100% Free Real Updated NPDP Questions & Answers Pass Your Exam Easily [Q18-Q40]

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11月 30, 2024 管理者 0 コメント

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100% Free Real Updated NPDP Questions & Answers Pass Your Exam Easily

Easily To Pass New NPDP Verified & Correct Answers

The NPDP certification exam is a rigorous assessment of a professional’s capabilities in developing and launching new products. The NPDP certification exam assesses the candidate’s core competencies in five areas: (1) strategy, (2) portfolio management, (3) new product process, (4) tools and metrics, and (5) people and teams. NPDP exam is designed to evaluate a candidate’s knowledge, skills, and abilities in the product development domain.

NO.18 Which of the following statement best represents the relationship between the number of projects that engineers are working on and their productivity?

Engineers get more productive the more projects they work on

Engineers work just as well on five projects as they do on one

Assigning engineers to more than two projects starts to reduce their productivity

It it best to have engineers each work on just one project

Research in project management and organizational behavior indicates that multitasking and splitting focus across multiple projects can significantly reduce productivity. When engineers are assigned to more than two projects simultaneously, their ability to effectively manage time and resources diminishes, leading to delays, decreased quality of work, and increased stress. This phenomenon is known as the “task-switching cost,” where frequent switching between tasks can lead to cognitive overload and reduced efficiency. Studies and industry best practices recommend limiting the number of concurrent projects to optimize productivity (Wheelwright & Clark, 1992; Cooper, 2001).

NO.19 The primary benefit of a Focus Group in marketing research is _____.

The ability to develop broad insights

Low cost

Ease of execution

Deep insights

The primary benefit of a focus group in marketing research is the ability to gain deep insights. Focus groups involve guided discussions with a small group of participants, allowing researchers to explore attitudes, perceptions, and behaviors in depth. This qualitative method provides rich, detailed data that can uncover underlying motivations and nuanced opinions, which are often not accessible through other research methods like surveys.
References:
Krueger, R. A., & Casey, M. A. (2015). “Focus Groups: A Practical Guide for Applied Research” (5th ed.). Sage Publications.
Malhotra, N. K. (2010). “Marketing Research: An Applied Orientation” (6th ed.). Pearson Education.

NO.20 Which of the following strategies is most likely to have a strong emphasis on technology?

Routine

Architectural

Radical

Both B and C

Both “Architectural” and “Radical” strategies are most likely to have a strong emphasis on technology. An architectural strategy involves reconfiguring existing technologies into new products or systems, which requires significant technological innovation. A radical strategy involves the development of entirely new technologies or breakthroughs, which also emphasizes technological advancements. Both strategies require substantial investment in and focus on technology.

NO.21 Lean processes are focued primarly on:

Putting more discipline into processes

Making processes more Agile

Removing waste

Encouraging cross-functional integration

Lean processes are primarily focused on removing waste. Lean methodology aims to maximize value by eliminating non-value-added activities or waste, which can include unnecessary steps, excess inventory, waiting times, and other inefficiencies. By streamlining processes and focusing on continuous improvement, Lean helps organizations deliver more value to customers with fewer resources. This approach enhances efficiency, reduces costs, and improves overall process effectiveness (Womack & Jones, 1996; Liker, 2004).

NO.22 Which of the following is a purpose of the product protocol?

It communicates essentials to the development team

It defines the deliverables that R&D will deliver to the final product that the customer buys

It defines the requirements in terms of results that can be measured

All of the above are purposes of the product protocol

The product protocol serves multiple essential purposes in the new product development process:
A. It communicates essentials to the development team: Ensuring that all team members are on the same page regarding the project goals, requirements, and constraints. B. It defines the deliverables that R&D will deliver to the final product that the customer buys: Clearly outlining what is expected from the R&D team in terms of features, performance, and quality. C. It defines the requirements in terms of results that can be measured: Providing specific, measurable criteria for success to ensure that the final product meets the predefined standards and customer expectations.
Therefore, the correct answer is D: All of the above are purposes of the product protocol.
References:
Crawford, C. M., & Di Benedetto, C. A. (2014). New Products Management. McGraw-Hill Education.
Cooper, R. G. (2001). Winning at New Products: Accelerating the Process from Idea to Launch. Basic Books.

NO.23 In a 1997 PDMA (Product Development and Management Association) study on best practices in product development, the “best in bringing new products to market” were defined as those organizations that achieved at least 49% of their sales from products not in their product lines 5 years previously. Which of the following is a key best practice of these organizations?

Make organizational changes at least once every two years

Use financials to make all new product development decisions

Focus on speed to market and have the fastest cycle times in their industry

Drive new product development through a well-thought out strategy

The 1997 PDMA study on best practices in product development highlighted that organizations achieving significant sales from new products had a well-thought-out strategy driving their new product development.
These organizations focus on strategic alignment, ensuring that new products fit within the broader business goals and market opportunities. This strategic approach leads to more effective and successful product launches, unlike a sole focus on speed to market or frequent organizational changes, which can result in misalignment and inefficiency. References: Griffin, A. (1997). PDMA Research on New Product Development Practices: Updating Trends and Benchmarking Best Practices. Journal of Product Innovation Management.

NO.24 You are leading the strategic planning process for a horticultural company that is developing a new apple cultivar. A key element of the company’s strategic planning is optimization of revenue from intellectual property. What specific form of intellectual property protection would you follow in this case?

Plant variety rights

Trademarking

Patenting

Copyrighting

In the case of developing a new apple cultivar, the specific form of intellectual property protection to pursue would be plant variety rights (PVR). Plant variety rights are a form of intellectual property that grants the breeder exclusive control over the propagation of a new plant variety for a number of years. This protection allows the breeder to license the variety to others and to collect royalties, thus optimizing revenue from the intellectual property. This approach is particularly relevant in horticulture and agriculture, where new plant varieties need protection to ensure that breeders can benefit from their innovations (UPOV, 1991; USPTO,
2021).

NO.25 The role responsible for estabilishing the product innovatio process and for ensuring its quality and consistency and ongoing training in its application is called:

Process manager

Process champion

Process owner

Process developer

A process owner is responsible for establishing the product innovation process, ensuring its quality and consistency, and providing ongoing training in its application. This role involves overseeing the process to ensure it meets organizational goals and standards, and facilitating continuous improvement. Reference:
Hammer, M., & Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution.
Harper Business.

NO.26 The framework, functions, and processes that guide activities in project, program and portfolio management and provide guidance, decision making and oversight is called:

Governance

Project management

Team leadership

General management

The framework, functions, and processes that guide activities in project, program, and portfolio management and provide guidance, decision-making, and oversight is called governance. Project governance establishes the structure and processes for making decisions, managing performance, and ensuring accountability in project execution. It includes setting policies, defining roles and responsibilities, and establishing controls to ensure that projects align with organizational objectives and are executed effectively (Muller, 2009; PMI,
2013).

NO.27 You need to estimate the sales potential of a new product to determine its overall financial feasibility. Your sales manager estimates there is a 40% chance of achieving sales of 500.000 units and a 60% chance of selling 1.000.000 units. What sales potential would you use in your feasibility analysis?

600.000 units

700.000 units

800.000 units

900.000 units

To estimate the sales potential, calculate the weighted average of the sales estimates based on their probabilities. The calculation is as follows: (0.40 * 500,000 units) + (0.60 * 1,000,000 units) = 200,000 units
+ 600,000 units = 800,000 units. The correct answer is 700,000 units. This approach provides a balanced estimate that accounts for the likelihood of different sales outcomes. Reference: Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.

NO.28 A software company is developing an update to a specific app for online shopping. The company has extensive experience with its target through previous product launches. Even if there are minor faults with the app, these can be quickly remedied after launch without significant negative customer response. Speed to market is critical. The company is seeking customer reaction to the improved features and functionality of the new app. What market reasarch approach would yuo recommend?

Focus group

In-house alpha testing followed by beta testing

Test marketing

Factor analysis

Given the scenario where the company has extensive experience with its target market and needs to quickly gauge customer reactions to the updated app features and functionality, the most suitable approach is in-house alpha testing followed by beta testing. This approach allows for:
Alpha testing: Internal testing to identify and fix major issues before exposing the product to real users.
Beta testing: Involves a select group of actual users who provide feedback on the new features and functionality in real-world conditions. Any minor faults identified can be quickly remedied, aligning with the company’s capability to address issues rapidly post-launch.
This method balances the need for speed to market with obtaining valuable customer feedback. Reference:
“The Art of Software Testing” by Glenford Myers explains the stages and benefits of alpha and beta testing.

NO.29 Which type of team has the following characteristic: Each functional organization designates a liaison person to “represent” it on a project coordination committee?

Functional

Lightweight

Tiger

Heavyweight

In the context of team structures for new product development, the characteristic described in the question fits a Lightweight team. Here are the key features of different team types and how they relate to the given characteristic:
A. Functional: Teams are organized strictly by functional areas, with limited coordination across functions.
B. Lightweight: In this structure, each functional organization designates a liaison person to “represent” it on a project coordination committee. This setup facilitates communication and coordination between different functional areas without removing team members from their primary functional roles.
C. Tiger: This involves forming a dedicated, cross-functional team taken out of their functional areas to work full-time on the project, providing high focus and autonomy.
D. Heavyweight: A stronger matrix where the project manager has significant authority, but team members are still functionally aligned and involved.
Thus, the correct answer is B: Lightweight.
References:
Clark, K. B., & Wheelwright, S. C. (1992). Organizing and Leading “Heavyweight” Development Teams. California Management Review.
Wheelwright, S. C., & Clark, K. B. (1992). Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality. Free Press.

NO.30 A corporate vision is ____.

A NPD project goal

A philosphy statement about the beliefs of the company

A set of values

A picture of some desired future state that the orgnization hopes to obtain

A corporate vision is a statement that defines the long-term aspirations of an organization. It provides a picture of the desired future state that the organization aims to achieve. This vision serves as a guiding star for the organization, helping to align efforts and strategies towards achieving that future state. Unlike goals or values, which are more specific and actionable, a vision is broad and inspirational, focusing on what the organization ultimately wants to become or accomplish. This is supported by various business and management sources, which emphasize that a vision is about long-term direction and aspirational goals (Collins & Porras, 1996; Kotter, 1996).

NO.31 Who is responsible for strategy?

Product managers

Senior management

Everybody

The CEO

Strategy formulation and implementation are collective responsibilities within an organization. While senior management and the CEO play critical roles in setting the overall direction and vision, product managers and other team members contribute to shaping and executing strategies that align with the organizational goals.
Effective strategy requires input and alignment from all levels of the organization to ensure coherence and successful execution.
Thus, the correct answer is C: Everybody.
References:
Kaplan, R. S., & Norton, D. P. (2008). The Execution Premium: Linking Strategy to Operations for Competitive Advantage. Harvard Business Review Press.
Porter, M. E. (1996). What is Strategy? Harvard Business Review.

NO.32 Which of the following best describes a team?

A group of individauls who meet regularly

People who enjoy doing the sam things

A group of people with a common purpose for which the hold themselves mutually accountable

A group of people appointed to complete a specific task

A team is best described as a group of people with a common purpose for which they hold themselves mutually accountable. This definition emphasizes shared goals, collaboration, and mutual accountability, which are critical for effective teamwork. Teams are characterized by a collective commitment to achieve specific objectives and the willingness to support each other to ensure the group’s success. Reference: “The Wisdom of Teams” by Jon R. Katzenbach and Douglas K. Smith outlines the essential characteristics and dynamics of high-performing teams.

NO.33 A product manager reviewed technical publications, electronic databases, and websites prior to deisgning a research project that directly contacts prospective customers. This review of already-published materials is an example of:

Market testing

Voice of the customer

Portfolio management

Secondary market research

Secondary market research involves reviewing and analyzing already published materials such as technical publications, electronic databases, and websites to gather information relevant to a research project. This type of research leverages existing data to inform and guide the primary research efforts that involve direct customer contact. Reference: Burns, A.C., & Bush, R.F. (2010). Marketing Research. Pearson.

NO.34 According to the results of 1997 PDMA study that evaluated the use of market research tools in new product development, based upon 383 projects, which of the following was the most essential and used tool?

Focus panels

Customer site visits

Survey research, sampling and statistics

Market testing

According to the 1997 PDMA (Product Development and Management Association) study that evaluated the use of market research tools in new product development, the most essential and commonly used tool among
383 projects was survey research, sampling, and statistics. This tool is crucial because it allows for the collection of quantitative data that can be analyzed to understand market trends, customer preferences, and potential demand for new products. It provides statistically significant insights that help in making informed decisions during the product development process.
Thus, the correct answer is C: Survey research, sampling, and statistics.
References:
Griffin, A., & Page, A. L. (1996). PDMA Success Measurement Project: Recommended Measures for Product Development Success and Failure. Journal of Product Innovation Management.
PDMA (Product Development and Management Association). (1997). PDMA Handbook of New Product Development.

NO.35 During new product development, companies ofen use ____ to measure end user satisfaction with a product and to determine whether the company can deliver the total quality product as promised.

Lead user research

Product use testing

Secondary research

Quality function deployment

Product use testing, also known as user testing, involves evaluating a product by having end users try it out and provide feedback. This method measures user satisfaction and helps determine whether the company can deliver the promised quality and functionality of the product. Reference: Urban, G.L., & Hauser, J.R. (1993).
Design and Marketing of New Products. Prentice Hall.

NO.36 Which of the following does not describe a pro or con of a Heavyweight Team?

Weak project leader and project focus

Strong project focus, commitment and accountability

Integrated system solution

Requires depth

Heavyweight teams are characterized by their strong project focus, commitment, and accountability. These teams are typically led by strong project leaders who have the authority and resources to drive the project to success. They offer an integrated system solution and require a depth of resources and commitment from the organization. Therefore, a weak project leader and project focus do not describe a heavyweight team.
References: Clark, K. B., & Wheelwright, S. C. (1992). Managing New Product and Process Development:
Text and Cases. Harvard Business Review Press.

NO.37 In considering your portfolio in terms of market risk and technology risk, which combination is usually most desirable?

Low market risk, low technology risk

Low market risk, high technology risk

High market risk, low technology risk

High market risk, high technology risk

When considering a portfolio in terms of market risk and technology risk, the most desirable combination is usually low market risk and low technology risk. This combination indicates that the product is based on well-established technology and addresses a market with proven demand, reducing the overall risk associated with product development and commercialization.
References:
Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2001). Portfolio Management for New Products.
Basic Books.
Kahn, K. B. (2012). The PDMA Handbook of New Product Development. John Wiley & Sons.

NO.38 A strategy can be dfined as ____.

A organisation’s philosophy

A company’s game plan for achievieng its long-term objectives

An organisation’s new product development plan

The organisation’s values statement

A strategy is defined as a company’s game plan for achieving its long-term objectives. It involves setting goals, determining actions to achieve those goals, and mobilizing resources to execute the actions. A strategy outlines how a company will compete in its market, manage its resources, and navigate challenges to reach its desired future state. It is a comprehensive plan that integrates the company’s vision, mission, and competitive actions. This definition aligns with strategic management theories and frameworks, which emphasize strategy as a roadmap for long-term success (Porter, 1980; Mintzberg, 1987).

NO.39 Which of the following is the most appropriate role for the marketing team member in technical product development?

Always lead the development team

Screen technical development team members attempts to talk to customers

Stay informed about technical progress, via attendance at team meetings, etc.

Make marketing decisions without the involvement of technical people

The most appropriate role for the marketing team member in technical product development is to stay informed about technical progress by attending team meetings and maintaining open communication with the technical team. This ensures that marketing decisions are well-informed by the latest technical developments, and it facilitates alignment between the marketing and technical aspects of the product development process.
Leading the team or making decisions without technical input can create disconnects and reduce the effectiveness of the development process. References: Cooper, R. G. (2001). Winning at New Products:
Accelerating the Process from Idea to Launch. Basic Books.

NO.40 The first step in the classic waterfall process is requirements. The last step is known as:

Development

Maintenance

Verification

Implementation

In the classic waterfall process, the first step is requirements gathering, and the last step is known as
“Maintenance”. The waterfall model is a sequential design process, often used in software development processes, in which progress is seen as flowing steadily downwards (like a waterfall) through several phases such as requirements, design, implementation, verification, and maintenance. Maintenance involves making necessary changes, corrections, and updates after the product has been deployed to ensure its continuous proper functioning.

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