Perguntas de entrevista de Product Owner
Os(as) product owners cumprem um papel fundamental nos projetos de desenvolvimento ágeis. O(a) project owner é a pessoa com mais participação no resultado de um projeto e lidera as equipes de desenvolvimento para alcançar as metas principais. As equipes que procuram product owners querem candidatos(as) com habilidade de criar uma visão clara para o futuro do produto, de priorizar objetivos e liderar com sucesso uma equipe para obter resultados.
Principais perguntas de entrevista para product owner e como respondê-las
Aqui estão três das perguntas mais frequentes em uma entrevista de emprego para product owner e como respondê-las:
Pergunta 1: Quem você considera uma parte essencial do produto e por quê?
Como responder: Essa é uma pergunta dissertativa para saber se o(a) product owner quem é o mercado-alvo. Como product owner, você deve entender quem são as partes interessadas externas e desenvolver o produto de acordo a elas. Como cada parte cumpre uma função vital no processo, você deve interagir com elas e explicar como cada uma contribui para o sucesso de um produto.
Pergunta 2: Como você mantém sua equipe informada sobre as situações do mercado ou produtos?
Como responder: Como parte da entrevista, essa pergunta dissertativa ajuda a avaliar suas habilidades interpessoais e de comunicação ao trabalhar com uma equipe no desenvolvimento de produto. Como product owner, é sua função assegurar que a equipe esteja ciente de qualquer mudança nas demandas do mercado. Você deve garantir que todos os membros da equipe entendam a visão por trás do produto. Explique o processo de informação da equipe. Descreva quais informações são mais importantes compartilhar com a equipe e por quê.
Pergunta 3: Que estruturas de descoberta de produto você já usou?
Como responder: Essa pergunta aberta permite a você demonstrar seu conhecimento e experiência com as mais diversas estruturas de descoberta de produto. Você pode demonstrar como determinar a aplicabilidade e a eficácia de cada uma e por que você usa as estruturas que usa.
Principais perguntas de entrevista
Many questions on scenarios related to position requirements.
5 respostas↳
Did you study for any of the Assessment Tests? Thank you.
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How long after the last interview did you wait for until they contacted you?
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I got an email within a week
Case Study Based Questions
4 respostas↳
Any example? Was case study given in advance?
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Yes it was given in advance and was discussed during meeting with founder
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Yes it was given in advance and was discussed during meeting with founder
How do you handle conflict resolution between team members?
2 respostas↳
Interesting question for a Product Owner, I would generally consider managing the team dynamics (including conflict) as a key part of the Scrum Master role. Menos
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In response to the inquiry above, the Product Owner and Scrum Master role at Renovate America are considered one role. It's obviously not ideal since these two roles are supposed to balance each other, but that is the current setup at the company. Quite a bit of responsibility for one role. The PO manages the backlog (feature prioritization) and runs all retrospectives as well. Menos
Did you have contact with [internal recruiter]?
2 respostas↳
Yes, she emailed me about the assessment
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How long did it take them to tell you you were not getting an offer?
What would I do if time and money was no oblect ?
2 respostas↳
How much do you want to earn and by when ?
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Spread knowledge
Tell me how to calculate the cost and release date for an MVP?
2 respostas↳
MVP has to be defined first. Assuming you have a list of stories that are all groomed and sized, you can combine that with your estimated velocity of your dev team. This velocity should be based on a historical average. If you have roughly 100 points worth of stories in your MVP and you do 10 points of velocity a sprint, you should be done in 10 sprints. You then multiply the cost of the development per sprint (# of engineers @ rate) by 10. That's the cost, but you should charge your margin on top of that. Also, there's always "found" work so you should add 50% schedule slack so it really should take 15 sprints. Underpromise and overdeliver. Menos
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MVP has to be defined first. Assuming you have a list of stories that are all groomed and sized, you can combine that with your estimated velocity of your dev team. This velocity should be based on a historical average. If you have roughly 100 points worth of stories in your MVP and you do 10 points of velocity a sprint, you should be done in 10 sprints. You then multiply the cost of the development per sprint (# of engineers @ rate) by 10. That's the cost, but you should charge your margin on top of that. Also, there's always "found" work so you should add 50% schedule slack so it really should take 15 sprints. Underpromise and overdeliver if you can. Menos
How much liquid capital i had
2 respostas↳
With proof of my liquid capital.
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Found excellent read: bit.ly/faang100
If I am fine with working in adult entertainment industry.
2 respostas↳
Thank you for your honest feedback. We feel it's important to thoroughly explain our business model with openness and transparency. Our websites have changed how people relate to and think of online entertainment market and we are the leader in premium adult content worldwide. Our award-winning brands have become a point of reference for the industry and we are very proud of the recognition we have gained. This would not be possible without the amazing talent we hire - anyone across our teams from marketing to technology - we ensure we hire the people who are passionate and comfortable with what we do. We feel by asking the right questions you get the right answers! Thank you! Menos
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It was unexpected as we are in 2018!!!! Why would somebody care for a tech job in adult industry? Menos
How much risk does a business take on a given guaranteed price based on the price of the guaranteed product with the non-guaranteed product? This was given with actual numbers and I needed ot figure out the answer.
2 respostas↳
Guaranteed product in Booking.com's case refers its model (agency - where it doesn't guarantee rooms) to its competitors (merchant/guaranteed - where rooms are pre-bought like wholesale in advance). The risk calculation needs to factor in - What price can the rooms be pre-bought at? What price can it be sold at (i.e. margin) - What probability is it that they will get sold (here the risk is of buying the room but not managing to sell it forward) - How will they be placed in search when compared to rooms which aren't pre-bought (conflict risk?) And some more complicated angles to dig deeper might be how it affects other hotels, whether you need to prebuy for the whole year or for a season or for just a short period, or how long in advance you need to prebuy (since youre competing with other people also trying to prebuy) etc PS - I was actually asked this question in a mock interview on preptick.com, and got this answer from an ex-Booking guy, so I'm pretty sure its accurate ;) Menos
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My humble attempt: Analogy. Uber's scheduled rides vs. on-demand rides with a fixed price given source, destination and nature of taxi. Loss mostly boil down to (a) loss of new & existing consumers due to non-guarantee of taxis in scheduled rides (b) consumer security in the event of non-guarantee (c) more consumer cancellations affecting drivers due to learnt behaviour Menos