04. PRODUCT MANAGEMENT QUALITY AUDIT
The evaluation of various aspects related to the organization's products, the market in which it operates, its competition, and sales performance. It focuses on understanding how effectively the organization positions its products in the market, competes with other players, and achieves its sales objectives.
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01. PLANNING & DELIVERY
Projects delivery or implementing products and services for customers. It involves assessing how effectively the organization manages project execution, meets project objectives, and ensures successful project delivery.
- How well-defined are the product objectives and goals outlined in the roadmap?
- How frequently is the product roadmap updated to reflect changing market conditions and business priorities?
- To what extent does the product roadmap prioritize features based on customer needs and feedback?
- How effectively does the product roadmap align with the organization's overall strategic goals and initiatives?
- How transparent and accessible is the product roadmap to relevant stakeholders across the organization?
- To what degree does the product roadmap incorporate input from cross-functional teams such as engineering, design, and marketing?
- How well does the product roadmap account for dependencies and constraints when planning feature releases and timelines?
- How effectively does the product roadmap communicate trade-offs and prioritization decisions to stakeholders?
- How robust is the process for validating and refining the product roadmap through customer feedback and market research?
- To what extent does the product roadmap account for emerging technologies and industry trends that may impact future product development?
- There is change log of product changes available for commercial department employees? How good is it?
- To what extent are project timelines and milestones tracked and communicated to relevant stakeholders, and delivery teams commit to their deadlines?
- Is there a formal project management process in place that includes risk management and change management? And is so, how well is it?
- Are project delays or issues identified and addressed to keep projects on track? How well?
- Is there a process for documenting and sharing lessons learned from completed projects to improve future project delivery? And is so, how well is it?
- Are project teams assembled and managed to ensure effective collaboration and successful project delivery? how effective?
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02. PRODUCT DEVELOPMENT
Organization's products or services. It involves assessing various aspects related to the organization's offerings, including their features, quality, pricing, differentiation, and alignment with customer needs and market trends.
- How well-defined are the product development methodologies (e.g., Agile, Waterfall) used within the organization?
- How effectively does the team adhere to established development processes and workflows?
- To what extent are cross-functional teams (e.g., product management, engineering, design) involved and collaborating throughout the product development lifecycle?
- How efficiently are resources allocated and managed to support product development initiatives?
- How effectively are project timelines and milestones met within the product development process?
- To what degree are risks and potential obstacles identified and mitigated during the product development lifecycle?
- How well does the organization promote innovation and experimentation within the product development process?
- How robust are the communication and feedback mechanisms between product management, engineering, and other relevant teams?
- How effectively does the organization prioritize and manage feature requests and changes during the development process?
- To what extent does the organization conduct post-mortem analyses and retrospectives to continuously improve the product development process?
- Is product and service quality maintained and evaluated according to industry best practices and benchmarking techniques? How well it is?
- Do you have knowledge is used to position the enterprise competitively in the marketplace based on the concepts of what customers view as making the company and product unique?
- Is the utilization of product control plans with inspection requirements and identification of key product/process characteristics implemented?
- How well is the formalized new product introduction process established for new product development projects? Does the process identify key milestones and tollgates, document inputs/outputs for each critical phase, and show evidence of Advanced Product Quality Planning (APQP) techniques?
- Is there a process and documaentation in place to ensure key elements of the Product Design? How useful is the process?
- How well does the product development process include drawing and specific changes that rely on engineering drawings and specifications?
- Design is review covers manufacturability and assembly, development of prototypes, design review and verification. Is there evidence of design validation testing and confirmation?
- There is a review process in place to ensure key elements of the process design, development and validation. How good it is?
- How well is the product review process established to cover product and process quality review, capability studies, and preventive maintenance planning?
- What's the quality of product portfolio? Does the portfolio covers the packaging standards, product mix and price specifications in display form most common for the aduence of the company's product type?
- There is a routine re-testing and measurement of the product performance and production re-validation after the testing. Is it good idea to do so?
- There is a capability with the Production Part Approval Process (PPAP) initiated by a Initial Process Study (Cpk) Capability Studies and product changes are tracked. Is it useful?
- Product development/approval process covers Flow Diagrams and Process Failure Mode and Effects Analysis (FMEA) in sufficient quality. How is the process?
- Product approval documentation contains a measurement system analysis studies, multi-dimensional results and product performance test results prediction. How imprtant is it?
- A qualified appearance approval report and control plan for the new product production performance evaluation available. Hpw well is it?
- There is a qualified laboratory documentation, design records & print(s) in place. How important is to have it?
- Does the company have a formal Measurement Systems Analysis program in place that includes calibration standards for product? And if you do, how important is it?
- Does the company evaluate the impact on the product when an out-of calibration issue is identified? What is the quality of reaction plans? Are theyr identified and followed?
- Do you carefully analyze all non-performance losses, claims and litigation as well as their causes?
- If you have had product rollbacks or recalls in the past, how often have you documented why they occurred and the remedies used for resolving customer loss of use?
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03. RESEARCH & COMPETITION
Gathering and analyzing market information. It involves assessing how effectively the organization conducts market research activities to gain insights into customer preferences, market trends, and competitive dynamics.. The competitive landscape in which the organization operates. It involves assessing various aspects related to the organization's competitors, their products or services, pricing strategies, market positioning, and overall competitive advantage.
- Is regular, or routine market research in place for searching competition, or comparing product? how regular is it?
- Is secondary market research (internet, associations, publications) in place and what is the maturity level?
- Is syndicated market research (analyst reports, research/consulting) in place and what is the maturity level?
- Is primary market research (surveys, interviews, focus groups) in place and what is the maturity level?
- The Unique Selling Proposition (USP) of product/service is clear and defined for all segments of target audience (customers). How clear and defined it is?
- How well are the company's prospect priorities, issues, and requirements documented and utilized by business development employees?
- Do you use for rating potential prospect you use internal advocate(s) and internal opponent(s) that evaluate prospects eligibility? How often?
- Sales team get regular updates about the marketinf research results, or ask their own criterias to check/track to better sell the product or service. How frequently?
- Is the product/service value clear to all employees of the company?
- Is there regular competition analysis process? How important are?
- Is in place competitor comparative strengths and weaknesses assessement?
- System of evaluating competitors’ new products or services are developed and thoroughly reviewed at least twice a year. How do you agree to check it twice a year?
- Do you invest into a regular sales network vulnerability scan by an outside agency comparing the quality with competitors?
- How well does the company's system for customer service ensure that management is made aware of customer complaints, special requests, and suggestions in a timely manner, with documentation of each incident of customer contact?
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04. USER EXPERIENCE (UX)
Effectiveness, usability, and overall quality of the user experience offered by the organization's products or services. This section aims to assess the department's focus on understanding user needs, designing intuitive interfaces, and delivering seamless interactions to enhance customer satisfaction and loyalty.
- How well-defined are the user personas and target audience for the product?
- How effectively does the organization conduct user research to gather insights into user needs, behaviors, and pain points?
- To what extent are user-centered design principles integrated into the product development process?
- How efficiently does the organization prototype and iterate on design concepts to gather feedback and refine the user experience?
- How well does the product design align with the organization's branding and visual identity?
- To what degree does the organization conduct usability testing to evaluate the effectiveness and efficiency of the user interface?
- How well does the organization ensure accessibility and inclusivity in the design of the product?
- How effectively does the organization collaborate between UX designers, product managers, and developers to implement design solutions?
- How robust are the processes for gathering and incorporating user feedback into ongoing design iterations?
- To what extent does the organization measure and track user satisfaction metrics (e.g., Net Promoter Score, Customer Satisfaction Score) related to the user experience?
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05. PRODUCT LIFECYCLE
Organization's management of its products or services throughout their entire lifecycle, from conception to retirement. This section aims to assess the effectiveness, efficiency, and overall quality of processes and strategies related to product planning, development, launch, and ongoing management.
- How well-defined are the stages of the product lifecycle within the organization?
- How effectively does the organization gather and incorporate feedback from customers and stakeholders throughout the product lifecycle?
- To what extent does the organization prioritize features and enhancements based on where the product is in its lifecycle (e.g., introduction, growth, maturity, decline)?
- How efficiently does the organization manage the transition from product development to product launch?
- How effectively are resources allocated to support different stages of the product lifecycle?
- To what degree does the organization plan for product updates, upgrades, and eventual retirement?
- How well does the organization manage dependencies and relationships between different products within its portfolio?
- How effectively does the organization monitor and analyze product performance metrics throughout the lifecycle?
- How robust are the processes for addressing issues and resolving customer concerns during each stage of the product lifecycle?
- To what extent does the organization leverage data and insights from previous product lifecycles to inform future product development and management decisions?
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06. PRESENTATION & LEADS
Presentation materials, techniques, and practices related to promoting and showcasing its products, services, and capabilities. It involves assessing how effectively the organization presents itself and its offerings to customers, stakeholders, and the market. Identification, qualification and management of prospective customers and leads. It involves assessing how effectively the organization identifies potential customers, qualifies them as leads, and manages the lead generation and conversion process.
- There are many product and service presentations availabale for promotion purpose. How good they are?
- The web page is available and describe product properly. How well it works?
- What is the level of consistency to ensure that your brand and messaging across all communication channels?
- Is there a formal process for creating and updating marketing materials, including presentations, brochures, and websites? And is so, how well is it?
- Are presentations customized for different audiences or target markets?And is so, how well is it?
- Are customer testimonials or case studies used in presentations to illustrate the benefits of your product or service? how frequently?
- Are presentation skills regularly developed and improved among employees who give presentations? How regular?
- Lead list is in place and checked against database for duplicates. How frequently is checked?
- Do leads fit basic prospect requirements (e.g., income level, type of business, etc.)?
- How important is to have initial contact made (phone call, email, in-person visit, etc.) procedure.
- Is your appointment schedulling process and shared calendar available across commercial departmets? And is so, how well is it?
- Do you have process to identify and qualify potential prospects and leads for your product or service? How good it works?
- Do you use strategies to nurture and convert leads into customers? And is so, how good it works?
- Do you measure the success of your prospecting and lead generation efforts? And is so, how well is it?
- Do you have variable types of content or messaging do you find most effective in attracting and engaging prospects? How effective?
- Do you prioritize and allocate resources to different prospecting and lead generation channels? How much priority?
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07. CUSTOMER & RELATIONSHIPS
Relationship with its customers. It involves assessing various aspects related to understanding customer needs, delivering value to customers, and ensuring customer satisfaction.
- Is the the customer lifecycle process in place, well documented and available for all marketing and sales people?
- There is a clear demographic profile of target customers? How clear?
- There is a clear psychographic profile of target customers? And if there is, how clear it is?
- To what extent does the company have a documented process for determining customer satisfaction, including the frequency of determination, delivered part quality, customer disruptions, field returns, delivery performance, and customer notifications?
- Metrics monitoring customer satisfaction that are related to development or manufacturing are understood and tracked. How satisfied?
- There are projects and programs in place to improve customer satisfaction, with corrective actions addressed, and a closed-loop review system progress. How good it works?
- Do you have frequent and open discussions with your customers regarding the viability of any project as it progresses? how frequently?
- Are there processes, budgets, and plans in place for pre-sale relationships?
- Are there are place processes, budgets and plans for concurrent relationships.
- Are there are place processes, budgets and plans for post-sale relationships.
- The is in place Partnership Terms formal documentation and describes all cooperation condition known to marketing, sales teams and management. How well it is?
- How important are strategic partnerships in expanding your product offerings and market reach?
- Do you have described factors to consider when selecting potential partners for a business development initiative? And is so, how well is it?
- Do you ensure a mutually beneficial relationship with your partners to maximize the value of the partnership? And is so, how well is it?
- Do you use strategies to maintain strong relationships with key stakeholders in your industry? And is so, how well is it?
- Do you measure the success of your partnership and relationship management efforts?And is so, how well is it?
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08. CUSTOMER SUPPORT
Quality of customer desk or customer service team. It involves assessing how effectively the organization handles customer inquiries, resolves issues, and provides a positive customer experience.
- Customer dedicated service group with multifunctional team has been established for key accounts. How important is it for it to have been established?
- The customer retention program is in place with ongoing communications, loyalty programs, gift certifficates, and continuity programs. How well is it?
- All complaints recorded and analyzed to identify patterns or recurring issues that can be addressed. How important is it?
- How well are customer complaints handled and resolved to ensure customer satisfaction?
- Is there a formal process for communicating customer complaints and feedback to relevant departments or teams for action? and if there is, how good is it?
- Are customer complaints used to inform product development or service improvements? What is the quality of communication from customer feedback to the business development department to fix the complained issue?
- Are employees trained in effective communication and conflict resolution to handle complaints professionally? How much?
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09. PROCESSES
Business processes that support the overall product, market, competition, and sales objectives. It involves assessing how effectively the organization designs, implements, and manages its processes to achieve efficiency, and quality.
- Is there a well known process for employees to lodge annonymous complaints? And is so, how well is it?
- Is there a whistleblower policy that ensure that any employee can note about process breaching, or process improvement? And is so, how well is it?
- Is there a formal process for product development, from ideation to launch, that includes clear timelines and milestones? And is so, how well is it?
- Do company analyse risks and potential roadblocks identified and addressed during the product development process? How frequently do they analyse?
- Are product development process improvements regularly identified and implemented to increase efficiency and quality? how regularly?
- Is there a process for documenting and sharing best practices across departments or teams? And is so, how well is it?
- Are any process changes communicated to all relevant stakeholders to ensure buy-in and successful implementation? And is so, how well is it?
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10. RESOURCES
Human resource practices and processes related to managing and supporting employees involved in product, market, competition, and sales activities. It involves assessing how effectively the organization attracts, develops, motivates, and retains a skilled and engaged workforce.
- Are employees provided training for new processes and procedures required to complete their job duties? how important is it?
- Are employees provided with opportunities to develop their existing skills? And is so, how important is it?
- Are employees evaluated after completion of training programs for every new product changes? And is so, how important is it?
- Are product training initiatives within budget?
- How well are marketing, product and product development managers and supervisors trained and prepared for their roles?
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11. FINANCE & BUDGET
Financial management and performance related to its product, market, competition, and sales activities. It involves assessing how effectively the organization manages its financial resources, monitors financial performance, and ensures financial sustainability.
- Do you calculate the ROI (return on investment) for a new product launch, taking into account the initial investment, ongoing costs, and revenue projections? If so, how important is to do that?
- Do you use financial metrics to evaluate the performance of your sales team? Do you ensure their compensation is aligned with company goals?
- Do you always determine the pricing strategy for a new product, and what factors do you consider when setting the price?
- Do you analyze and manage the financial risk of expanding into new markets or investing in new product development? How frequently you do that?
- How often do you use to track and forecast product development cash flow, and what measures do you take to ensure adequate funding for ongoing operations and growth initiatives?
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12. MANAGERS
Product, market, competition, and sales activities. It involves assessing how effectively the organization plans, organizes, leads, and controls these activities to achieve its objectives.
- Do the company has sales strategy and executive management have clear goals to reach to reach strategy targets? how important iw to reach it?
- Is in place aquisition & expansion plans? If so, how well does it work?
- Do team use task management system to processes their work? If so, how well does it work?
- Is on place and what is the level of customer-focused strategy that has been developed and deployed to ensure business portfolio diversity?
- Do you prioritize and re-allocate resources to different projects and initiatives within company? How much priority?
- Are effective strategies for managing and developing a diverse and inclusive workforce in place? If so, how well does it work?
- Do you ensure effective communication and collaboration between different teams and departments within your organization? how frequently?
- Do you take steps to identify and address potential risks and challenges that could impact your business strategy and operations? how often?
- Do you use key metrics or indicators you track to measure the success of your management strategies and decision-making processes? If so, how well does it work?
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