PMI-ACP Practice Questions #72
As a Product Owner for a consumer electronics company, you’re managing an underperforming product that was launched as a Minimum Viable Product (MVP). Initially, the MVP validated its hypotheses, but recent feedback from a small group of loyal customers suggests potential improvements. Leadership is hesitant to act on this feedback, believing the sample is too small and adaptation may simply take time.
Your goal is to decide on the best course of action to address the situation without prematurely dismissing valuable insights or ignoring organizational strategy.
What are the two actions you should take in this situation? (Select two)
A. Conduct a detailed market analysis to validate the feedback’s broader relevance.
B. Use existing feedback to update the product immediately.
C. Engage with a larger, more representative customer segment to gather additional feedback.
D. Ignore the feedback for now and wait for long-term performance data.
Analysis
The question requires selecting two actions that balance leveraging customer feedback while aligning with organizational strategy. The MVP initially validated its hypotheses but now receives improvement suggestions from a small group of loyal customers. Leadership hesitates, assuming adaptation will take time. The best course of action should neither dismiss insights prematurely nor make impulsive changes without broader validation.
Analysis of Options:
A: Conduct a detailed market analysis to validate the feedback’s broader relevance.
This is a strong choice because it ensures that decisions are based on comprehensive data rather than a limited sample. Conducting a market analysis helps determine whether the concerns of loyal customers reflect a broader market trend. If the analysis confirms the feedback’s significance, it can be used to justify modifications to leadership. This approach aligns with a data-driven decision-making process.
B: Use existing feedback to update the product immediately.
This option is too reactionary. Acting on a small sample’s feedback without further validation can be risky, as it may not represent the needs of the larger customer base. Implementing changes without verifying their broader impact could lead to misallocation of resources and potential misalignment with strategic objectives. Therefore, this option is not ideal.
C: Engage with a larger, more representative customer segment to gather additional feedback.
This option is valuable because it expands the data set before making a decision. Engaging a broader audience helps validate whether the initial feedback is widespread or specific to a small subset. This ensures that product changes, if needed, are based on diverse customer perspectives rather than limited anecdotal evidence. This approach supports both customer-centricity and business strategy.
D: Ignore the feedback for now and wait for long-term performance data.
This is a passive approach that dismisses potentially valuable insights. While long-term data is important, completely ignoring feedback could result in missed opportunities for early course correction. A proactive approach is preferable, ensuring that concerns are examined rather than disregarded outright.
Conclusion
The best actions are Option A (Conduct a detailed market analysis) and Option C (Engage with a larger, more representative customer segment). These choices ensure that decisions are informed by comprehensive data rather than reacting to limited feedback or ignoring potential concerns.
PMI – ACP Exam Content Outline Mapping
| Domain | Task |
| Leadership | Promote Agile Mindset Principles and Practices |
Topics Covered:
- Ensuring customer feedback is validated through broader market analysis before making product decisions.
- Encouraging iterative learning by expanding feedback collection beyond a small group of loyal customers.
- Promoting a data-driven decision-making approach rather than reacting impulsively or dismissing early insights.
- Aligning product evolution with both Agile principles and business strategy by balancing responsiveness with validation.
- Supporting continuous improvement by refining the MVP based on well-researched, representative customer feedback.
- Encouraging leadership to consider adaptive planning based on validated user needs rather than waiting indefinitely for long-term performance data.
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