Domain 6 of 6

Executing and Changing a Strategy

Getting the strategy into the work and out of the document. Translating it into a roadmap, setting goals that carry it, communicating it so it survives being retold, positioning it outside the company and recognising the day it has stopped working.

Concepts

~15%

Of the exam

Practice questions

Concepts in this domain

01From strategy to roadmapHow a set of strategic choices becomes sequenced work. Why a dated feature list is a symptom, the chain that runs from a diagnosis to a single roadmap item, the four roadmap formats and what each one commits to, and how to handle the demand for dates.02Product goals and OKRsHow objectives and key results carry a product strategy instead of replacing it. Who the technique came from, the two failure modes that account for most disappointing rollouts, the difference between cascading and aligning, and what the seventy per cent grading convention is actually for.03Communicating product strategyHow to write a product strategy an organisation can retell accurately after one reading. The one page form and what each section answers, why a strategy that travels without its diagnosis decays into slogans, and why repetition rather than announcement is the actual work.04Positioning and messagingThe internal document that says which problems a product solves, for whom and against which alternatives, the reference category a buyer files it under, and the messages written from that document for one audience at a time.05Why product strategies failHow to tell a strategy that is wrong from one that has not yet been given time, which part of the kernel a failure belongs to, what separates a deliberate change of direction from thrashing, and the review rhythm that turns the decision into a judgement instead of a panic.

Try a question from this domain

A building materials supplier's roadmap names eleven features against four quarters and carries nothing else. Six months on, one item is still on the plan, the person who argued for it has moved teams and nobody can say what it was for. Which property of the format produced that?

AThe quarters are too coarse, so the item never came due and nobody had to look at it.
BA feature list has nowhere to record why, so the item now survives on momentum.
CEleven items is more than four quarters can absorb, so the plan was always going to carry work it could not reach.
DThe item should have been written as an outcome, which would have made it easier to cut when the sponsor left.

13 questions on this domain.

One per page, with a worked explanation.

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