What is a key factor in determining the value of a market segment?
Where the products and services will be sold
Availability of materials and people in sufficient quantities
The amount Customers are willing to pay for products or services
Time criticality in product delivery
The value of a market segment is determined by the potential revenue and profit that can be generated from selling products or services to that segment. One of the key factors that influences the value of a market segment is the amount customers are willing to pay for products or services, which reflects their perceived value and price sensitivity. Customers who are willing to pay more for products or services that meet their needs and preferences are more valuable than customers who are willing to pay less or switch to cheaper alternatives. Therefore, understanding the customer’s willingness to pay is essential for setting optimal prices and maximizing the value of a market segment.
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What is an important step that increases confidence in the projected value of a market segment when integrating data from multiple sources?
Focusing on internal Customers and analyzing the internal financial impact
Understanding the impacts on the requirements, Solution Context, backlog, and the Architectural Runway
Collecting just enough data to elicit clear market segmentation value
Keeping calculations transparent and continually updated as more accurate information becomes available
The projected value of a market segment is an estimate of the potential revenue and profit that can be generated from selling products or services to that segment. To increase confidence in this estimate, it is important to keep the calculations transparent and continually updated as more accurate information becomes available. This involves documenting the assumptions, data sources, methods, and results of the calculations, and validating them with stakeholders and experts. It also involves monitoring the changes in the market conditions, customer behavior, and competitor actions, and adjusting the calculations accordingly. By keeping the calculations transparent and updated, the organization can ensure that the projected value of a market segment reflects the current and future reality, and avoid overestimating or underestimating the market opportunity.
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Which type of product might face a chasm in its adoption?
Decommissioned product
Mature product
Innovative product
Growth product
The chasm is the gap in the technology adoption lifecycle between the early adopters and the early majority. The early adopters are enthusiasts who are open to trying new technologies, whereas the early majority is more pragmatic and cautious. The chasm occurs due to the differing expectations and requirements of these two groups. An innovative product is a product that introduces a new or significantly improved technology, functionality, or design that creates a new market or disrupts an existing one. An innovative product might face a chasm in its adoption, because it may not appeal to the mainstream customers who value reliability, compatibility, and convenience over novelty and differentiation. Therefore, an innovative product needs to cross the chasm by finding a niche market, establishing a clear value proposition, and creating a strong word-of-mouth.
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Which aspects of a product's strategic intent can personas help define?
Lean Budget Guardrails
Specific Feature building based on Teams in the ART
Supplier and local ART agreement coordination
Features and benefit hypothesis
Personas are fictional characters that represent the ideal customers or users of a product or service. They help product teams understand and empathize with the needs, goals, and preferences of their target segments. Personas can help define the features and benefit hypothesis of a product’s strategic intent, which is the assumption that a certain set of features will deliver a specific benefit to the customers or users. By using personas, product teams can validate their feature and benefit hypothesis with real user feedback, and prioritize the features that deliver the most value and satisfaction to their personas.
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What is the key concern when evaluating the fit for a market segment?
Is the segment going to be highly profitable?
Are there substitutes for this product offering in the market?
Does the segment align with our values and mission?
Are our Customers happy?
Market segmentation is the process of dividing a market into distinct groups of customers who have similar needs, preferences, or behaviors. Market segmentation helps enterprises identify and target the most valuable and profitable customer segments, design and deliver solutions that meet their needs, and optimize their marketing strategies and campaigns. However, market segmentation is not only based on quantitative factors, such as size, growth, and profitability, but also on qualitative factors, such as values, mission, and vision. A market segment should align with the enterprise’s values and mission, which reflect its purpose, identity, and culture. A market segment that aligns with the enterprise’s values and mission will help the enterprise achieve its strategic goals, create a positive brand image, and build trust and loyalty with customers.
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Which of the following is a customer-centric requirement artifact?
Security
Compliance enabler
Story map
Usability
A story map is a customer-centric requirement artifact that represents the user journey and the features that support it. A story map is a visual tool that helps to organize and prioritize user stories based on the user goals, activities, and tasks. A story map also helps to align the stakeholders on the scope, value, and dependencies of the product, and to plan the releases and iterations.
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What research technique is used to develop personas?
Storyboard
Solution Content
Journey Map
Product Vision
A journey map is a research technique that is used to develop personas. A journey map is a visual representation of the steps, interactions, and emotions of a user as they go through a process or a service. A journey map can help develop personas by identifying the pain points, opportunities, and gaps in the current state, and by generating ideas for improving the user experience and value proposition in the future state. A journey map can also help communicate the user needs and expectations to the stakeholders and align them on a common vision and goal.
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Who commonly facilitates the PO Sync event?
A Release Train Engineer (RTE)
A Solution Train Engineer (STE)
An Agile Coach
A Scrum Master/Team Coach (SM/TC)
The PO Sync is an ART event used to gain visibility into the ART’s progress toward meeting its PI objectives and to make any necessary adjustments. The PO Sync is commonly facilitated by the Release Train Engineer (RTE), who is the servant leader and chief Scrum Master for the ART. The RTE helps to coordinate the PO Sync by inviting the Product Owners and Product Management, setting the agenda, managing the timebox, and resolving any impediments or conflicts.
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Feature estimates are aggregated back into the Epic estimate as part of which artifact?
Portfolio Roadmap
Lean business case
Customer journey map
Capabilities
Feature estimates are aggregated back into the Epic estimate as part of the lean business case. The lean business case is a lightweight and collaborative artifact that captures the rationale, assumptions, and financial projections for an Epic. The lean business case includes the Epic value statement, which consists of the value proposition, the benefit hypothesis, and the Epic estimate. The Epic estimate is the total effort required to implement the Epic, expressed in story points. The Epic estimate is derived from the sum of the Feature estimates, which are the effort required to implement each Feature that contributes to the Epic, also expressed in story points. The Feature estimates are aggregated back into the Epic estimate as part of the lean business case to provide a realistic and data-driven projection of the cost and duration of the Epic.
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What is one strength of qualitative research?
It provides statistically significant results
It is scalable to large numbers of people
It is costly on a per-customer cost basis
It builds Customer empathy within the team doing the research
One of the strengths of qualitative research is that it can be applied to a large number of people, as it does not require a fixed sample size or a predefined set of questions. Qualitative research can use various methods, such as interviews, focus groups, observations, or document analysis, to collect data from different sources and contexts. This allows researchers to explore a wide range of perspectives, experiences, and meanings, and to generate rich and diverse insights.
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The Lean Portfolio Management team is reviewing new work moving through the Portfolio Kanban. Request 1 is incremental innovation and can likely be done by one ART in one PI. Request 2 is a major opportunity impacting multiple stages of the Value Stream, likely requiring the
participation of two ARTs over multiple PIs. Which backlog should each request be added?
Both should be added to the ART Backlog
Both should be added to the Portfolio Backlog
Request 1 should be added to the Portfolio Backlog as an Epic; Request 2 should be added to the ART Backlog as a Feature
Request 1 should be added to the ART Backlog as a Feature; Request 2 should be added to the Portfolio Backlog as an Epic
According to the Scaled Agile Framework, the Portfolio Backlog contains the highest-level portfolio epics, which are large, cross-cutting initiatives that require analysis, approval, and funding by the Lean Portfolio Management (LPM) team1. The ART Backlog contains the features, which are services provided by the system that fulfill stakeholder needs2. Features are derived from epics and are typically implemented by one Agile Release Train (ART) within one Program Increment (PI)3. Therefore, Request 1, which is an incremental innovation that can be done by one ART in one PI, should be added to the ART Backlog as a Feature. Request 2, which is a major opportunity impacting multiple stages of the Value Stream and requiring the participation of two ARTs over multiple PIs, should be added to the Portfolio Backlog as an Epic.
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What is one characteristic that is an essential part of market segmentation?
Exploring competition within the segment
Evaluating if segment members view the organization positively
Validating that the segment is valuable enough to be economically feasible
Determining if the organization already has strong sales within the segment
Market segmentation is the process of dividing a market into distinct groups of customers who have similar needs, preferences, or behaviors. Market segmentation helps enterprises identify and target the most valuable and profitable customer segments, design and deliver solutions that meet their needs, and optimize their marketing strategies and campaigns. However, market segmentation is not only based on quantitative factors, such as size, growth, and profitability, but also on qualitative factors, such as values, mission, and vision. A market segment should align with the enterprise’s values and mission, which reflect its purpose, identity, and culture. A market segment that aligns with the enterprise’s values and mission will help the enterprise achieve its strategic goals, create a positive brand image, and build trust and loyalty with customers.
One of the characteristics of effective market segmentation is that the segment should be valuable enough to be economically feasible. This means that the segment should have enough potential customers who are willing and able to pay for the products or services offered by the enterprise. The segment should also generate enough revenue and profit to cover the costs of marketing, production, and distribution. The segment should also have a positive impact on the enterprise’s return on investment (ROI) and net present value (NPV). A segment that is not valuable enough to be economically feasible will not be sustainable or profitable for the enterprise.
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What statement is true about designing an application programming interface (API) strategy?
APIs should be approached as one-time projects
APIs can be modernized
API design and development should leverage Design Thinking
APIs are best when architected in the analyzing state within the ART Kanban
Design Thinking is a creative process that involves empathizing with customers, defining the problem, ideating possible solutions, prototyping, and testing. Design Thinking can help API design and development by ensuring that the APIs are user-centric, meet the needs and expectations of the customers, and deliver value to the business. Design Thinking can also help API design and development by fostering collaboration, experimentation, and feedback among the stakeholders, such as product managers, developers, and customers.
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TESTED 21 May 2024
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