Product-led Certification Course

Workbook and
Study Guide
TAB LE OF C ONTE NT S

Module 2 Identify your Jobs to be Done

Module 3 Define your data stack

Module 4 Design a launch plan

Create a customer feedback policy

Module 6 Create a customer health scoring model

Product-led Certification Course

Bonus Exam Study Guide
WO RK BOOK I NTROD U CTI ON

Since true product-led transformation happens when you

take action on what you learn, we put together six exercises
that correspond with lessons in the Product-led Certification
Course. We recommend completing each exercise when they
are prompted by the instructor, but you can always come
back to this workbook at any time.

All of the exercises can be done alone, and some can be done
in a group setting. Either way, we hope they get you thinking
about ways to start implementing product-led strategies at
your own organization, and how you can share your learnings
with the rest of your team and company.
 MODULE 2 EXERCISE

Identify your Jobs to be Done

Total time: 30 - 45 minutes

Introduction
Product-led organizations have a clear understanding of why people use
their product and they design a digital experience that helps users get
those core “jobs” done. Use this exercise to identify the Jobs to Be Done
of your product, so you can create an experience that best delivers on
your users’ and customers’ needs—even as they evolve. You can do this
exercise alone or with members of your team.

You might use this exercise as a jumping off point for product roadmap
planning, or to begin a discussion of what product-led activities might
help your customers do their “jobs” more effectively and efficiently. It’s
also important to revisit your Jobs to Be Done periodically, as they might
shift as customers’ needs change over time.
 Main Jobs to be Done Related Jobs to be Done

Functional Emotional Functional Emotional

aspects aspects aspects aspects

Personal Social Personal Social

dimensions dimensions dimensions dimensions

Instructions

PART 1

Start by considering the question: What is our product’s main Job to be Done (JTBD)? Use the
space below to brainstorm and write out your ideas, and then decide on a top choice. If you’re
doing this exercise with a team, discuss as a group and make sure you all agree on the top choice.
 MODULE 2 EXERCISE

PART 2

For the main Job to be Done you’ve identified, identify 2-4 functional aspects and 2-4 emotional
aspects – use the space below to capture your ideas.

If you’re doing this exercise with a team, you can split into two gropus and have one group
identify the functional aspects and one group identify the emotional aspects.

FUNCTIONAL ASPECTS EMOTIONAL ASPECTS

Next, think through the personal and social dimensions of the emotional aspects of the main Job
to be Done – use the space below to capture your ideas.

If you’re doing this exercise with a team, you can have one group identify the personal
dimensions and one group identify the social dimensions.

PERSONAL DIMENSIONS SOCIAL DIMENSIONS

 PART 3

Take a look at what you’ve come up with – if you’re doing this exercise with a team,
discuss it as a group. If the number of aspects and dimensions feels unweildly, you can narrow
them down even further.

OPTIONAL

Come up with a list of 5-10 related Jobs to be Done.

Choose your top related Job to be Done and go through the exercise above again.

PART 4

Once you’ve completed the exercise, reflect on (or bring the group together to discuss)
what you’ve learned. How does the completed diagram map with the solution you offer today?
Are there changes you need to make to better meet customer needs? Feel free to fill out the chart
on the next page with your final Jobs to be Done information.
 MAIN JOB TO BE DONE

FUNCTIONAL ASPECTS EMOTIONAL ASPECTS

PERSONAL DIMENSIONS SOCIAL DIMENSIONS

RELATED JOB TO BE DONE

FUNCTIONAL ASPECTS EMOTIONAL ASPECTS

PERSONAL DIMENSIONS SOCIAL DIMENSIONS

 MODULE 3 EXERCISE

Define your data stack

Total time: 30 minutes

Introduction

Product-led organizations are data-driven organizations. Data offers a

common language for teams to measure progress toward the goals you
set for your product—and also helps you know when to pivot. This exercise
will help you identify available data sources, then narrow in on the most
relevant business, operational, and qualitative metrics to enable your
team to make better decisions.

This exercise works best when you start with a specific goal—like to
improve user retention or reduce support tickets—or a specific Job to be
Done. Your team can then narrow in on the data sources and metrics that
will inform the decision-making required to achieve that goal or meet the
customer need.
Instructions

PART 1

Decide which goal or Job to be Done you’d like to focus on for the exercise. On the next page, write
down your team’s existing data sources – these can be tools or platforms like Salesforce, or even
people like executives and customers.

PART 2

Consider what metrics (both quantitative and qualitative) these sources enable your team to track
(e.g. NPS, feature adoption, revenue, and monthly active users). Write down each metric under its
corresponding data source (for example, revenue would go under Salesforce).

PART 3

Rank the metrics you’ve identified based on how they help you and your team measure progress
toward the goal you’ve set. Identify the highest-ranking metrics and settle on the set you’ll use to
make decisions and measure progress toward your goal. Write down your list of final metrics in
the accompanying box.
MODULE 3 EXERCISE

DATA SOURCES AND METRICS

FINAL METRICS
 MODULE 4 EXERCISE

Design a launch plan

that accelerates adoption

Total time: 45 minutes

Introduction
In a perfect world, every feature is immediately and enthusiastically
adopted by every customer. In reality, that’s rarely the case. As we add
users and personas and our products become more feature rich, launch
communications have to evolve—which means rethinking the way we
educate and enable users.

In this exercise, you’ll design a process to ensure a successful feature

launch every time. You will come away with a tactical plan that covers how
to communicate feature launches and product updates, measure success
using product analytics and sentiment, and capture and incorporate
customer feedback.

You can do this exercise individually or with a team. If you’re doing the
exercise with a team, decide in advance if you want the group to work
together on one feature launch or in smaller groups based on features
they plan to launch.
Instructions

PART 1 What does a successful launch look like?

Alone or with your team, brainstorm goals you might set for a feature launch (we recommend
doing this in 30-60-90 day increments). Write these down in the chart below.

For example, you could set goals around the number of users who interact with the new
feature or the time spent using the new feature.

GOALS

30 DAYS 60 DAYS 90 DAYS

 MODULE 4 EXERCISE

PART 2 How will you communicate the launch?

Write down ideas for communicating a new feature release to customers and internal teams, and
the level of details for each audience.

Think about which communication methods are appropriate based on the size and
importance of the feature launch (e.g. in-app messages, email, digital campaigns, etc.).

Consider how these actions will drive adoption over the 30-60-90 day period and how
you will partner with your marketing team on customer launch communications.

COMMUNICATION METHODS
 PART 3 How will you engage customers around the launch?

Consider the most appropriate method for collecting customer feedback on the new feature
(ideas may include interviews, surveys, or an in-app feedback tool). Think about and document
how you will use data and feedback to make improvements post-launch.

If you’re doing the exercise as a team, come together and have each group give a high level
read-out of their plan. Discuss what each group can learn from the other and have each team
assign a person to make the necessary updates to ensure you have an agreed upon launch process
going forward.

CUSTOMER FEEDBACK
 MODULE 4 EXERCISE

Create a customer feedback policy

Total time: 30 - 45 minutes

Introduction

Customer feedback is vital to any successful software product—product

teams should always strive to understand and incorporate the voice of
the customer in everything they build. But this is especially important for
product-led organizations, where everything the company does revolves
around the customer.

By creating a product feedback policy, your team will have a standard

process to follow to gather and manage feedback from customers,
ensuring customers have a voice as you evolve your product. In this
exercise, you’ll document the five components of your feedback policy.
Instructions

PART 1

In the template on the next page, find the section for your approach to product feedback. Write a
statement that explains the importance of feedback to your organization and what you will do with
that feedback (also consider what customers gain by providing feedback).

PART 2

Find the section in the template for how customers can provide their feedback. Write down the
step-by-step process for submitting feedback, as well as who reviews it.

PART 3

Find the section in the template for what happens to feedback after it is submitted. Write a
statement that answers questions like, “How can customers track the status of their feedback?” and
“Will customers be notified when the feature they requested is released?”

PART 4

Find the section in the template for frequently asked questions. Anticipate questions that you
might be asked about your customer feedback policy and consider how you would respond.

PART 5

Find the section in the template for sharing your policy. Document how your customer feedback
policy will be shared, considering the various communication channels available to your team.
MODULE 4 EXERCISE

CUSTOMER FEEDBACK POLICY

YOUR APPROACH TO PRODUCT FEEDBACK

HOW CUSTOMERS CAN PROVIDE FEEDBACK

WHAT HAPPENS TO FEEDBACK

MODULE 4 EXERCISE

FAQS

SHARING YOUR POLICY

 MODULE 6 EXERCISE

Create a customer
health scoring model

Total time: 45 - 60 minutes

Introduction

This exercise is inspired by the team at Rapid7, who discovered as they

added hundreds and then thousands of customers that it was increasingly
difficult to identify the most successful users, as well as those who are
struggling. By assigning customers a score based on product usage and
other key indicators, they could begin to predict success and struggles,
and intervene more quickly.

A key point from their case study is that your customer health scoring
model will evolve over time as you observe customer outcomes. This
exercise will get you thinking about the components of your health score
and the action plans you’ll put in place to retain unhealthy customers and
leverage healthy ones.
 MODULE 6 EXERCISE

Instructions

PART 1

In the space below, write down every metric you can think of that might provide a signal to a
customer’s health.

PART 2

Think about how you might group your metrics. These groupings will be the components
of your score.

For example, a group of metrics might indicate successful product adoption, another
grouping might relate to the support experience, another to sentiment, and another to
purchasing behavior.

GROUP 1: GROUP 2:

GROUP 3: GROUP 4:

GROUP 5: GROUP 6:

GROUP 7: GROUP 8:
 PART 3

Prioritize the components by time frame. Choose 3-4 components that you might incorporate into
your score quickly and add those to the box below labeled “initial” – these could represent data
that is accessible today .

PART 4

Add components to the medium- and long-term categories based on when you feel you’ll be ready
to incorporate those metrics into your model. Think of these as wish list data sets that you know will
help make your model even more exact.

INITIAL MEDIUM-TERM LONG-TERM

PART 5

Think about values you might assign to each of the initial components.

For example, if you think product adoption is the biggest indicator of a successful
customer, you might assign 40% of the total score to that and smaller percentages to the
other 2-3 categories.
 PART 6

Brainstorm what plans of action you could put in place to address each type of customer.
For example:

A healthy customer might receive outreach to speak at an event or to provide a referral.

An unhealthy customer might be offered a coaching session or targeted with content

to help them be more successful.

Document your ideas and share them with your team for feedback and further discussion.

HEALTHY CUSTOMERS

NUETRAL CUSTOMERS

UNHEALTHY CUSTOMERS
Product-led Certification Course Exam

Study Guide
 STUDY GUIDE

Product-led Certification Course

Exam Study Guide

Introduction

We’re excited you’re interested in becoming a Product-led Certified! The

Product-led Certification Course is designed to introduce you to the
fundamentals of being a product-led product manager at your organization
and prepares you to apply product-led strategies to your business. And
by getting certified, you’ll show the world that you have the fundamentals
mastered for what it takes to be a product-led product manager.

This study guide provides an overview of the Product-led Certification

Course and how to best prepare for the exam. The guide covers:

– Details about the exam

– Topics covered
– Sample questions
– Tips to prepare for the exam
 DETAILS ABOUT THE EXAM

Format: 30 multiple choice questions

Time alloted: 90 minutes

Passing score: 75%

Cost: $149 (USD), includes the course as well as the exam

Delivery method: Online, not proctored

Language: English

Prerequisites: None, though we highly recommend that you take the Product-led Certification
Course to prepare for the exam.

TOPICS COVERED

The questions on the test align to the material covered in the Product-led Certification Course.
The topics and percentage of questions per topic on the exam are outlined below.

TOPIC % OF TOTAL EXAM

The fundamentals of being product led 20%

Leveraging data to build great products 16%

Delivering products differently 12%

Using product-led strategies to drive customer success 16%

Rethinking how you market and sell products to drive growth 20%

Implementing product-led strategies at your organization 16%

 SAMPLE QUESTIONS

The questions below serve as an example of the type you’ll be asked on the exam.

1. How do “aha” moments lead to feature and product adoption?

A. They guide users to high-value features because research shows a correlation between
these features, adoption, and high NPS.
B. They help users understand their own product in ways they’ve never seen before so that
they can perform their jobs optimally.
C. They allow users to hone in on the area(s) of the product that best match their use case.
Research shows that when they find this within minutes, there’s a 10x likelihood they’ll
use the product again.
D. They show users exactly what it is they want to do in the fastest, simplest way possible.
And when users know the areas of the product where they’ll find value, they’ll likely
stick around.
Answer: D

2. What are 2 strategies to drive upsell from within the product? (select all that apply)
A. Create pressure and notify users that their trial ends in [X] days
B. Highlight Paid/Premium in the navigation
C. Share in-app about the full version of the software, explaining that it offers even
more features
D. Create in-app prompts with cost to sign up and the steps to do so
Answers: B and C

3. A Product Feedback Policy is a key component to collecting, managing, and weighing customer
feedback. A Product Feedback Policy is a document that outlines the following for customers:
(select all that apply)
A. Where to submit feedback
B. How often your company’s product team reviews it
C. How they’ll communicate back
D. When the company is legally obligated to make updates to its product(s)
Answers: A, B and C

TIPS TO PREPARE FOR THE EXAM

- This is an “open-book” test, so be sure to have any notes you captured while taking the course
beside you before beginning.
- The test is timed without the ability to pause, so be sure you have a dedicated 90 minute period
available before clicking “Start.”
- Make sure you have a quiet space so you can focus while taking the exam, with few distractions.

Lastly, we also ask that you please don’t cheat and don’t share exam content with others.
Take your time to read exam questions carefully and good luck!