Product Management Questions PDF

Questions Product management 1. What is Product management? Product management is … understanding the customer so well that the product sells itself. In addition, it is responsible for coordinating all other activities around the product. consists of the planning, m...

Questions Product management 1. What is Product management? Product management is … understanding the customer so well that the product sells itself. In addition, it is responsible for coordinating all other activities around the product. consists of the planning, management and control of the products and services which are o:ered to the market. 2. Why Product Management? Only if someone is responsible for the entire product and has an overall view of the market, production and market communication, problems can be identified and solved together with the teams, so that the result is product success. 3. What do I have to do as a product manager? PM is the best expert of his market and of users and customers. understands the business he is working in. goal is to work out the product-market fit. analyses a variety of data, interprets them and puts them into context. derives the product strategy and sets the direction. develops the product vision and the value proposition and thus gives the team the deeper meaning, the why of the product development. 4. What is my company environment? Product management is not a one man show. As a coordination point between di:erent departments, product management is oriented towards customer needs – and determines product requirements on this basis. Interacting to all of them Center function Mini CEO – BUT has not the power 5. Roles of product Manager: Strategic Product Manager Technical Product Manager Product Marketing Manager o Understand o Build Team o Build Team o Identify o Delivery o Plan o Analyze o Control o Repare o Check = listens to the market and = talks to the market o Strategy makes decisions o Consolidate there is rarely this clear separation, a = makes the portfolio plan product manager thus does everything to nothing.  6. What is meant by the term Product manager are “The king without land and people” are tasked with setting the vision, strategy, and roadmap for a product. They act as the "king" in the sense that they are responsible for the product’s success or failure. typically do not manage the people who actually build the product (like engineers, designers, or marketers). These teams often report to other departments or leaders. Thus, PMs are like "kings" without a direct army or territory — they must influence others to follow their direction without having formal authority. 7. The Tasks of a Product Manager – the reality! = However, there is rarely this clear separation, a product manager thus does everything to nothing. 8. Organization of product Management = The company structure and organigram are a mirror of the professional focus! The main task depends on the § mindset (determines where product management is organizationally located) § company structure and § organigram § organization of product management within the company = The organizational a:iliation in turn o:ers advantages and disadvantages to product management. 9. Which type of company mindsets are there? (other Page) 1. Sales driven 2. Visionary driven 3. Technology driven 4. Product driven  1. What means portfolio Strategy? The management of a mix of products to achieve specific business goals, such as maximizing revenue, balancing risk, and driving growth. This involves analyzing each product's performance, market potential, and alignment with customer needs, then adjusting investments or promotional e:orts accordingly. 2. What is the definition of a Strategy? The fundamental, long-term behavior (combination of measures) of the company and relevant sub-areas towards their environment in order to achieve the long-term goals. = Set of rules whose fulfilment is intended to increase the chance of the happening of a desired event. 3. How to develop a product strategy? Anso: Matrix helps organizations explore growth strategies by focusing on four options. Each approach o:ers a di:erent way to expand market reach or product o:erings. Leaders can assess the associated risks to choose the most suitable growth path for their organization. - Understanding the direction (Vision, Strategic, Business model and Portfolio Strategy) - Analyse the Status Quo (Current state and intentions, + of Product) - Set the next goal (Product initiatives, product strategy) 4. Explain the Anso[ Matrix and its strategies. Explain the Necessary measures as well. 1. Market Penetration o provides the least risk of the four growth options. o It's when an organization attempts to grow in a market it already exists in with products, services or other o:erings it already has. o The goal of market penetration is for the organization to increase its market share by finding new customers in the same market or selling more of its o:erings to an existing customer base. o Business Objective: Increase market share in existing markets with an already existing product o Necessary measures: Achieved by positioning the product more strongly in the market through, for example, a sales push, price reductions or marketing instrument measures. 2. Market development o when an organization uses its current o:erings and attempts to grow into other markets. o This can include expansion to other municipalities if they are a local shop, other regions, nationwide or even internationally. o Whenever an organization is expanding from their current market into another where they do not yet exist, whatever that new market may be, it's a market development growth strategy. o While there is a little more risk than the market penetration growth strategy, this one has a higher chance of success if the business can increase its output without negatively a:ecting finances or distribution, the market they are entering is similar to the one they already have success in and its o:erings are unique enough to stand apart in the new market. o Business objective: Gain market share in new markets with an existing product o Necessary measures: Achievement through mostly small changes to the existing product to adapt it to the needs of customers and the legal conditions of the new market (e.g. countries or target groups) 3. Product development o when an organization creates new o:erings for its existing market. o A product development growth strategy is about as risky as the market development strategy. o With this strategy, the organization will have an expanded product line that customers can choose from. o Business objective: Gain new market share by launching a new product in an existing market o Necessary measures: Achievement through o Extension of the product range. Introduction of new products in addition to existing products o Product substitution. Displacement of old products by new products 4. Diversification (Innovation) o it poses the most risk to businesses. o This growth strategy involves an organization that wants to enter new markets with new products, services or other o:erings. o This is the riskiest because it involves an untested product in a market that you don't have any experience in o Business objective: Completely new products in completely new markets o Necessary measures: Achievement through product diversification: o Related diversification: Expanding the range with new products that are similar to the existing products or are related to the old products. o Unrelated diversification: Entering into total new markets and product areas. Expansion of the product range to include products that have no connection with the previous product range. 5. What components are in the center of the Framework? Center: Vision/mission à "What is the overall long-term company objective?" à Corner stones for strategy process 6. What components are in the inner ring of the Framework? What could be the leading questions?  Strategic direction & business model: "On which markets and customer segments should the company focus, with which products and services?" à Definition of focus markets, customer segments and product portfolio § 1. Markets + Customer: How does the company define and segment the market? o Describes the target regions and target industries to be addressed. + Describes the customer segments as well as the sales channels § Which are the most attractive market and customer segments and § what are their characteristics and requirements? (customer needs, competitive landscape, overall accessibility, etc.) § 2. Product portfolio: Which segments does the company cover with its current product portfolio? § What are attractive "white spots" and strategic options that o:er room for profitable growth? o Describes the product range / technology to be addressed § 3. (all 3) What are the prioritized strategic directions? § What is the targeted sales volume of these strategic directions, and which prerequisites need to be fulfilled (products, organization, etc.) to be successful? 7. What is the di[erence between the Market volume and the market growth? Market volume: How much turnover/sales are made with a product/service within a certain period of time. Market growth: Shows the change in the current market volume compared to the previous year/years. The result can be positive or negative growth. 8. (Markets) How to get the information of the markets? - Statista, Freedonia, Marketsandmarkets, QYC Marketstudies…. à (“Better than nothing. Good starting point but not the only truth”) - Competitor approach & Market volume approach - End product approach (Global market volume) - Industry and Enduser approach 9. What are the questions for Research of the Customer Segments? Which companies fit to our offer (price/performance)? Which companies do we want to work with? Where do the end customers buy our product? Who sells our products? Who has a need for our products? 10. What are the questions for Research of the Product portfolio What are the requirements of our target market? What do we need to solve the problems of our target customers?  What technical framework do we need to create? Which technologies and products suit our company? 11. What components are in the middle ring of the Framework? What could be the leading questions? Operating model: "Are we doing business the right way?” à Principles and target setup for operating model to be defined § What is the right go-to-market approach and operating model for the company to pursue the defined strategy? (Sales Management, product Management, manufacturing setup, supply chain, etc.) 12. What components are in the outer ring of the Framework? Resources & Structures: "What are the required resources of the company to grow the business?” à Detailed resource planning based on operating model to be done in subsequent implementation phase 13. Internal actions for managing existing products Internal - identifying the product’s life cycle + turnover statement - Internal and external positioning (e: Key Buying Criteria + ABC Segmentation + positioning) - Competition comparison (Portfolio Benchmarking + Competitor database + comp. intelligence) - Profitability of the product à Pricing (example overhead calculation and market pricing, = cost and price calculation) External - Quality of the Product (Quality reports and KPIs) - Customer satisfaction (UX and usability workshops) - Opportunities and Risks (Market volume and business risks) 14. What is the purpose of a product life cycle? - A product life cycle is the amount of time a product goes from being introduced into the market until it's taken off the shelves. - There are four stages in a product's life cycle— introduction, growth, maturity, and decline. A company often incurs higher marketing costs when introducing a product to the market but experiences higher sales as product adoption grows. - Sales stabilize and peak when the product's adoption matures, though competition and obsolescence may cause its decline. - The concept of product life cycle helps inform business decision- making, from pricing and promotion to expansion or cost-cutting.  15. Explain the first and the second Phase of the product life cycle First: At the product development stage, the product may still be an idea or prototype. At this time, profits and competition are almost non-existent and investment and development costs may be high. It is advisable to land on a minimum viable product (MVP) as soon as possible. There can be a little sale with some lead customers. Field test and strategic partner who may help to develop the product generate some turnover. In this Phase, the risk of an abortion is given. Product will be developed Little sales because demand is created (Test customers) Risk of abortion is given (never reach step 2) Second: In the market introduction stage, the product is launched into the market. Marketing and advertising costs are high at this point in the life cycle. Companies will try to create a demand by seeking out a target market. As customers are not yet familiar with the product, profits are still low with little competition. The most crucial task for companies at this stage is to create product awareness. Product still in development Start of product marketing to generate awareness Little sales because demand is created (Test customers) Risk of abortion is given (never reach step 3) 16. Explain the third, fourth and fifth Phase of the product life cycle Third: (Growth) As the market begins to accept the product, demand for it increases. With the increase in demand comes an increase in revenue. This may create competition from existing players in the space. At this stage, the product holds a steady market share and companies may consider increasing their services through upselling. They may need to fine-tune brand messaging or improve product features and are likely still investing heavily in the marketing and advertising of the product. Product is developed Increasing demand Product reaches a fairly steady market share Finetuning on marketing (strong invest) Fourth: Maturity and saturation. The company starts to become more efficient at this stage. Production and marketing costs come down significantly. Though growth may no longer be at the same level as before, the company will still be making a profit. Market competitors will be a big challenge to deal with at this stage. Companies may release incremental product upgrades to inspire sales. Highest profit level Production and marketing cost come down Challenge with competitors is high Upgrades od product variants to inspire sales Fifth: (Decline) One day the demand goes down and the income dries up. Popularity wanes. This stage is where most product life cycles eventually end. Increased competition, market saturation, changing demands, and the rise of new technologies cause most products to become irrelevant. Revenues and profits decrease with poor sales while costs increase. If the business cannot tap into new markets, revive the product, or re-engage with former customers, the company may have to discontinue the product. To strong competition + Changing demands + New technologies Turnover and profit shrinks strongly Go into new markets, revive the product or phase out  17. What are the risks of a product life cycle? - You don't know how long each phase will last. = As a result, sales cannot be accurately forecast. - For some products, it takes much longer for demand to fall than for others. - Product life cycle becomes a self-fulfilling prophecy. - You expect a decline in demand, you stop paying attention and bring about the decline yourself. 18. With which calculation can you identify the price of the product? - Overhead calculation - Market Pricing 19. Explain the following image: à Prices and costs are subject to constant change and must be monitored continuously. Production costs: - Price increase from suppliers - Energy Costs - Sta: costs Self-Cost increase: - More employees - Higher engineering e:orts - New building / assembly lines Margin / average selling price - “Cheaper cheaper cheaper” - Price pressure from competition 20. What are the goals and tasks of the competitive intelligence? The goals of competitive intelligence are Benchmarking for a successful product strategy Deriving customer requirements Learning from other Products Creating a basis for developing sales arguments in negotiations Understanding market shares and market sizes The task of monitoring the competition includes researching and consolidating various sources that provide the basis for the above-mentioned goals and deriving measures. 21. What are the 3 components of the competitive Intelligence and explain them? Competitor Database - WHY - forms the basis for benchmarking and the development of sales arguments.  - WHAT - Direct functional product comparison incl. price. - All relevant information is entered into an (e.g.) Excel template. The overview shows the competitor product compared to the own product. Differences are shown via graphics or colour formatting - HOW - The data is determined via online research and analysis of the original products. The data can be evaluated and measured. Benchmarking !!!!! - WHY - Through continuous observation of the competitors, the company gains an understanding of the Competitor movements in order to predict strategic thrusts and derive a response. - WHAT - Preparation of data, presentation of company key figures and corporate activities in (e.g.) PowerPoint format. - HOW - The data is collected through online and study research, as well as through personal discussions at trade fairs or at the customer's premises. Company Profile - WHY - Through continuous observation of the competitors, the company gains an understanding of the Competitor movements in order to predict strategic thrusts and derive a response. - WHAT - Preparation of data, presentation of company key figures and corporate activities in (e.g.) PowerPoint format. - HOW- The data is collected through online and study research, as well as through personal discussions at trade fairs or at the customer's premises. 22. What is a Portfolio Benchmarking? Benchmarking is part of the portfolio strategy and helps to identify strengths and weaknesses in order to derive portfolio measures such as: Cost Down, Adaptation or New Development - Benchmarking is in measurable units and based on the main purchasing criteria and under consideration of the corporate strategy. Benchmarking takes place at technology level. - The data is determined by using the competitor database and integrating the experience gained on the market with the product. 23. What is the product Positioning Theory? (p.54-59) Basically, every customer is individual. Nevertheless, patterns and groupings can be discovered in customer behaviour. These can be used to find out what a customer is looking for or not looking for in the product. One way to cluster customer preferences is to use a requirements diagram. The following example contains fictitious customer desires for a fantasy product, for example a car, clustered by speed and power. 24. What is the di[erence between the Road map and a strategy? A strategy is more “how you approach your goals” and a road map is plan on what to accomplish. 25. What does all this have to do with sales? All this information enables you to develop sales strategies. Who do I meet in my market, what are the appropriate sales arguments, how do I have to position myself in terms of price and where is it best to keep my hands o:. + Salespeople are always in contact with the customer. They are confronted with all issues from the customer. Complaints, good or bad usage or even requests for new products. The better they understand these issues, the better they act in the company. In the project business, it is also the sales department that works with the customer on the product specifications and hands over the order to the company. The clearer the task and the better the requirements are clarified with the customer, the more confidently the company implements the right thing. The mindset and the content of product management also help the sales department to do its job better. 26. What are the external aspects for managing products? - Product Quality - Customer Satisfaction - Opportunities & Risks (Growth and Potentials) 27. What is the definition of Quality and Quality Management? Quality is defined as the "degree to which a set of inherent characteristics meets requirements". = There are certain requirements for a product (or a service) on the one hand - and there is the real (or realised) counterpart on the other hand, which has certain characteristics of its own. Quality management is the systematic planning and control of processes with regard to quality. = includes all activities and measures that serve the goal of ensuring the required quality of products and services. = ISO 9001 28. What has e[ectiveness with quality Management to do? e:ectiveness refers to the qualitative result of a process or the fulfilment of customer requirements. Examples of quality indicators of e:ectiveness are: ⁃ Complaint rate, ⁃ On-time delivery dates, ⁃ Error rate ⁃ Number of reworkings. When defining quality indicators of e:ectiveness, the focus should always be on questions of target achievement, e.g. "have we delivered the desired quantity?", "have we achieved the desired quality 29. What has e[iciency with quality Management to do? à e:iciency means the economic viability of procedures and processes. Here, the financial side is mainly considered by putting the costs in relation to the benefits achieved. ⁃ Labour costs per item sold ⁃ personnel costs per order ⁃ inspection costs per item produced are examples of e:iciency indicators. The definition of key figures to consider e:iciency is always derived from questions about costs. For example, you can be guided by the question "How high are the process costs of incoming goods inspection" and thus determine the desired e:iciency key figure. 30. What are the main touchpoints you have user experience? 1. Product information 2. Purchase 3. Install & Configure 4. Product Usage 5. Maintenance & support 31. Why is the user experience that important to consider? à User experience (UX) is crucial in product management because it drives customer satisfaction and loyalty by ensuring users can achieve their goals e:iciently and enjoyably. It o:ers a competitive advantage, helping products stand out in crowded markets. A strong UX boosts retention and engagement, reducing user churn and enhancing long-term growth. Investing in UX early saves costs by minimizing redesigns and support issues while aligning user needs with business goals. It improves brand perception, fosters trust, and ensures inclusivity by meeting accessibility standards. Ultimately, great UX delivers data-driven insights, enabling continuous product refinement and sustainable success. 32. How can a customer find your products and what are the touchpoints from customer in buying process? à Product information = Catalogue, Flyer, Website, sales Presentation à Purchase = Sales Channels, sales materials 33. What is the di[erence between the print media/ website and a sales Presentation? The product manager is responsible for generating content but not graphics, as marketing sta: often lack deep product knowledge. Product management ensures content is accurate and up-to-date, especially for print media like catalogs and flyers, which are updated every 1–2 years. Catalogs typically focus on components, while investment goods rely more on direct sales interactions. The Presentation are slides that reflect the most important contents. They then prepare their own individual presentation for their customer visit. Rather "bad" salespeople want a ready-made presentation which they only have to give to the customer.  34. What is the definition of the term usability? à The term "usability" stands for "ease of use". This includes learnability and e:iciency, but also accessibility. ⁃ All three criteria describe the requirements that a good product must meet during use. ⁃ In other words: Is something easy to learn, is it e:icient to use and accessible without problems? If so, we speak of good usability. ⁃ Good usability increases new customer numbers and sales, it reduces user frustration and confusion, lowers support costs and ensures more loyal customers. 35. How do you measure usability? - Invite professionals/ non-professionals: Learn from professionals: External people / companies are invited into the company to test the products. They give feedback on the questions and tasks they are asked. Advantage: Many products can be tested. Disadvantage: Real condition di:icult to create. - Observe and interview customers Observe customers The real use case is observed directly on site. Under real conditions, one learns how the end user really handles the product. Advantage: Real conditions. Disadvantage: Only a few products in one run. - Simply do it yourself (intern/ extern) Simply do it yourself By experiencing the product yourself, you put yourself in the user's situation. You not only see but also feel the emotional side of the operation. You understand reactions much better. Advantage: Can be carried out quickly. Disadvantage External: hard to get external appointments for it 36. What is the connection and the di[erence between usability and user experience? The image illustrates the connections and di:erences between usability and user experience (UX). 1. User Experience is broader and includes emotional aspects, starting with the user's expectations ("A cappuccino would be great") and ending with their overall impression after use ("I have never had such great milk foam" or "That was really disappointing"). 2. Usability focuses specifically on the experience during use, emphasizing ease of operation ("That was easy to use") or challenges encountered ("And how do I get my milk foam now?"). 3. While usability is a subset of UX, UX also encompasses pre-use expectations and post-use impressions, which are tied to emotions and satisfaction. à In summary, usability impacts the experience of use, but UX includes the full journey from expectation to impression. 37. What are the 3 main aspects to understand the usability of your product? à Desirable (Aesthetics, Image, Trust, Credibility) à Useful (Fun, Interaction, Haptics, Reaction) à Usable (Predictability, Functionality, Ergonomics, Intuitiveness) 38. Why service is a component of UX and how is the service model? à Service is a critical component of User Experience (UX) because it directly impacts how customers interact with and perceive a product throughout its lifecycle. Here’s why service is an integral part of UX, explained using the provided text: 1. Importance of Service After Purchase: The saying "The first machine is sold by sales. The second is service." highlights that while sales may initiate the customer relationship, excellent service ensures long-term customer satisfaction and loyalty. A positive service experience, such as quick and reliable support, directly enhances the overall UX. 2. Understanding Product Lifespan and Costs: UX includes the customer's experience with the product even in scenarios of failure or repair. For example, with components that are inexpensive to replace, understanding their lifespan and the costs of defects is crucial. Products that are easy and cost-e:ective to replace contribute positively to the UX. 3. For Capital Goods, Speed Matters: In the case of high-value goods, service plays a pivotal role in ensuring minimal downtime during repairs. For instance, the faster a spare part reaches a customer, the quicker their operations can resume, directly influencing their satisfaction and perception of the product. 4. Modernization Enhances UX: Providing options to upgrade or modernize existing products, such as retrofitting older machines with new technologies, adds value for the customer. These service-oriented solutions ensure the product remains e:icient and relevant over time, enhancing the overall UX. In summary, service as part of UX ensures that customers not only have a good experience using the product but also feel supported when they need repairs, spare parts, or modernization. A well-planned service strategy reflects product management's understanding of the customer's needs, contributing to a positive and seamless UX. 39. What are opportunities and risks? Give some examples. Opportunities are potential advantages or benefits that can be leveraged to achieve growth, success, or innovation, such as new markets, customer needs, or technological advancements. (Market growth trends, Competitor trends, Customer trends) Risks are potential challenges or threats that could negatively impact success, such as market competition, financial instability, or operational failures. (Strategic risk: alternative substitute products, Compliance and regulatory rise: new rules or legislation, financial risk: interest rate rise, Operational risk: breakdown) 40. What is the SWOT-Analysis (Product Strategy) à A SWOT analysis is a technique used to determine and define your Strengths, Weaknesses, Opportunities, and Threats – SWOT. It is a framework used to evaluate a company's competitive position and to develop strategic planning. SWOT analysis assesses internal and external factors, as well as current and future potential. à A SWOT analysis is designed to facilitate a realistic, factbased, data-driven look at the strengths and weaknesses of an organization, initiatives, or within its industry. The organization needs to keep the analysis accurate by avoiding pre-conceived beliefs or gray areas and instead focusing on real-life contexts. Companies should use it as a guide and not necessarily as a prescription. 41. What are the Strategies in the SWOT-Analysis? SO-Strategy - Develop … specific product WO-Strategy - Develop … individual Product for … Shift production to … ST-Strategy - Local low-cost products to fight competition WT-Strategy - Withdrawal from the … market. Modular development for additional series. 42. How do you come from Anso[ into product program planning? à Transfer SWOT into product market matrix according to Anso: à Each strategic thrust entails necessary portfolio measures. For this reason, the necessary portfolio measures are derived from the market-product matrix.  43. What are the portfolio measurements for the product program planning? à Marketing Mix The four Ps of marketing are product, price, place, and promotion. These are the key factors that are involved in marketing a product or service. Take the four Ps into account when creating strategies for marketing, promoting, advertising, and positioning your product or brand. 44. Explain the Marketing Mix: Product Politics. Within the marketing mix, product politics plays a central role. The products o:ered are the basis for the company's success and the basis for further marketing processes. - Decisions about the range of services provided thus have an impact on price, communication and distribution. - The most important task of product politics is product line management (programme planning). This is about the structure of a company's entire product portfolio. More precisely, the company makes decisions here about the breadth and depth of the product range. - The product portfolio breadth is the number of di:erent product lines o:ered. The product portfolio depth describes the number of product variants within a product line.  45. What are the measures of the product politics? Product program planning Prodct Product portfolio portfolio depth breadth (Number or (Number of product product lines) variation) Keep turnover Streamlining and growth Growth specialisation Product Standardisatio maintenance: n: Lateral diversification: Fewer product Functional Standardisatio Products are added to lines in the maintanace/ n in the the portfolio that have portfolio. ensuring all product range. nothing to do with the standards original business field. Elimination: Product Phase out of modification:An products and existing product is services. permanently modified in its specifications. Horizontal diversification: New product segments are Product established that are on differentiation: the same level of the New variants value chain as the of an existing existing products. product are introduced. Product innovation: Vertical diversification: Development Product segments are added to of new types of the company that are upstream products and or downstream of the previous services. offerings in the production chain 46. What is meant by product evolution in product politics? à A new product generation is introduced to the market like from the horse to car. The basic need has still remained identical, but the Requirements and possibilities are variable. - Technological evolution - E:iciency - Safety - Luxury  47. What is meant by product cost down in product politics? à Reduce the production costs while keeping the specification 48. Why do companies expand their product range? Name some Disadvantages. Reasons: ⁃ Reaching new target groups and (hopefully) increasing profits. ⁃ Broader portfolio spread o:ers more security overall. Losses from other product lines can be covered by other areas. Disadvantages: ⁃ Higher costs. More products also mean higher production or purchasing costs. ⁃ Costs in other areas increase (e.g. personnel or storage space). ⁃ A broad product range also a:ects areas of marketing. New target groups need special advertising messages. 49. What does product elimination mean for the company? Name some Problems. Reasons: ⁃ Low turnover figures or losses of profit. By discontinuing products, further losses can be avoided. ⁃ Focusing on a few products allows the rest of portfolio to be better adapted to customer needs. Problems: ⁃ Loss of turnover (which in the best case is absorbed by other product areas). ⁃ The measure can have an impact on the company's image. Annoying if products are suddenly missing (e.g. spare parts or accessories). Customers may have to buy a completely new, more expensive product or switch to the competition. 50. Which product strategy should you use in the Anso[ – Matrix?  51. What are the needed documents before a project? - Market requirement specification (Markt-Lastenheft) - Product requirement specification (Produkt-Lastenheft) - Product specification (Pflichtenheft) 52. What is the Market Requirement specification and the purpose of it? The requirement specification is a document that formulates an idea and framework conditions but does not necessarily specify a detailed solution. It describes the client's requirements for the deliverables to be provided within the framework of a project. The purpose of it is: How should a "product" or a "service" be structured in all its external e:ects/expressions of existence so that it has both the most profitable and most profitable e:ect on your company during its period of existence? 53. What is a requirement? A requirement is the description of a detail of a product from the user's point of view , so that conclusions for the solution space become possible. 54. What is the depth of the requirement? Clearly, it depends.... The level of detail should be chosen so that uninvolved third parties can grasp all the requirements. ⁃ How important is it that the reader does exactly what you want him to do? ⁃ How important are these details for the reader to make the right decision? ⁃ To what extent does the reader accept detailed specifications - or does he feel unnecessarily restricted in his self-determination? ⁃ To what extent is the reader willing and able to perceive and understand the specifications? ⁃ How much time does the reader need to read and process the detailed information? ⁃ What do the details contribute to the reader's comprehensibility and understanding - depending on the target group and the reader's level of knowledge? Requirement: (4) 55. What is the di[erence between the Market vs. product specification? Both describe the requirements from the user's point of view. The only thing that changes is the detail of the description of a detail of a product.  56. Where is the di[erence between the requirements specification and the technical specification? The requirements specification defines what the customer wants, focusing on the product's purpose and user needs, and is created by the contracting entity. It compiles all requirements regarding scope, supply, and services, typically solution-free, and serves as the basis of the contract. In contrast, the technical specification outlines how these requirements will be implemented and is created by the contractor. It describes the realization of all requirements using specific solutions and is developed after the project starts. While the requirements specification focuses on user perspectives, the technical specification is solution-bound and serves as the foundation for project execution. Together, they ensure clear communication and alignment between customer expectations and technical implementation. 57. Why is the document Market Requirements Specification even necessary? à Users are not developer and developers are not users. The Market Requirements Specification (MRS) is necessary because it serves as a foundation for developing products that align with market needs. It defines *what* the target market demands by identifying customer requirements, competitive landscapes, and market opportunities. This document ensures that product development focuses on delivering value to customers while staying competitive. It bridges the gap between market research and technical execution, guiding teams to create relevant, user- centered products. Additionally, the MRS helps prioritize features and allocate resources e:ectively, reducing the risk of misaligned development e:orts. 58. What are the MRS Content? 1. Management Summary 2. Initial situation and objectives 3. Market analysis a. Target markets b. Target customers and area of application c. User experience (pains and gains) d. Competitor analysis 4. Product requirements scope of delivery a. Scope of delivery b. Product positioning & benchmarking c. The functional requirements  d. Non-functional requirements e. Overall system architecture/ interface requirements f. Acceptance criteria and procedure for acceptance testing 5. Sales potential 6. Price positioning 7. Business case 8. Roadmap 59. What is the Management summary and initial situation and objective? (1+2) - The introduction describes the motivation for the project and provides a concise overview/summary of all chapters. - The initial situation and the reason for realising the project are presented clearly. o The benefit or added value compared to existing solutions and thus the motivation for realising the project is described here in a generally understandable way. o All relevant stakeholders of the project are named o The first framework conditions for the development are identified and described, e.g. technical specifications or security requirements. 60. Which specific questions are asked to target markets and target customers? (3) Target markets – industries Which potential sectors are available and which target markets should be addressed? How large is the target market (in euros, number of customers, number of units, etc.)? What market growth has there been so far? What trends can be identified? What potential does the market o:er for new products? What barriers to market entry exist? How are market shares distributed? Target customers and area of application Which customer groups and target applications are to be covered. Description by using use cases. What are the tasks of the customers. What are the customers trying to achieve? What problem are the customers trying to solve? Questions you should ask yourself What functional jobs or tasks do the clients want to do? (solve a problem) What social "jobs" or "tasks" do clients want to do? (power, status, sustainability) What basic needs / "emotional jobs" do clients  61. What is the UX Pain and Gains + the competitor analysis? (3) Pains Unpleasant situations - from the customer's point of view! Negative emotions, unwanted costs or di:iculties in completing tasks. Gains What profit do customers expect, what solution to a problem do they long for? Address the customer's expectations in relation to the customer's tasks. Advantages or benefits that customers expect to gain from completing a task. Competitive Overview Direct functional product comparison of the identified competitive products. The specifications show only a summary of the findings and the core statements. Benchmarking Benchmarking is part of the portfolio strategy and serves to identify strengths and weaknesses in order to derive the future solution. Target picture is not included, only status quo. 62. What is the scope of delivery, product positioning, the functional and non- functional requirements and the interface requirements, Acceptance criteria and procedure for acceptance testing. (4) Scope of delivery: Description of the solution to be developed in response to the use cases on about 0.5 - 1 page. The desired behaviour of the solution is described in scenarios. Which use cases do I want to solve / serve and which not. The scope of delivery can include an entire system, individual products, variants thereof and services. Product positioning & benchmarking Presentation of the target image to be achieved How does the solution fit into the existing portfolio? How does the solution compare to the competition The functional requirements Essential: Must be met under all circumstances and which becomes a criterion for termination if not met. Necessary: Must be fulfilled. Not possible to be solved or in conflict with others, this must be justified. Range: Is given in the form of a target value and a rejection value. The rejection value defines K.O. criteria. Desire: Is a possible characteristic that is to be considered conceptually. Rejection: May never be found in the product under any circumstances. Option: An additional characteristic of the product, which can be executed as an extension. The non-functional requirements Non-functional requirements contribute to the usefulness of the system, but are of a non-technical nature. These include requirements for the usability performance or scalability of the solution. Must be taken into account already in the design phase Contribute to the development costs. Overall system architecture / interface requirements User requirements has to consider the solution space/ environment. An "overall system architecture" is sketched from the user's point of view. It describes the requirements on and from interfaces to possible neighbouring systems. The "system architecture" also includes a description of the operational environment. Acceptance criteria and procedure for acceptance testing Define which characteristics and behaviour a delivery must fulfil in order to meet the requirements. Presented in a measurable way and can be structured according to initial situation, action(s) and expected result. Refer to single requirements: "Under which conditions is the requirement considered fulfilled?“ Refer to scope of delivery "Which conditions must be fulfilled for a specific delivery to be accepted?" Is basis of the acceptance test in the project milestones. Example: “Robustness. The product must be dropped 6 times in a row from a height of one metre onto a concrete floor. After the test, the function must be fully guaranteed.”  63. What is the Sales potential (5) and the price positioning (6)? Assessment of sales potential The sales potential is presented by using scenarios. The development of an optimistic and pessimistic view is presented. This results in an average assumed sales volume. Price positioning Target price The target price is the definition and presentation of the market price to be achieved and is presented for each necessary variant, including the derivation of the list price. The market price is defined in: What is the market willing to pay Target costs The target costs are presented for each necessary variant. The target costs are based on the average assumed sales and margin targets, taking into account the achievable market price. 64. What is the business case (7) and Roadmap (8)? E[ort estimation and business case The cost estimate includes an estimate of all individual project investment costs: Development costs Material costs Production costs incl. tools & equipment Marketing costs The business case is calculated on the basis of the contribution margin and the average assumed sales. Cannibalisation e:ects on other product segments must be taken into account. Project and product roadmap The roadmap describes the chronological order of the products / variants to be developed. It also describes the decisions on "not to implement" or "only if". 65. Define what a specification is? The specifications describe the project from the client's point of view. The client lists all its requirements, goals and wishes in the requirements specification. The specifications provide all stakeholders with the information that is relevant for them. The technical specification represents the provider's solution and describes how the functions desired in the specification are implemented.  66. Are satisfaction and dissatisfaction are the opposites? à If you are not happy, are you automatically not willing it use it again? à the middle, no extrems, no 0 and 1 , you are not automatically dissatisfact, but more who doesn’t want to use it or … 67. What is the Kano-Model? The Kano model from 1978 describes the relationship between customer satisfaction and the fulfilment of customer requirements. It is therefore also referred to as the customer satisfaction model. 1. With the Kano systematic you are able to structure customer requirements into their characteristics 2. If basic characteristics are missing, dissatisfaction will occur and the product or service will not fly 3. Performance characteristics are showing if you understand what the customer wants and if you meet those characteristics the customer is satisfied, if not dissatisfaction arises 4. Enthusiasm characteristics are showing if you are willing to go the extra mile - long term customer loyalty will be the award. The absence of such Characteristics does not lead to dissatisfaction 5. Indi:erent characteristics doesn't matter and has no influence on customer satisfaction. 6. Rejection Characteristics are a “No Go” and lead to dissatisfaction, but if not present does not generate satisfaction. 7. Over time characteristics will shift - so don’t make the mistake and rest on your success 68. Depicture please the Kano-Model and describe every line in it. Red line – Basic feature: are taken for granted by customers and are assumed. They are considered must-have criteria. Missing basic features lead to unsatisfied customers, but existing basic features do not generate satisfaction. Even very good quality of individual basic factors cannot increase customer satisfaction. If basic features are missing, customers are unsatisfied. Products should therefore cover basic features in order not to lose the competition for customers at an early stage. At the same time, you will not be able to win customers with basic features. A pure me-too strategy is therefore usually not e:ective. Examples of basic features: The presence of a steering wheel in the car;  The ability to make calls with a new smartphone. A hotel room with running water and a bed, etc. Blue line – Performance feature: Performance features (scalability parameter) - also known as performance factors, quality features or normal requirements - are explicitly expected by customers. They have a direct influence on satisfaction. Customers often compare di:erent products on the basis of performance characteristics. If performance features are missing, dissatisfaction arises; if they are exceeded, satisfaction increases. Performance features are very important for customers, as they are used to compare products and services. Here you could stand out from the competition with the same number of performance factors with better performance or with more performance factors. Examples of performance features: The petrol consumption of a new car The speed of your internet connection, computer or laptop The battery life of the laptop The storage space in a Dropbox account, etc. The storage capacity of a smartphone. Yellow line – enthusiastic feature: Enthusiasm features (wow e:ect – the USP) - also known as enthusiasm factors or delightful requirements - inspire customers. They are not expected by customers and the absence of such features does not lead to dissatisfaction. If a enthusiasm feature exists, this leads to a disproportionate benefit and advantage. Enthusiasm features turn customers into voluntary brand ambassadors. As many products often pursue a "me-too strategy" and are therefore unable to stand out from the competition, companies sometimes try to generate enthusiasm with additional attention. Enthusiasm features lead to disproportionately high customer satisfaction. They are the key features of products. However, it is di:icult to find them because they cannot be determined through interviews or market observation. Examples of the excitement features: Fuel consumption indicator per kilometre as a display in the cockpit of a car Smartphone with wireless charging Free delivery within two days from the online shop Orange line - Indi[erent features: Insignificant features or factors - also known as indi:erent qualities (has not impact on satisfaction) - lead neither to customer satisfaction nor to dissatisfaction. Or in other words: The existence or non-existence of indi[erent qualities has no influence on customer satisfaction. They are irrelevant in the truest sense of the word. Companies should avoid investing in irrelevant features because they have no influence on customer satisfaction and do not help with product di:erentiation. Examples of irrelevant features:  The type of plastic a bottle is made of Whether the car's petrol tank is on the left or right side of the car The colour of the computer mouse TV set for listening to the radio Green line - Rejection feature: Rejection features or factors (direct impact to the satisfaction) - also known as reverse qualities or dissatisfiers - lead to dissatisfaction through their pure existence. If rejection features are present, this leads to dissatisfaction, but if none are present, this does not generate satisfaction. Manufacturers or service providers should therefore ensure that there are no features that cause customers to be unsatisfied and refrain from using the product or service. Rejection features should be avoided at all costs. They often not only lead to rejection by individual customers, but also "word gets around" and the image of a product and/or manufacturer su:ers. Examples of rejection features: Too many buttons on the steering wheel of the car, which only distract the user Additional software functions that are too complex for a normal user Too small seats in the cinema 69. What can increase the willingness of pay? è with the USP you can increase it (the price level is higher) by o:ering customers distinct value or benefits they cannot easily find elsewhere. Here’s how it works: 1. Di[erentiation: A USP sets a product apart by o:ering unique features or benefits that competitors lack. 2. Perceived Value: Customers are willing to pay more for a product they see as uniquely valuable or desirable. 3. Reduced Price Sensitivity: A strong USP makes customers less likely to compare prices or choose cheaper alternatives. 4. Emotional Connection: A compelling USP builds trust or emotional loyalty, justifying a higher price. 70. What is the most important thing to know about requirements? à Requirements are only temporary. What inspires today is a must tomorrow. à For a definition of a product you need to understand on which line you are à Avoid rejection features and find the enthusiatiscs characteristcs 71. How do I identify requirements the best way? à observe the Quantitative data (to figure out) à Questioning  72. Qualitative vs quantitative Data, what is better? Quali – costs more Qualitative questions carry the risk that your survey remains too vague. Qualitative questioning gives broad, detailed information on the relevant topic. 73. Crowd intelligence, what is that? A group of non-experts answers questions better than experts in many cases. The e:ect is known as "crowd wisdom". à Crowd intelligence, also known as collective intelligence, refers to the combined knowledge, insights, and problem-solving abilities of a group of people working together. It leverages the diverse perspectives, skills, and experiences of the group to generate ideas, make decisions, or solve complex problems more e:ectively than individuals alone. 74. How can crowd intelligence work? Hint 1: The whole thing only succeeds if di[erent opinions are supported and not consensus. So the masses are only intelligent if they all give their individual opinions independently of each other. Hint 2: Asking the right questions the right way. How unknowing leads to the truth! Hint 3: Participants should have an "idea" or be able to give an estimate. à Not experts but the knowledge about it, 75. Where are possible starting points for CID? à Identify market segments (Basis: First available market hypothesis) Identify crowd questions (What questions would I ask a market expert to get this market hypothesis. + Ask these "spy questions" of the crowd.) Crowd: People who can competently answer at least one individual question. Aggregation: Form a refined hypothesis from the crowd's answers. à Selecting market segment (already know the target market) "Bet" on the right market segment Crowd: Internally and selected partners; each of these willing to buy a "share" for this venture (stake) Aggregation: Price value of the "shares" for the market segments à Identify requirements What requirements? - How to fulfil? (Requirements for specifications) Crowd: Internal and selected partners; people who can contribute ideas for at least one requirement or its fulfilment. Aggregation: Understand and cluster crowd feedback in terms of content. Develop significances without evaluating the content. à Concept selection (make a cross, you know what to do)  „Crowd founding for the best investment concept (concept selection). Crowd: Internally and selected partners; any of these willing to step in as an investor for the idea. Aggregation: Value of the crowdfunding. 76. Questioning techniques: Matrix table, what risks do we found there? - Risks: no really information (answer on the question) – in average its oke - How make I secondary research more valuable? - Matrix table questions can pose several challenges that impact the quality of responses and the user experience. o First, they can be overwhelming for respondents, especially if there are too many rows or columns, leading to survey fatigue. o This complexity increases the risk of straight-lining, where participants select the same answer across all rows without thoughtful consideration. o Additionally, Likert scales used in matrix questions may introduce biases, such as central tendency (choosing neutral answers) or acquiescence (agreeing with statements), which can skew results. o While these questions provide useful quantitative data, they often fail to capture the depth or nuances of participants' opinions. o Finally, matrix tables can be di:icult to navigate on smaller screens, such as mobile devices, potentially discouraging respondents from completing the survey. 77. What is the bipolar matrix question variation with KANO? Bipolar questions have the same layout as a Likert scale and have a special feature: A pronounced representation of two extremes of the scale. The combination of the Kano approach and the bipolar question technique results in the approach of mixing the bipolar scale (two extremes) with cross questions -> bipolar cross questions approach. In order to understand the requirement, two questions are asked. One question is formulated functionally and rated with a bipolar scale and another question is formulated dysfunctional and rated with a bipolar scale. Functional - i.e. positively formulated - question: What would you say if the product has "xyz"? Dysfunctional - i.e. negatively formulated - question: What would you say if the product did NOT have "xyz"? The result enables you to obtain an answer to the requirement and to understand which of the 5 Kano categories it falls into  78. Which model to develop projects do you know? - Waterfall Model - Agile Model like scrum 79. What is the waterfall model? The waterfall model is a project management model that runs linearly from top to bottom. It consists of 5 di:erent phases that run in strict succession. Each phase builds on the previous one and must be fully completed before the next phase can begin. The 5 phases of the waterfall model Analysis: Analyse requirements (Market requirement spec.) Design: Create a draft (Technical specification) Implementation: Realise design (Development) Test: Performance test (Prototype) Operation: Put into operation (Series production) 80. What are the advantages and the disadvantages of the waterfall model Like every model in project management or software development, the waterfall model also has advantages and disadvantages. You can see an overview of the advantages and disadvantages of the waterfall method: 81. What is agile project management? Agile project management describes a process in which teams work in short project units in order to react flexibly to changes and act more productively through regular dialogue and interim results. The fundamental values are: Individuals and interactions are more important than processes and tools. Functioning software / products are more important than comprehensive documentation. Collaboration with the customer is more important than contract negotiation. 82. What is the di[erence between Agile and Scrum? Agile has no fixed rules, whereas Scrum has a few! If you're looking for a framework that can guide you on your journey to more agility, Scrum is a good place to start. Scrum will motivate a team to get work done quickly and evolve as needed.  83. What is Scrum and how does it work? Scrum works in a similar way: In small, evenly defined time units ("sprints") of a maximum of four weeks, the teams work on small, defined parts of the product ("increments") that are potentially usable at the end of the sprint. à With Scrum, your customer and their wishes are the centre of attention. In an agile context, their wish list is called a "product backlog". This describes their wishes and requirements and organises them according to importance (ROI, benefits, etc.). 84. What are the five events in Scrum? 1. Sprint Planning: In Sprint Planning, the Scrum team - consisting of the Product Owner, Scrum Master and developers - plans the work for the next sprint in detail and determines the requirements that can be implemented in the next sprint (typically between two and four weeks). 2. Daily Scrum: The Daily Scrum, which is moderated by the Scrum Master an lasts a maximum of 15 minutes, is about facilitating progress towards the sprint goal and solving problems as a team. Each team member answers questions such as: "What did I do yesterday?", "What am I doing today?" and "What's holding me back?" 3. Sprint review: The sprint review is about presenting increments - i.e. potentially usable parts of the product - and obtaining feedback from customers and users in order to optimise the product and adapt it to requirements. 4. Sprint retrospective: In the sprint retrospective, the team looks at the working methods in the sprint and defines measures to improve the work in the next sprint. 5. Product backlog refinement: The product backlog refinement is not actually a classic Scrum event, but a continuous activity. This involves updating the entries in the product backlog and adding and organising necessary details and estimates. 85. What is the advantage of scrum? You receive early and regular (partial) deliveries and can react quickly to changing requirements. You are not faced with the impossible challenge of having to plan a project in detail for several years in advance. 86. What is the success factor of scrum? The prerequisite for the success of Scrum: An agile working culture The decisive success factor for Scrum is the underlying work culture. o This work culture includes delivering results early, inspecting and adapting them. In a complex environment, concrete experiences and results are  needed to determine whether you are on the right track. This allows you to inspect and adjust results based on facts. The willingness for the necessary transparency and the constructive handling of feedback is a part of the working culture that is necessary in an agile working environment, but often di:ers from more traditional working cultures. self-management: In a volatile environment and in a world where development cycles are halved every two years, speed is crucial. Self-management without long approval processes is one of the most e:ective ways to achieve this. These principles are supported by an attitude based on the values of "openness", "respect", "courage", "commitment" and "focus". 87. What are the disadvantages of Scrum? Although the agile Scrum approach solves the central problems of the rigid waterfall model, it does have some other disadvantages: - Due to the independent working method of the executing team, there are certain restrictions for the client in terms of planning reliability. - It is comparatively di:icult to estimate what result can be expected at the end of a few sprints. The measurement of overall success is correspondingly problematic. 88. please compare the two model (waterfall model and scrum) Waterfall Scrum (Inflexible, but high planning security) (less structure, high flexibility) The biggest advantage of the waterfall model is the In contrast to the waterfall model, the project high level of planning reliability. Thanks to the is not carried out on the basis of a long-term organised structure, even extensive projects can be plan, but with the help of so-called sprints, planned precisely and implemented reliably. This i.e. short processing cycles in which one or characteristic makes the approach particularly more subject areas are processed, tested interesting for projects that have very constant and finalised. requirements and do not require short-term The requirements for the project and correction loops. Consequently, the waterfall model therefore also the (potential) tasks for the is unsuitable for projects with many unpredictable executing team result from the socalled user factors that require flexible adjustments. stories, i.e. individual functions and use This lack of flexibility is the central risk factor when cases that are orientated towards the needs using the classic waterfall model. As the planned of future users. process from the conception phase is firmly adhered These user stories are collected and to, errors in the implementation usually only become prioritised in advance. At the start of a sprint, apparent at the end of the project. Correcting the the team selects a realistic number of tasks errors at this late stage is correspondingly more or user stories based on the predefined list expensive than an early revision would have been. and takes care of their realisation. Even if a project can be carried out properly, two The flexible approach also dominates within negative points always remain: Firstly, the result and a sprint. In short daily meetings, known as therefore the return on investment is only visible at a scrums, the successes of the previous day comparatively late stage, namely after the entire are summarised, and the next steps are project has been completed. In addition, the design discussed. This ensures maximum e:ort is relatively high, as individual, sometimes very adaptability and make project teams more detailed steps are necessary. confident in predicting development times.  89. What has Kano Model and project landscape (waterfall model and Scrum) to do with sales? Kano Model When making a purchase, a customer chooses the o:er that best fulfils their requirements and wishes. If the o:er even exceeds expectations after the purchase, this results in a high level of customer satisfaction. This is the basis for long-term customer loyalty. It is therefore important for sales sta: to know which features are particularly relevant for the customer. With this knowledge, they can set themselves apart from the competition, as requirements are constantly changing. It is important to recognise the moment when the customer's requirements change. Project landscape Once the order has been placed, Sales hands over technical and commercial responsibility for the project to Project Management. However, they remain the interface to the customer for certain processes and therefore part of the project. In companies that are purely focussed on project business, the sales employee takes on the role of product manager or even project manager. They must therefore be able to move in this world. 90. How can created customer excitement? à We (salespeople) have a direct impact on its not something spontaneous 91. How to identify completely new products? à Change perspective and put the user into focus (Focus on User) à Technology follows the User = achieving this by implementing design thinking 92. What is the goal of the User Experience? à Products that are loved by the users and increased it by the touchpoints like product information, Purchase …etc. 93. What are the Methods of design thinking? à It uses touchpoints to identify new product (the touchpoints are the sources) 94. What is meant by user centered? à Change perspective and put the user into focus à product/ service to solve the customers problem 95. How can Customer Experience be achieved systematically? à Design thinking by steering excitement and a cultural change  96. What is meant by design thinking? à It’s a Methode and a culture change. à An expedition without a map to tackle the unknown but knowing that we end up somewhere great There are rules we need to stick, but we also need to be very open- minded by rethinking the rules. So it doesn't mean that we need to be a rule breaker, but squeezing rules, adapting rules, making our own rules for workshop environment is also part to make it more fun, to make it more suitable for us. = you can´t fail = because you can learn in a short time 97. What is the di[erence between the User experience and design thinking? à UX is the target we want to fulfill à Design thinking is the Creative approach to solve complex challenges + it’s about the user (what to solve?) 98. For whom or in which case is design thinking suitable? à Design thinking is suitable when new, creative and innovative ideas are needed to solve a complex problem. And generally, also when the aim is to gain a general understanding of the situation. 99. For whom or in which case is Design Thinking not suitable? à Design thinking is not suitable for working out detailed requirements for implementation. Even if a certain result is already clearly outlined in advance, such as a product idea that only needs to be confirmed, design thinking is unsuitable. 100. How many systems are there in Design thinking and what are they called? à There are 3 people, places and process 101. What is the component people about in design thinking? à UX is not a one hero show. It is part of a much larger creation process with a lot of people involved and trying to make the world a better place with each iteration. Awareness: All team members should know the target of user centered design Employee Motivation: How to motivate our people No functional and divisional silos: Right people at the table (all of them, but only those). Work in interdisciplinary teams: 102. What is the component places about in design thinking? Provide the environment for creativity and learn to use them à We are used to working within existing rules, guidelines and habits. To encourage full creativity in our employees, we have to break out of them. Don't be a rule breaker, with the right condition you win. People change rules to make it longer, shorter, more unfair and so on. But the reason we do this is to make the game more fun. Is more engaging (it captivates you more). It makes us more creative. That's why space also includes time and freedom for creativity: We have to motivate our employees...be open for new solution spaces. 103. What is the component process about in design thinking? The process created is designed to ALWAYS start with the user before thinking about the business model or the technology, 104. What are the process steps/phases? 0. Plan UX Activities 1. Understand Context of Use 2. Synthesize Insights 3. Ideate & Realize 4. Test & Gather Feedback 105. The challenge - Why is it so important to phrase the design challenge right? à The Bridge is a solution, but not the design challenge à By phrasing the challenge, you define the problem to be solved and open or restrict solution opportunities 106. What is the definition of question zero? Question Zero is a creative process of asking a sequence of “Whys” and “Whats” to access the core of the problem. 107. What is important about the questions zero? 1. Do the Question Zero with: the project principal (e.g. General Manager) the project team  2. The question “for whom” is basic for the stakeholder map. Everyone could have a di:erent understanding of the Task, so it is necessary to create a common understanding. 3. The Question Zero helps you! Example: Give 5 people 30seconds to write down the words they have in mind when they think about a fridge. You will not find just ONE word that all have equal. 108. What are the 6 parts of a question zero? 1. Gegenstand (Was?)/ Object (What?) 2. Kontext (Wo?)/ Context (Where)? 3. Anwender (Für wen?)/ User (For Whom?) 4. Begründung/Ziel/Nutzen (Warum?)/ Reason/Target/Benefit (Why?) 5. Abgrenzung (Im Gegensatz zu…)/ Status Quo (in contrary to …) 6. Methode/Technologie (Wie?)/ Method/Technology (How?)# 109. What is a stakeholder Map? à A stakeholder map is a visual representation of the various interest groups (internal = Who is necessary to have in the team/ Who has to use my project result and external = Who is the main user/ Who are the influencer) that have an influence on a project. The stakeholders are divided into groups of people who are in favour of the project, neutral towards the project or opposed to the project. 110. What is the game plan? The game plan is your first rough time plan. Here you plan your activities for the overall Project or for a certain Phase. Depending on that the level of detail will be di:erent. What are the important steps to reach the target? What are the UX activities, according to the reference process, I want/need to do? Who has to participate in each step? When do I need to do it (in week XY) Business Case “Improve Classrooms” Situation: For an interactive learning session, improve the classrooms Supporting headlines: Creating a more interactive by creating groups in a class and assigning more tasks to each group. Adding more quizzes through quizlet The Six Parts of Question Zero 1. Object: Chairs, round tables, screens. à Classrooms and furniture 2. Location: G Building, standard classroom. 3. Participants (User): All students and professors. 4. Target: Enhance focus during lectures by fostering a more interactive environment. This aims to improve students' understanding of lecture material and help professors reduce the failure rate. 5. Impact of Opposite Approach: Reversing this method would reduce lecture clarity. Without a task assigned by professors, students may lack motivation to ask questions. Additionally, group-based tasks foster accountability and ensure task completion, which would diminish in an individual setup. 6. How: by changing the interior à Simple and effective Class rooms practice à Math à Frontal and sometimes groupwork à Flexible furniture in the room  Company Mindset Sales Driven Visionary Driven - Focus on turnover / project business - The focus is on innovation and depends on one person - Win every customer (typically small companies). - A visionary develops the product strategy and defines the product - Sales have a higher priority than the product strategy. roadmap through his imagination - The product roadmap is determined by what promises were made - = Apple (He pushed the limits and the company followed him) to the customer without aligning them with the overall strategy. - Also found in family business. - contracts determine the strategy. - The management of these companies is not suitable - Small companies usually start out sales-driven o Innovations must be an essential part of the system, so that not everything depends on one person o important to win big customers + profit is needed to be able to o If the founder leaves = company has to be restructured continue and develop - Tasks for the PM: Strongly operational. Strategy is defined by - many large companies still operate with this mindset CEO, PM works on the feature requirement level - Product / project teams have no room to develop a strategy = Have as many products as possible = Tasks for Product Management: Strongly operational and sales supportive Technology Driven Product Driven - Driven by the newest and coolest technologies - The product strategy is derived from the corporate goals. - Products are brought to market without understanding if customers´needs them - The market and the customers are the decisive drivers for the product and technology - A wide range of products ensure that everyone finds something roadmap. Projects are prioritised which best help to achieve sustainable growth. - The problem is that they lack a market orientation to create a strategy. - The organisation of the company is derived from the target market, the target - Technology is absolutely necessary for success. But they are not able to drive a customer segment and the portfolio. - Product-driven companies optimise their business outcomes, align their strategy with strategy. It is often jokingly called "product these goals and then prioritise those projects that will most eBectively help them turn - seeks market". The existing competences decide on the portfolio these products into sustainable growth drivers. - Companies where technology leads the way often go to great lengths to develop - The portfolio is derived from the market and target customer segments. In this things that are not needed or do not add value. The success rate is low. This context, components of the product strategy are not purely product-based, but also approach leads to low unit sales. include the sales and marketing strategy. - Tasks for Product Management: Strongly on engineering feature level. Strategy is - The organisation is adapted to the portfolio in order to achieve the greatest possible defined by Engineering from a technology success. The portfolio defines the needed competence. Tasks for Product - level. Product manager helps to define the right features and support sales Management: Strongly on strategic level. Strategy is defined by Product management activities. Team is in: Engineering or Sales with customer focus. Team is at: CEO Level (Own department or staB position)