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1. What are the symptoms of a non-strategic product role?
A) No business ownership, tackling only what is known, and focusing on tactical rather than strategic tasks B) Strong alignment with the company’s vision and active participation in strategic decision-making C) Occasional strategic focus combined with a tactical approach to problem-solving D) Deep involvement in revenue forecasting and investor reporting
2. What is the primary focus of strategic product management?
A) Creating as many features as possible to maintain a fast-paced product delivery schedule B) Maximizing ROI by aligning product opportunities with business strategy and optimizing delivery C) Designing the team structure to focus on tactical, operational, and strategic goals equally D) Reducing backlog size by deprioritizing customer-facing features
3. What are the four sources of great strategy in market listening?
A) Leadership directives, competitor analysis, economic trends, and user complaints B) PRD quality, technical debt, internal team politics, and economic incentives C) Customer feedback, market dynamics, stakeholder input, and strategic priorities D) Churn rates, usage logs, conversion rates, and page visits
4. What is the purpose of the Four Actions Framework (Eliminate, Reduce, Raise, Create)?
A) To evaluate industry failures and replicate successful competitor strategies B) To focus on removing risks and delivering features faster to match industry benchmarks C) To identify and optimize factors that reduce costs while increasing customer value D) To drive internal team alignment through backlog pruning and sprint rituals
5. What is the purpose of the Opportunity Space framework?
A) To aggregate customer feedback, market dynamics, and strategic priorities into a cohesive opportunity space B) To focus only on solving pain points identified through team brainstorming sessions C) To prioritize customer feedback while ignoring market dynamics and strategic priorities D) To define execution timelines and ensure sprint delivery matches quarterly OKRs
6. Why is the Four Actions Framework (Eliminate, Reduce, Raise, Create) important in strategy?
A) It ensures focus on activities that remove inefficiencies, enhance differentiation, and reduce costs B) It identifies how to optimize features for immediate product launches C) It prioritizes short-term goals over long-term strategy for faster delivery D) It replicates competitors’ offerings through feature matching
7. What is the purpose of designing your strategy in horizons?
A) To allocate resources strategically: 70% on improving current processes, 20% on new revenue-driving activities, and 10% on long-term innovations B) To focus equally on improving current processes, extending into new areas, and making long-term investments C) To prioritize only long-term goals for competitive advantage and ignore short-term gains D) To align marketing budgets across departments for brand consistency
8. Why does a triple-track roadmap matter?
A) It focuses exclusively on the build phase, ensuring faster delivery times B) It optimizes resources by running discovery, build, and measurement tracks concurrently, ensuring alignment C) It uses sequential planning to ensure that all dependencies are completed before moving to the next track D) It enhances burn-down metrics and shortens time-to-market without discovery
9. What does strategic product thinking emphasize most?
A) Understanding the competitive landscape and the org’s capabilities to make trade-offs for business impact B) Following user feedback strictly and building features they request C) Prioritizing features based on team effort estimates and technical feasibility D) Aligning with marketing campaigns regardless of product vision
10. What should a product strategy ideally link together?
A) Internal roadmap, business metrics, and engineering KPIs B) Product vision, market insights, and execution plans C) Leadership expectations, stakeholder wishes, and user complaints D) Sprint backlog, team rituals, and user personas
