PXP Onboarding Flashcards

Question

What is Jennifer's commander's intent?

Answer 1

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

Answer 2

Program management: Cross-portfolio PDLC enablement for accelerated market delivery Product and release launch management: Predictable and transparent product deliver across the business Product feedback experience: Elevate the customer voice throughout the PDLC (outside, in view) Product research and best practices: Streamline PM research throughout the PDLC (inside, out view) Data-driven product decisions: Curate relevant data for the “so what?” that best informs product decisions Process excellence: Enough structure to give product managers freedom to do their best work Change management and communication: Change agents who champion transparency and reduce noise for PMs

Answer 3

Establish and lead programs for PM-initiated cross-portfolio strategic initiatives (e.g., Quicksilver) and new product offerings (e.g., Project Analytics) Manage programs through the entire PDLC by applying an organized, repeatable process Coordinate with Engineering on technical delivery and program dependencies Facilitate business enablement activities and customer readiness with cross-functional teams to bring solutions to market

Answer 4

Lead cross-functional Launch Team with representatives from all departments in Workfront Manage impact analysis, planning and execution of Launch-related activities Regular ELT communication of new product and release status and risks Encourage a culture of accountability by ensuring effective delivery to market results in expected outcomes

Answer 5

Establish standards and best practices for PM research (e.g., onsite customer visits, industry and competitive conference participation) Coordinate cross-functionally to develop strong PM research cadences (e.g., CX trends) Activate user journey and facilitate experimentation to improve conversion rates toward 600k WAU Automate research logistics (e.g., CRM updates based on PM customer interaction) Trend analyses and forecasts based on product vision and strategy; input for roadmap considerations

Answer 6

Create centralized end-to-end documentation for our “consistently upheld PM process” Maintain site and document repositories with all product management-related content and research Encourage sharing of portfolio and team best practices Provide ongoing training and education opportunities for PMs Collaborate with Engineering and UX to optimize cross-discipline processes and tools Administer and implement new tools in support of product management processes Serve as central point of contact for Workfront @ Workfront initiative and Hub process evolution

Answer 7

Coordinate regularly with other operations groups; anticipate changes impacting PM Provide single point of contact for other departments into Product Management Facilitate quarterly roadmap updates and webinars and one-off requests Support change management for external initiatives that impact PM Communicate changes and important updates outside of PM to Product and Workfront May represent PM in non-product initiatives and facilitate coverage and involvement

Answer 8

A product requirements document (PRD) is a document containing all the requirements to a certain product. It is written to allow people to understand what a product should do. A PRD should, however, generally avoid anticipating or defining how the product will do it in order to later allow interface designers and engineers to use their expertise to provide the optimal solution to the requirements.[citation needed] PRDs are most frequently written for software products, but can be used for any type of product and also for services. Typically, a PRD is created from a user's point-of-view by a user/client or a company's marketing department (in the latter case it may also be called Marketing Requirements Document (MRD)). The requirements are then analysed by a (potential) maker/supplier from a more technical point of view, broken down and detailed in a Functional Specification (sometimes also called Technical Requirements Document).

Answer 9

RAID is an acronym that stands for Risks, Actions, Issues and Decisions. Risks are the potential problems lurking in your project. Risks tend to be thought of as having an adverse impact on the project, but there are also positive risks. Actions are what you need to do throughout the project. Issues are when something goes wrong in the project. If an issue isn’t managed and resolved it can derail the project or cause the project to fail. Decisions are how you decided to act in the project. OR Risks – events that can have an adverse impact if they occur. Assumptions – things you assume are in place which contribute to the success of the project. Issues – current matters that need to be considered and addressed by the group. Dependencies – other projects or triggers that your project depends on, or are a beneficiary of your project outcomes.

Answer 10

It’s a way to predict the consequences of disruptions to a business and its processes and systems by collecting relevant data, which can be used to develop strategies for the business to recover in the case of emergency. Scenarios that could potentially cause losses to the business are identified. These can include suppliers not delivering, delays in service, etc. The list of possibilities is long, but it’s key to explore them thoroughly in order to best assess risk. It is by identifying and evaluating these potential risk scenarios that a business can come up with a plan of investment for recovery and mitigation strategies, along with outright prevention. https://www.projectmanager.com/blog/business-impact-analysis

PXP Onboarding Flashcards

(34 cards)