Now that we've discussed some of the basics around metrics and measurement, the next three courses will dive into some of the categories of questions that get asked as part of Product Execution and Analytics questions. In interviews, you're often asked to demonstrate how you think through real-world product decisions. This includes defining success metrics, setting actionable goals, investigating root causes of problems, and evaluating trade-offs between different solutions.

These types of questions test not only your analytical thinking, but also your ability to make structured, strategic decisions that align with broader business objectives. In this course, you’ll focus on questions about measuring success and learn a practical framework — called GAME (Goals, Actions, Metrics, Evaluation) — to guide your thinking, along with supporting tools and examples that help you confidently handle execution and analytics interviews.

A common type of product execution interview question asks you to define what success looks like. These questions often sound like:

• "How would you determine if a new onboarding flow in a dating app is successful?"
• "What metrics would you use to evaluate the launch of a new feature in a messaging product?"

To answer questions like these effectively, it's essential to first understand what the product is trying to achieve. That’s where the GAME framework comes in. It stands for:

• Goals – What is the product or feature trying to accomplish?
• Actions – What user behaviors contribute to that goal?
• Metrics – What data points can you use to measure those behaviors?
• Evaluation – How will you assess whether the product is meeting its goal?

Throughout this lesson, you'll learn how to apply this framework to clearly define success and communicate your thinking with structure and clarity.

The first two steps of the GAME framework — Goals and Actions — are about establishing what matters and what drives it.

Start by defining a clear, measurable goal that aligns with business or user outcomes. For example, if you’re working on a productivity app and the goal is to improve collaboration, a strong product goal might be: “Increase usage of shared project boards by 20% in the next quarter.”

Next, think through the user actions that would help you achieve that goal. For collaboration, this might include creating shared boards, inviting team members, and commenting on shared tasks. Listing these actions helps ensure you’re focused on the behaviors that actually move the needle.

• Natalie: We need to increase the usage of our collaboration tools. What should we focus on?
• Ryan: Let’s start by defining our goal—maybe something like increasing shared board user engagement.
• Natalie: That sounds good. What are the key user actions that would support that?
• Ryan: Creating shared boards, inviting teammates, and assigning tasks seem like strong indicators of collaboration.

This conversation highlights how identifying a clear goal and connecting it to user behaviors allows product teams to prioritize features and measure progress more effectively.

Once you’ve outlined your goals and the actions that support them, it’s time to decide how you’ll measure progress — and how you’ll know if your solution is successful.

Start by translating key user actions into specific, measurable metrics. For example, if your prioritized action is “inviting teammates to a shared board,” useful metrics could include:

• Number of invitations sent per active user
• Conversion rate from invitation sent to teammate joined
• Time to the first shared task created

Strong metrics are not just relevant — they’re precise. Saying “number of shares” isn’t enough. Are you tracking shares per session, shares per user, or share-to-click ratio? Clarity helps ensure your analysis leads to actionable insights.

Finally, move to Evaluation. This means reviewing your chosen metrics in context. Are they actually capturing the success of the product? What are their trade-offs or blind spots? You might track deep engagement (like shares or comments) but miss shallow engagement (like browsing or likes). Good product managers highlight both what they're measuring and what might be missing.

In the upcoming role-play sessions, you'll have the opportunity to apply these concepts in realistic scenarios, enhancing your ability to tackle execution and analytics questions effectively.

You’re kicking off your NovaTech prep with one of the most common Product Execution question types: defining the success of a new product or feature. You’re already fairly confident with this format, but extra practice never hurts. You’ll start with independent exercises focused on the fictional company ArtQuest, then join a live mock interview with your friend Natalie, a current NovaTech PM who's been helping you prepare.