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1. What is the primary focus of a Head of Product?
A) Aligning product opportunities with business strategy while managing team performance and organizational impact. B) Balancing tactical delivery with stakeholder satisfaction. C) Ensuring that operational tasks are completed promptly, regardless of strategic alignment. D) Focusing solely on improving JIRA velocity across all product teams.
2. What are the three key differences between a PM and a Head of Product role?
A) Implementing daily processes, communicating with teams, and solving immediate technical problems. B) Where you spend your time, the skills you need, and the new areas to focus on. C) Managing stakeholder expectations, prioritizing tactical tasks, and delivering quarterly goals. D) Improving ticket throughput, testing coverage, and backlog grooming.
3. What is the purpose of thinking in horizons for resource allocation?
A) To prioritize short-term goals over long-term strategies for faster wins. B) To focus equally on current margins, new opportunities, and long-term goals. C) To allocate resources strategically: 70% for current processes, 20% for new revenue areas, and 10% for long-term innovation. D) To switch completely from short-term delivery to long-term research and experimentation.
4. What is a triple-track roadmap designed to achieve?
A) To prioritize backlog refinement over cross-functional collaboration. B) To manage discovery, build, and measurement tracks concurrently, optimizing team alignment and feedback loops. C) To ensure product development is sequential, minimizing dependencies. D) To create a detailed Gantt chart that locks scope and deadlines.
5. What is the role of leading indicators in product strategy?
A) To assess static goals that cannot be influenced by real-time adjustments. B) To predict future change and provide immediate feedback based on team actions. C) To measure results from past actions that are visible only after insight is gained. D) To document feature velocity and issue resolution time.
6. Why is the North Star metric important in goal setting?
A) It simplifies communication by providing a single focus point that reflects customer value and aligns teams. B) It provides a comprehensive list of all KPIs to ensure every team member is focused on their respective goals. C) It helps teams prioritize operational tasks over strategic outcomes for immediate success. D) It reduces the need for context sharing by enabling isolated team execution.
7. What is one of the key focuses during the first 30, 60, and 90 days of onboarding a PM?
A) Delivering detailed performance reviews to assess immediate effectiveness. B) Establishing strict reporting structures and assigning long-term projects. C) Gradually moving from understanding the org structure and processes to taking on strategic leadership roles. D) Optimizing JIRA dashboards and sprint throughput from week one.
8. What is the primary purpose of Ravi Mehta's 12 Competencies Framework?
A) To evaluate performance primarily based on tactical and operational skills. B) To assess a PM’s current state, identify areas for improvement, and align growth with their role’s requirements. C) To standardize promotion timelines for PMs across all organizations. D) To increase development speed by focusing only on strengths.
9. What should be your mindset when managing your Engineering peer?
A) You are the decision owner on “why” and “what,” they own the “how” and “when,” and you must align deeply. B) Push your priorities hard even when engineering capacity is low. C) Focus on user goals only, leaving system architecture to them. D) Avoid deep collaboration to maintain functional separation.
10. What is a common pitfall in stakeholder management?
A) Letting stakeholders propose solutions that are implemented without product validation. B) Using shared OKRs to align incentives across departments. C) Involving stakeholders only in delivery updates, not in shaping the roadmap. D) Managing expectations, communicating trade-offs, and sharing data to influence alignment.
