Terms

Question 1

A product requirements document (PRD) defines the requirements of a particular product, including the product’s purpose, features, functionality, and behavior. It serves as a guide for business and technical teams to help -, -, or - the product.

Answer 1

A product requirements document (PRD) defines the requirements of a particular product, including the product’s purpose, features, functionality, and behavior. It serves as a guide for business and technical teams to help build, launch, or market the product.

Question 2

A product requirements document (PRD) defines the requirements of a particular product, including the product’s -, -, -, and -. It serves as a guide for business and technical teams to help build, launch, or market the product.

Answer 2

A product requirements document (PRD) defines the requirements of a particular product, including the product’s purpose, features, functionality, and behavior. It serves as a guide for business and technical teams to help build, launch, or market the product.

Question 3

A product requirements document defines the product you are about to build: It outlines the product’s purpose, its ?, ?, and ?.

Answer 3

A product requirements document defines the product you are about to build: It outlines the product’s purpose, its features, functionalities, and behavior.

Question 4

The three stages of Product Management and in a PRD

Answer 4

GUQ (get 2 umbrellas quickly)
1) Goals - the business objectives & strategic fit
2) User stories & User design (interactions)
3) Questions - clarifications, scope

https://wac-cdn.atlassian.com/dam/jcr:d86575e9-7860-4507-98c0-0a95874a6ced/PRDcomponents.svg?cdnVersion=1555

Question 5

Once you create a PRD who do you seek input from?

Answer 5

Next, you share the PRD with (and seek input from) stakeholders - business and technical teams who will help build, launch or market your product.

Question 6

Once all stakeholders are aligned, the PRD serves as a —, providing clear direction toward a product’s purpose while creating a shared understanding among business and technical teams.

Answer 6

The PRD serves as a compass, providing clear direction toward a product’s purpose while creating a shared understanding among business and technical teams.

Question 7

Agile requirements, depend on a shared understanding of the customer that is shared between the ——- owner, ———, and the ——— team.

Answer 7

Agile requirements, on the other hand, depend on a shared understanding of the customer that is shared between the product owner, designer, and the development team.

Question 8

Product Owners can focus on higher-level requirements and leave implementation details to the ———- ——, who is fully equipped to do so because of that shared understanding of the customer.

Answer 8

Product Owners can focus on higher-level requirements and leave implementation details to the development team, who is fully equipped to do so because of that shared understanding of the customer.

Question 9

When conducting customer interviews, include a member of the —- and ——- teams so they can hear from a customer directly instead of relying on the product owner’s notes.

Answer 9

When conducting customer interviews, include a member of the design and development teams so they can hear from a customer directly instead of relying on the product owner’s notes. It will also give them the chance to probe deeper while the topic is fresh in the customer’s mind.

Question 10

Understand how Personas influence product design. Make developing and using customer personas a team effort.
Make developing and using customer personas a team effort.

Answer 10

Understand how Personas influence product design. Make developing and using customer personas a team effort.

Question 11

What is a customer persona?

Answer 11

Customer personas are archetypal representations of existing subsets of your customer base who share similar goals, needs, expectations, behaviors and motivation factors. Personas are powerful tools that aid in marketing and customer experience planning, as they offer insight into what customers want and how they will engage. Personas are used to design messaging, customer journeys, service experiences and product features to meet customer expectations and needs.

Question 12

What is issue triage?

Answer 12

Make issue triage and backlog grooming a team sport as well. These are great opportunities to make sure everyone is on the same page, and understand why the product owner has prioritized work the way they have.

Question 13

What is backlog grooming?

Answer 13

Make issue triage and backlog grooming a team sport as well. These are great opportunities to make sure everyone is on the same page, and understand why the product owner has prioritized work the way they have.

Question 14

Define project specifics! We recommend including high-level direction at the top of the page as follows:

——-: Who is involved? Include the product owner, team, stakeholders
———: What’s the current state of the program? On target, at risk, delayed, deferred, etc.
—— ——-: When is it projected to ship?

Answer 14

Define project specifics! We recommend including high-level direction at the top of the page as follows:

Participants: Who is involved? Include the product owner, team, stakeholders
Status: What’s the current state of the program? On target, at risk, delayed, deferred, etc.
Target release: When is it projected to ship?

Question 15

What is a full product triad?

Answer 15

full product triad (product owner, developer, and designer)

Question 16

Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:

—— and ——— over processes and tools
—- —— over comprehensive documentation
—— —— over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on
the right, we value the items on the left more.

Answer 16

Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on
the right, we value the items on the left more.

Question 17

—— ——, product leader extraordinaire and founder of ProductTank, initially summed up product management in a simple Venn diagram that sits the product manager at the intersection of ——, ———, and —- ———.

Answer 17

Martin Eriksson, product leader extraordinaire and founder of ProductTank, initially summed up product management in a simple Venn diagram that sits the product manager at the intersection of business, technology, and user experience.

Question 18

—- ——-, CEO of Opsware, called the product manager the “—- of the product.”

Answer 18

Ben Horowitz, CEO of Opsware, called the product manager the “CEO of the product.”

Question 19

What does Ben Horowitz mean when he says Product Managers are the CEO of the Product?

Answer 19

Product Managers do not have some sort of special authority, like a CEO, product managers set the goals, define success, help motivate teams, and are responsible for the outcome.

Question 20

What did Martin Erikkson’s Venn Diagram of Product Management mean?

Answer 20

People see Eriksson’s diagram and think that product managers manage the product between all three disciplines (UX, technology, and business). Really, though, he’s saying product managers need to balance all three needs and make hard decisions and trade-offs.

Question 21

Broadly speaking a good product manager will spend his or her time on a handful of tasks.

1. Understanding and representing user ——.
2. Monitoring the market and developing competitive analyses.
3. Defining a —— for a product.
4. Aligning stakeholders around the vision for the product.
5. Prioritizing product features and capabilities.
6. Creating a shared brain across larger teams to empower —— —-——.

Answer 21

Broadly speaking, though, a good product manager will spend his or her time on a handful of tasks.

1. Understanding and representing user needs.
2. Monitoring the market and developing competitive analyses.
3. Defining a vision for a product.
4. Aligning stakeholders around the vision for the product.
5. Prioritizing product features and capabilities.
6. Creating a shared brain across larger teams to empower independent decision-making.