B · Business understanding and domain modeling
Business context
How the business runs, who the users are, and where value comes from.
Classification boundary
Include: Include questions about how a business works, who participates, and where its value and constraints come from.
Choose a neighboring leaf when: Use C market/economic judgment when the task is to assess market structure, competition, unit economics, or business models.
This capability may appear in standards across different stages. Explore stage expectations
28 questions
Choose a group based on the evidence you need. Groups follow existing question formats, not difficulty or mandatory prerequisites. Each batch has up to eight questions.
Judgment and options27
Compare goals, constraints, options, and trade-offs.
Questions 1–8
- Renewal fell by six percentage points this quarter, while the share of small customers among new accounts rose. How would you segment customers, usage periods, and service cost to determine whether product value fell or the customer mix changed?
- Besides your product, what else could users do to get the same job done? What does each alternative compete for, and when is it actually the better choice?
- Sales reports growth using signed contract value, but customers will not use the product for months. How would you distinguish contracting, fulfillment, revenue recognition, and customer value, and explain what the team should observe?
- A premium service tier earns more revenue but consumes more human support, and renewal has not improved. How would you determine whether it creates incremental value?
- A product is sold once but requires long-term support and upgrades. Revenue is growing while the service queue accumulates. How would you decide whether these sales still create value?
- Pick a module you own. Explain who it serves, what input it takes, what output it provides, and follow the user task through to the business result.
- The business says data must be real time, but no one can explain the cost of a fifteen-minute delay. How would you decide the architecture and freshness target?
- Map the value flow among users, suppliers, the platform, and payers in a two-sided marketplace you know. Explain how value and responsibility change when a service is not fulfilled.
No questions in this section match your target. ·
Questions 9–16
- A new industry or regulatory requirement forces a product workflow change. How would you trace from the requirement to affected participants, value-chain steps, business commitments, and internal systems?
- The same person may encounter a product through ads, an agency, a partner, and a self-serve channel, and different parties may pay. How would you distinguish customer, buyer, user, and acquisition touchpoint in the business model?
- The team plans to enter an adjacent market where users, payers, and fulfillment parties differ. How would you map the value chain and determine whose problem the product should solve first?
- Marketplace transactions keep growing, but buyers wait longer, sellers cancel more often, and subsidy spending rises. How would you describe the exchange of value and constraints across participants, then decide whether growth reflects better matching or one-sided subsidy?
- Marketplace order value is rising, but merchants receive lower settlement amounts; the gap may involve discount sponsors, refunds, platform fees, and settlement timing. How would you explain participant value, money flows, and operating constraints along the transaction chain?
- Sales reports growth by signed contract value, Finance tracks recognized revenue, and Operations schedules work by fulfilled orders; all three call their number “business scale.” How would you map the process and definitions so teams can make one decision together?
- Enterprise customers expect a weekday response, while individual users expect self-service at any time; the team plans to standardize one support workflow. How would you analyze customer needs, issue urgency, service commitments, and delivery costs?
- A promotion increases subscriptions, but many subscribers renew at a lower price and full-price renewal has not yet reached its observation window. How would you decompose acquisition, renewal, discount, and churn to judge long-term value?
No questions in this section match your target. ·
Questions 17–24
- A user reports that a service was not fulfilled as promised. Logs show the product flow triggered, the supplier did not confirm, and Operations says the contract is unclear. How would you map the service commitment, ownership boundaries, and remediation path?
- The company shifts from acquiring new customers to increasing value from existing customers, but sales incentives, product roadmaps, and service capacity still reflect acquisition goals. How would you map the value chain and incentives to find misalignment?
- Active users and revenue are growing, but human support hours, refunds, and infrastructure costs per user are rising faster. How would you use user segments, tasks, and service flows to assess the economic quality of growth?
- A service requires a user, platform, and partner to act in sequence. Each party measures its own SLA, yet users still wait repeatedly and resubmit information. How would you model the end-to-end journey, waiting ownership, and handoff costs?
- The same service faces different supply capacity, tax rules, and fulfillment times across regions, but the sales page uses one promise; some orders require manual rescheduling. How would you describe the relationship among regional constraints, service capability, and customer expectations?
- The company invested in a shared release platform, but most teams still use custom scripts. The platform team believes its features are sufficient, while product teams worry about migration risk and schedule conflicts. How would you analyze platform value, adoption cost, and incentives?
- High-revenue customers frequently request urgent support, consuming team capacity and delaying critical issues for others. How would you define service prioritization?
- A contract charges monthly, while the customer accepts work by project. Some months include preparation but no visible deliverable. How would you distinguish signing, performance, acceptance, and recognizable revenue?
No questions in this section match your target. ·
Questions 25–27
- A channel brings many low-priced orders but requires extra manual checks and complex delivery. How would you assess whether revenue covers service cost, refunds, and supply risk?
- An account is active weekly and likely to renew, but many tasks rely on manual work by customer success. How would you distinguish product use, service assistance, and sustainable value?
- A partner charges per form submission, while sales counts only qualified opportunities. Is the dispute about definitions, data feedback, or audience quality? How would you reset the agreement?
No questions in this section match your target. ·
Experience and reflection1
Use past facts to examine contribution, results, and learning.
Questions 1–1
No questions in this capability match your target. ·