibility, desirability, and viability
quickly

A

validating

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2
Q

A significant change in product direction based on user
feedback.

A

Pivot

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2
Q

Why is Single day validation important?

A

REDUCES TIME AND RESOURCES SPENT
ON WEAK IDEAS.

ENCOURAGES A LEAN INNOVATION AND
FAIL-FAST, LEARN-FAST MINDSET.

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2
Q

The introduction of new ideas, methods, or products that
improve existing solutions.

A

Innovation

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2
Q

A simple version of a product with just enough features to
attract early adopters and gather feedback

A

Minimum Viable
Product (MVP)

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2
Q

A strategy that prioritizes rapid experimentation over longterm planning to develop successful products.

A

Lean Startup Methodology

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2
Q

A basic working model of an idea, often used for testing and
refinement

A

Prototype

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2
Q

The process of determining if there is a real demand for an
idea before full-scale development.

A

Market Validation

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2
Q

HOW MANY KEY STEPS IN 1-DAY VALIDATION

A

5 Steps

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3
Q

STEP 1 STEPS IN 1-DAY VALIDATION

A

Indentify the problem & hypothesis

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3
Q

STEP 2 STEPS IN 1-DAY VALIDATION

A

Create a simple prototype or mvp

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3
Q

STEP 3 STEPS IN 1-DAY VALIDATION

A

Engage with real users

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3
Q

TOOLS & TECHNIQUES

A

-LANDING PAGE TESTING
-SOCIAL MEDIA POLLS & ADS
-CUSTOMER INTERVIEWS & SURVEYS
-PROTOTYPING TOOLS
-A/B TESTING & HEATMAPS

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3
Q

STEP 4 STEPS IN 1-DAY VALIDATION

A

Analyze results

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3
Q

BENEFITS OF 1-DAY VALIDATION

A

-Saves time & money
-Reduce risk
-Encourages agility & adaptability
-Customer-centric approach
-Boosts confidence in ideas

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3
Q

STEP 5 STEPS IN 1-DAY VALIDATION

A

Pivot, if necessary

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3
Q

Prevents costly mistakes before
full-scale development.

A

SAVES TIME & MONEY

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3
Q

Eliminates weak ideas early.

A

REDUCES RISK

3
Q

Quick learning cycles

A

ENCOURAGES AGILITY & ADAPTABILITY

3
Focuses on real needs.
CUSTOMER-CENTRIC APPROACH
4
Data-driven decision-making.
BOOSTS CONFIDENCE IN IDEAS
5
LIMITATIONS OF 1-DAY VALIDATION
- Limited Scope - Not always representative -Risk of bias
6
BEST PRACTICES FOR SUCCESSFUL 1-DAY VALIDATION
- Define a clear problem statement - Engage with the right target market - Use cost-effective testing methods - be objective - learn and iterate
7
Remember to
"Fail fast, learn fast, innovate smart."
8
_________A rapid approach to testing and validating new ideas within a single day. It helps determine feasibility, desirability, and viability quickly.
One-Day Validation
9
________ involves bringing together a group of individuals with diverse skills, backgrounds, and personalities to work towards a common goal.
Team Formation
10
Why is Team Formation Important?
* Enhances Productivity * Improves Morale * Fosters Innovation * Reduces Conflict
11
Critical Elements of Team Formation
* Defining roles and responsibilities * Establishing communication channels * Setting goals and deadlines
12
Characteristics of a strong team
* Shared vision & mission * Complementary Skills * Trust & Collaboration * Adaptability & Problem-solving
13
Key Positions in Team formation
CEO - Chief Executive Officer CTO - Chief Technonlogy Officer COO - Chief Operating Officer CFO - Chief Financial Officer CMO - Chief Marketing Officer
14
The top leader responsible for the overall direction of the company
Chief Executive Officer (CEO)
15
Leads the technical team.
Chief Technology Officer (CTO):
16
Manages daily operations and execution.
Chief Operating Officer (COO)
17
Handles financial strategy and fundraising.
Chief Financial Officer (CFO)
18
Develops branding, marketing, and customer engagement strategies
Chief Marketing Officer (CMO)
19
MODELS OF TEAM DEVELOPMENT
- Tuckman's Stages of Group Development - The Five Dysfunctions of a Team by Patrick Lencioni - Situational Leadership Model by Hersey and Blanchard - Agile Team Development Model - Change Management Curve
20
According to this model, the ___________that can hinder team effectiveness are the absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results.
THE FIVE DYSFUNCTIONS OF A TEAM BY PATRICK LENCIONI
21
This explains how leaders should adapt their leadership style based on their team members’ readiness (competence and commitment). It consists of four leadership styles
SITUATIONAL LEADERSHIP MODEL BY HERSEY AND BLANCHARD
22
This follows a continuous cycle of meeting, planning, creating, releasing, and revising to ensure flexibility and efficiency in teamwork. This cycle fosters collaboration, rapid problem -solving, and continuous improvement, making________ highly responsive to change.
AGILE TEAM DEVELOPMENT MODEL
23
Also known as the Kubler - Ross Change Curve, this helps teams navigate the challenges of change and uncertainty. The model is based on the idea that team members will typically experience a range of emotions and reactions as they adapt to new situations, and that effective team development requires recognizing and addressing these reactions
CHANGE MANAGEMENT CURVE
24
This is a popular framework for understanding team dynamics. The model describes teams’ five stages as they work together: forming, storming, norming, performing, and adjourning. This makes a team development process very important in project management, as it empowers individuals and teams to work together to achieve a common goal.
TUCKMAN’S STAGES OF GROUP DEVELOPMENT
25
TUCKMAN’S STAGES OF GROUP DEVELOPMENT
Forming, Storming, Norming, Performing, Adjourning
26
TYPES OF ORGANIZATIONAL STRUCTURES
- Hierarchucal Structure - Functional Structure - Matrix Structure - Divisional Structure - Network Structure - Team-based Structure - Horizontal/Flat Structure
27
Advantages: Clear Chain of Command Defined Career Progression Efficient Decision-Making Strong Oversight & Control Disadvantages: Slower Decision-Making Limited Flexibility Communication Barriers Less Innovation
Hierarchical Structure
28
Advantages: Specialization & Efficiency Clear Career Path Better Skill Development Standardized Processes Disadvantages: Limited Cross-Department Collaboration Slow Decision-Making Less Innovation Rigid Structure
Functional Structure
29
Advantages: Improved Collaboration Efficient Use of Resources Flexibility & Adaptability Encourages Innovation Disadvantages: Complex Reporting Relationships Increased Workload & Stress Decision-Making Can Be Slower Potential Power Struggles
Matrix Structure
30
Advantages: Flexibility & Specialization Faster Decision-Making Scalability Customer & Market Focus Disadvantages: Duplication of Resources Internal Competition Coordination Challenges Higher Costs
Divisional Structure
31
Advantages: Cost Efficiency Flexibility & Scalability Access to Global Talent Focus on Core Strengths Disadvantages: Coordination Challenges Dependency on Third Parties Security & Confidentiality Risks Less Direct Control
Network Structure
32
Advantages: Enhanced Collaboration Faster Decision-Making High Employee Engagement Flexibility & Adaptability Disadvantages: Role Ambiguity Conflict Potential Scalability Challenges Possible Inefficiencies
Team-based Structure
33
Advantages: Faster Decision-Making Encourages Innovation & Collaboration Higher Employee Cost-Effective Disadvantages: Role Ambiguity Limited Scalability Leadership Challenges Not Ideal for Large Projects
Horizontal/Flat Structure

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