The strategy designers at Cloud Kicks are leading a large number of projects initiated by various stakeholders. They implement an Impact & Effort matrix to help them prioritize their work. What is the purpose of an Impact & Effort matrix?
A. To compare products based on predefined criteria to enable stakeholder discussion
B. To prioritize projects based on key goals outlined in project framing
C. To classify projects according to their level of urgency.
Explanation:
The purpose of an Impact & Effort matrix is to prioritize projects based on key goals outlined in project framing. An Impact & Effort matrix is a tool to evaluate and compare projects based on two criteria: the impact they have on achieving the desired outcomes, and the effort they require to implement. Projects that have high impact and low effort are usually prioritized, while projects that have low impact and high effort are usually deprioritized. An Impact & Effort matrix does not compare products based on predefined criteria or classify projects according to their level of urgency.
A start-up specializing in healthcare is beginning the research and development phases for an application intended for patients and doctors. The strategy designer wants to help both audiences evaluate and prioritize ideas, opportunities, and features toward a shared understanding of a new patient experience. Which tool should be used to facilitate and share this vision"
A. Cross-functional survey
B. Storyboard
C. Creative brief
Explanation:
A storyboard is a tool that should be used to facilitate and share the vision of a new patient experience. A storyboard is a visual narrative that illustrates the user’s journey with a product or service, using sketches, images, or text. It helps communicate the value proposition and key features of the solution, and how it addresses the user’s needs and goals.
References:
https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/create-a-storyboard
A strategy designer at Cloud Kicks leads a development team whose stakeholders are notorious for misunderstanding and undervaluing research-driven UX design. Which approach should the designer propose to increase the desire for research-driven decisions?
A. Create high-fidelity prototypes to gain design buy-in.
B. Strictly align to stakeholders' business requirements.
C. Align UX research goals with stakeholders' goals
Explanation:
The best approach to increase the desire for research-driven decisions among stakeholders who misunderstand and undervalue research-driven UX design is to align UX research goals with stakeholders’ goals, as this helps demonstrate the value and relevance of research for achieving business outcomes. Creating high-fidelity prototypes or strictly aligning to stakeholders’ business requirements may not address the root cause of the lack of desire for research.
A start-up specializing in creating healthcare apps for both patients and family caregivers is looking for ideas to develop new features. The company plans on organizing a brainstorming session with staff members from various teams.
What is a rule strategy designers should follow when facilitating a brainstorming session?
A. Emphasize critique of proposed ideas.
B. Explore qualitative assessment of proposed ideas.
C. Encourage participants to build on proposed ideas.
Explanation:
One of the rules of facilitating a brainstorming session is to encourage participants to build on proposed ideas, rather than criticize or dismiss them. This fosters a collaborative and creative environment where ideas can be improved and refined.
References:
https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/facilitate-a-brainstorming-session
A design team is following the design thinking process to create a vision for their new loyalty program. While design thinking is an iterative process, there are phases that follow a general order. Which phase encompasses creating Jobs To Be Done?
A. Prototype
B. Define
C. Deploy
Explanation:>br>
Creating Jobs To Be Done is part of the define phase of the design thinking process. This phase involves synthesizing the insights from the empathize phase and framing the problem statement in a human-centered way. Jobs To Be Done are statements that describe what customers are trying to achieve or accomplish through a product or service.
References:
https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/create-jobs-to-be-done
Cloud Kicks' (CK) product teams are well-led, productive, and meet their KPIs. However, the
teams tend to become siloed and focused on their individual team priorities, occasionally leaving
CK's customer experience fragmented.
Which tool should CK's strategy designer recommend to grow and nurture cross-departmental
collaboration?
A. V2MOM with shared methods.
B. Roadmap of cross-product features
C. Annual leadership summit
Explanation:
The best tool to grow and nurture cross-departmental collaboration is V2MOM with shared methods, as this helps align the teams around a common vision, values, methods, obstacles, and measures. A roadmap of cross-product features or an annual leadership summit may not be enough to foster ongoing collaboration and communication.
A cross disciplinary team is starting a new design initiative for Cloud Kicks, and the strategy designer is loading the effort. What is one way to increase the team's psychological safety to encourage productive collaboration?
A. Ask everyone to share a personal experience.
B. Ask everyone their expected level of project involvement.
C. Ask everyone to introduce themselves via title and greatest success
Explanation:
One way to increase the team’s psychological safety to encourage productive collaboration is to ask everyone to share a personal experience, as this helps build trust, empathy, and rapport among team members. Asking everyone their expected level of project involvement or introducing themselves via title and greatest success may not foster psychological safety, as they may create hierarchy, pressure, or competition.
Cloud Kicks' sales representatives are complaining that some Lightning webs components
developed as part of the partner onboarding process are slow to load and often unresponsive.
What would be the best recommendation to the team to identify the challenges and remediate the
issue?
A. Run the Salesforce Optimizer.
B. Utilize the Lightning Usage App.
C. Create a case with Salesforce support.
Explanation:
The best recommendation to identify and remediate the issue of slow and unresponsive Lightning web components is to utilize the Lightning Usage App, which provides insights into how users interact with Lightning Experience and helps optimize performance and usability. Running the Salesforce Optimizer or creating a case with Salesforce support may not address the specific issue of Lightning web components.
A Strategy Designer at Cloud Kicks presents narrative to drive stakeholder alignment for a new product vision. In addition to the narrative, what should the designer provide to create alignment?
A. Incentives to motivate internal stakeholders to align with the proposed future state
B. The strategic case including a breakdown of features and why they meet audience needs.
C. A roadmap to minimize miscommunication about milestones in the build process.
Explanation:
In addition to the narrative, the designer should provide the strategic case including a breakdown of features and why they meet audience needs to create alignment. The strategic case is a way to explain how the new product vision aligns with the company’s mission, values, goals, and capabilities. It also shows how the product features address user needs, pain points, motivations, and behaviors. This can help persuade internal stakeholders to support the new product vision by demonstrating its value proposition and relevance. Incentives may motivate stakeholders temporarily but they do not create lasting alignment or commitment. A roadmap may show how the new product vision will be implemented but it does not justify why it should be pursued.
At a project kickoff, a stakeholder shared the hypothesis that the price point was the reason their product was failing in the market. But when the design team conducted qualitative research, they learned that customers wanted an entirely different type of product. How should the design team present this information knowing they would challenge a stakeholder's hypothesis?
A. In a walking deck with video clips from research sessions
B. In a 'How Might We" statement to encourage new ideas
C. In an insights workshop with plenty of time for group discussion
Explanation:
The design team should present the information that challenges a stakeholder’s hypothesis in an insights workshop with plenty of time for group discussion. This helps create a safe and collaborative space where the stakeholder can ask questions, share feedback, and understand the research findings and implications.
References:
https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/present-insights-to-stakeholders
Cloud Kicks (CK) has just added sustainability as a corporate value. CK has assigned a strategy designer to partner with the manufacturing team to look for opportunities to improve on its sustainability goals. What should the designer do to build and rationalize a case with this new team?
A. Meet with the manufacturing team and give them feasible solutions.
B. Analyze internal systems through the lens of environmental risk.
C. Present research on climate change to the manufacturing team
Explanation:
The best way to build and rationalize a case with a new team on sustainability goals is to analyze internal systems through the lens of environmental risk, as this helps identify opportunities and challenges for improvement and aligns with the corporate value of sustainability. Meeting with the team and giving them feasible solutions or presenting research on climate change may not be persuasive or relevant enough for the team.
Claud Kicks (CK) has launched a new online store with special emphasis on improving user experience. Which metric should be used to measure user experience improvements achieved as on outcome of the redesign?
A. Increased transaction volume
B. Net Adoption Score (NAS)
C. Customer Satisfaction Score (CSAT)
Explanation:
The best metric to measure user experience improvements achieved as an outcome of the redesign is Customer Satisfaction Score (CSAT), which is a simple and direct way of gauging how satisfied customers are with the product or service. Increased transaction volume or Net Adoption Score (NAS) may not reflect the user experience aspects of the redesign.
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