Validation Board Quiz

To communicate the number of pivots a team has undergone since the original product concept.

To clearly define a team’s Customer, Problem, & Solution Hypotheses.

To show the evolution of a product as a team runs experiments on the product’s riskiest assumptions.

All of the above.

Both a & b.

Two million bicycles are stolen in the US every year.

Bicycle locks do not adequately protect the bicycle from theft.

Existing iPhone games do not interact both socially and with the real world at the same time.

Only 20% of households in the US recycle regularly.

Both b & c.

Both a & d.

True

False

Using demographic segmentation.

Using brand-preference segmentation.

Based on descriptive factors and a goal or action to be performed.

Yes

No, the Customer Hypothesis is always based on who a product’s early adopters will be.

The hypothesis for the first version of a product.

The hypothesis for the Minimum Viable Product.

Both a & b.

One of your hypotheses related to the customer.

Something that is believed to be a fact by an entrepreneur.

Any assumption the business model relies on.

Any assumption that if invalidated would cause the team to make a pivot.

All of the above.

The first version of a product.

An experiment.

The minimum amount of effort required to learn about your customers.

All of the above.

Both b & c.

Exploration, Pitch, & Concierge

Exploration, Concierge, & Mockup

Pitch, Concierge, Code

A mentor will tell you.

There are only three stages, so pick which one based on which you think will invalidate the riskiest assumption.

Always start with Exploration and then progress forward by opportunity cost & risk.

Get Out Of the Building! (GOOB)

Decide on the Minimum Success Criterion.

Create a survey to collect customer leads.

The two or three Core Assumptions that are the riskiest.

The Core Assumption with the highest degree of uncertainty.

Any assumption that could break the business model.

All of the above.

True

False

The team member with the most knowledge should push the team towards selecting a specific assumption.

After a short period of discussion, the entire team should vote on which Core Assumption has the highest degree of uncertainty.

Everyone should agree on a % that constitutes a successful experiment.

Everyone on the team should agree on how many customers to interview or unique visits to acquire and what response is considered a success.

The team should decide on a number below which constitutes undeniable failure.

First a, then c.

First b, then c.

Decide on the interview questions.

Get Out Of the Building! (GOOB)

Eric Ries suggests that the Riskiest Assumption will not hold.

The majority of the team feels that it is invalidated.

The Minimum Success Criterion is not met.

One of the Core Hypotheses is changed.

The Riskiest Assumption is invalidated.

A better idea is discovered while the team is out of the building.

The Minimum Success Criterion, MVP Stage, & Riskiest Assumption (on top) stickies all go in one box under invalidated or validated.

The sticky notes from one experiment all go in the same box.

All customer insights and learnings.

All of the above.

Both a & b.

The Validation Board shows how a team pivots over time.

The Validation Board is a productivity tool while BMC/LC are analysis tools.

The Validation Board is designed for running experiments and getting out of the building.

All of the above.