Management (315301)

Unit 2 Product, Operations and Project Management

CO2 - Apply appropriate techniques of product, operations and project

management

TLO 2.1 Identify the appropriate creativity technique for new product development.
TLO 2.2 Describe the new product development process for a product / service.
TLO 2.3 Comprehend the importance of various strategic steps Product Management.
TLO 2.4 Elaborate Agile product management.
TLO 2.5 Explain the significance of the Project Management.
TLO 2.6 Describe the various tools of project management.

2.1 Creativity and innovation management: Creativity and innovation management involves
systematically fostering, developing, and implementing new ideas within an organization or personal
projects. Several techniques can help generate creative solutions to problems.

Creativity techniques:
1. Brainstorming
a) A group technique where participants generate as many ideas as possible without criticism.
b) Encourages free thinking and diverse perspectives.
c) Variants: classical brainstorming, brain writing (silent idea generation), and electronic
brainstorming.
2. Checklist Method
a) Uses a structured list of questions or prompts to explore new ideas.
b) Example: SCAMPER technique (Substitute, Combine, Adapt, Modify, Put to another use,
Eliminate, Reverse).
c) Helps in refining or innovating existing products and processes
3. Reverse Brainstorming
a) Instead of generating solutions, participants first identify ways to worsen the problem.
b) Encourages unconventional thinking and reveals hidden aspects of the issue.
c) After listing negative ideas, participants reverse them into potential solutions.
4. Morphological Analysis
a) Breaks down a problem into key parameters and systematically explores all possible
combinations.
b) Example: If designing a new smartphone, factors like size, battery life, materials, and
interface are considered separately and recombined in novel ways.
c) Useful for complex problem-solving and product design.

Maharashtra State Board of Technical Education 24

Management (315301)

5. Six Thinking Hats (Edward de Bono)

Figure.2.1 Six Thinking Hats Courtesy: The McQuaig Group , 2008

A structured thinking process where individuals or teams consider different perspectives using six
metaphorical hats:
a) White Hat: Focuses on facts and data.
b) Red Hat: Considers emotions and intuitions.
c) Black Hat: Identifies risks and drawbacks.
d) Yellow Hat: Highlights benefits and positives.
e) Green Hat: Encourages creativity and alternative ideas.
f) Blue Hat: Manages the thinking process and ensures focus.
Helps in making well-rounded decisions and reducing conflicts. Each of these techniques can be
used alone or in combination to drive creativity and innovation in organizations, teams, or personal
projects.
2.2 New product development (NPD)
Stages of NPD
a) Idea Generation - This is where new ideas are born. Companies can use brainstorming
sessions, gather customer feedback, analyze competitors, and conduct research and
development (R&D).
b) Idea Screening - Here, ideas are evaluated for their feasibility (can we do it?), profitability
(will it make money?), and alignment with business goals.
c) Concept Development & Testing - In this stage, product concepts are developed and tested
with potential customers to see if they resonate.
d) Business Analysis - This involves estimating costs, potential revenue, pricing, and market
size.
e) Product Development & Prototyping - A prototype is created, and usability testing is
performed to refine the design.
f) Market Testing - A small-scale version of the product is launched to gather customer
feedback.

Maharashtra State Board of Technical Education 25

Management (315301)

g) Commercialization - This is the full-scale launch of the product, including production,

marketing, and distribution.
h) Continuous Improvement - After the product is launched, collecting customer feedback is
vital for ongoing refinement.
Example: Indian Snack Brand
consider an Indian snack brand that wants to launch a new healthy snack.

Figure.2.2 Launch Process of Snack

Idea Generation: The company brainstorms ideas for a new snack, gathers feedback from health-
conscious customers, and looks at competitors like Haldiram's and Bikaji.
a) Idea Screening: They evaluate the idea of a baked chickpea snack for feasibility and
profitability, ensuring it aligns with their goal of promoting healthy eating.
b) Concept Development & Testing: They create a prototype of the snack and test it with a
focus group of health enthusiasts.
c) Business Analysis: The team estimates production costs, potential pricing, and the target
market size for the new snack.

d) Product Development & Prototyping: They refine the snack's recipe and packaging based on
feedback from initial testers.
e) Market Testing: The company launches the snack in select stores to gather customer
reactions and make adjustments.
f) Commercialization: After successful testing, they roll out the snack nationwide, supported by
a marketing campaign.
g) Continuous Improvement: They continue to collect feedback and make improvements to the
snack based on customer preferences.

Maharashtra State Board of Technical Education 26

Management (315301)

Change Management - Change management is the structured approach to transitioning individuals,

teams, and organizations from a current state to a desired future state. It is critical for successful
innovation and adaptation.
Steps in Change Management
1. Identifying the Need for Change
a) Recognizing market shifts, internal inefficiencies, or technological advancements.
b) Using change models like PESTEL analysis (Political, Economic, Social, Technological,
Environmental, Legal).
2. Creating a Change Strategy
a) Defining clear objectives, key performance indicators (KPIs), and stakeholder involvement.
b) Developing a change vision.
3. Communication & Stakeholder Engagement
a) Transparent and consistent communication to build trust.
b) Involving employees early to reduce resistance.
4. Implementing the Change
a) Training programs, restructuring, and process updates.
b) Using change frameworks 8-Step Model or Change Model
(Unfreeze-Change-Refreeze).
5. Managing Resistance to Change
a) Identifying barriers (fear of job loss, uncertainty).
b) Strategies: employee involvement, incentives, leadership support.
6. Evaluating & Sustaining the Change
a) Monitoring impact, gathering feedback, and making necessary adjustments.
b) Embedding change into company culture.

2.3Product Management - Product Management is the process of guiding a product through its entire
lifecycle, from conception to market launch and beyond. It involves strategic planning, development,
marketing, and continuous improvement to ensure the product meets customer needs and business
goals.
A Product Manager (PM) acts as the bridge between customers, business stakeholders, engineering,

Strategic Steps for Sustainable Product Design:

a. Market Research & User-Centered Design
i) Identify needs: Understand what customers want and what challenges they face.
ii) Example: Saree.com conducted surveys to understand customer preferences for fabric
quality and design, ensuring they delivered exactly what customers were looking for.
b. Define Product Vision & Strategy
i) Clear product vision: Set goals that match business objectives and sustainability.
ii) Example: Tata Motors aims to produce electric vehicles (EVs) to reduce pollution, aligning
its product vision with sustainability goals.

Maharashtra State Board of Technical Education 27

Management (315301)

c. Sustainable Material Selection & Eco-Design

i) Eco-friendly materials: Choose recyclable or biodegradable materials.
ii) Example: Khadi India uses natural, handwoven fabrics made from sustainable cotton and
silk, reducing chemical waste and supporting rural artisans.
d. Lean & Agile Product Development
i) Agile methodology: Develop and improve products in small, manageable stages.
ii) Example: Zoho continuously updates its software based on user feedback, ensuring that
features remain relevant and efficient.
e. Circular Economy & End-of-Life Management
i) Reuse & recycling: Design products that can be reused or easily recycled.
ii) Example: Paper Boat encourages customers to return used pouches for recycling, reducing
waste.
f. Ethical Sourcing & Supply Chain Sustainability
i) Fair trade suppliers: Work with suppliers who follow ethical and sustainable practices.
ii) Example: Amul sources milk from local farmers, ensuring fair wages and reducing
transportation emissions by sourcing locally.
g. Regulatory Compliance & Certifications
i) Eco certifications: Follow environmental regulations and get recognized
certifications.
ii) Example: Maruti Suzuki follows ISO 14001 standards for environmental
management and strives to meet fuel-efficiency norms.
h. Branding & Customer Engagement in Sustainability
i) Transparency: Communicate sustainability efforts clearly to customers.
ii) Example: Bangalore-based Nudge Foundation uses eco-friendly packaging and actively
educates consumers on the benefits of sustainability.
i. Continuous Improvement & Innovation
i) Feedback & innovation: Regularly gather customer feedback and innovate for sustainability.
ii) Example: ReNew Power, renewable energy company, constantly
innovates in solar technology to improve efficiency and reduce costs.

2.4 Agile product management- Agile Product Management is an iterative and flexible approach to
managing products, emphasizing continuous improvement, customer feedback, and cross-functional
collaboration. Unlike traditional product management (which follows a rigid, linear process), Agile
embraces adaptability, speed, and incremental value delivery to ensure that products evolve
according to real user needs. Agile is widely used in software development, startups, and tech-driven
industries, but its principles can apply to any product development process.
Benefits of Agile Product Management
a) Faster Time-to-Market Agile delivers small, usable product increments quickly.
b) Customer-Centric Approach Frequent user feedback ensures the product meets real needs.
c) Greater Flexibility & Adaptability Teams can pivot or adjust plans based on new insights.

Maharashtra State Board of Technical Education 28

Management (315301)

d) Improved Collaboration Cross-functional teams work closely, improving efficiency.

e) Risk Reduction Continuous testing and iterations catch issues early.
f) Higher Product Quality Regular improvements ensure fewer bugs and a polished
final product.
Principles (Based on Agile Manifesto) - The Agile Manifesto (2001) outlines 4 core values and 12
principles that guide Agile methodologies.
The 4 Core Values of Agile
1. Individuals and interactions over processes and tools.
2. Working software (or product) over comprehensive documentation.
3. Customer collaboration over contract negotiation.
4. Responding to change over following a plan.
The 12 Agile Principles
1. Customer satisfaction through early and continuous delivery of valuable products.
2. Welcome changing requirements, even late in development.
3. Deliver working solutions frequently (weeks rather than months).
4. Close collaboration between business and development teams.
5. Motivated teams with the right support and trust.
6. Face-to-face conversation is the most effective way to communicate.
7. A working product is the primary measure of progress.
8. Sustainable development, maintaining a constant pace indefinitely.
9. Continuous focus on technical excellence and good design.
10. Simplicity maximizing the amount of work not done.
11. Self-organizing teams make the best decisions.
12. Regular reflection and adjustments for continuous improvement.
Popular Agile Frameworks Used in Product Management
a) Scrum Iterative development with sprints, daily stand-ups, and reviews.
b) Kanban Visual workflow management for continuous delivery.
c) Lean Agile Focuses on eliminating waste and maximizing customer value.
d) SAFe (Scaled Agile Framework) Used in large enterprises for Agile at scale.
2.5 Project Management - Project management is the process of planning, organizing, and overseeing
the execution of a project to achieve specific goals within a set timeline and budget. It involves
coordinating resources, managing risks, and ensuring that tasks are completed efficiently and
effectively to meet the project's objectives.
Importance of Project Management
Project management is essential for ensuring that projects are completed on time, within scope, and
on budget, while meeting business objectives.
It helps in organization to:
a) Improve efficiency Clear planning, coordination, and resource allocation reduce wasted time
and effort.
b) Control costs & risks Risk assessment and proactive management prevent costly mistakes.

Maharashtra State Board of Technical Education 29

Management (315301)

c) Enhance team collaboration Roles and responsibilities are well-defined, improving

teamwork.
d) Ensure quality delivery Continuous monitoring ensures project outputs meet standards.
e) Adapt to change Agile methodologies allow teams to pivot based on feedback or market
shifts.
Areas within Project Management
Project management covers multiple areas, as defined by PMBOK (Project Management Body of
Knowledge):
1. Scope Management
a) Defining project goals, deliverables, and tasks.
b) Preventing scope creep (uncontrolled project expansion).
2. Time Management
a) Creating schedules, deadlines, and milestones.
b) Using tools like Gantt charts and Critical Path Method (CPM).
3. Cost Management
a) Budgeting and controlling expenses to avoid overruns.
b) Includes cost estimation and financial tracking.
4. Quality Management
a) Ensuring that project outputs meet predefined standards.
b) Using tools like Six Sigma and Total Quality Management (TQM).
5. Risk Management
a) Identifying, analyzing, and mitigating potential risks.
b) Developing contingency plans.
6. Human Resource Management
a) Assigning roles, responsibilities, and optimizing team performance.
b) Leadership and stakeholder engagement.
7. Communication Management
a) Effective communication plans for stakeholders.
b) Use of project management tools like Slack, Trello, or Jira.
8. Procurement Management
a) Handling contracts and vendor management.
b) Ensuring materials, services, and external support meet requirements.
9. Stakeholder Management
a) Managing relationships with clients, sponsors, and team members.
b) Addressing concerns and expectations.

The 4 Ps of Project Management

A successful project balances People, Process, Product, and Project:
1. People The team, leadership, stakeholders, and communication strategies
2. Process The frameworks and methodologies used (Agile, Waterfall, etc.).

Maharashtra State Board of Technical Education 30

Management (315301)

3. Product The deliverables and outcomes of the project.

4. Project The overall execution plan, including goals, risks, and resources.
Phases of Project Management (Project Life Cycle)

Figure 2..3 Project Life Cycle

Every project follows a structured 5-phase lifecycle:
1. Initiation
i. Defining project objectives, feasibility, and scope.
ii. Conducting stakeholder analysis and securing approval.
2. Planning
i. Developing detailed project plans, schedules, and budgets.
ii. Risk assessment and resource allocation.
3. Execution
i. Carrying out project activities and deliverables.
ii. Managing teams, communication, and stakeholder expectations.
4. Monitoring & Controlling
i. Tracking progress using KPIs and adjusting plans as needed.
ii. Risk mitigation and quality assurance.
5. Closure
i. Finalizing deliverables and ensuring stakeholder satisfaction.
ii. Conducting post-project evaluation and documentation.
2.6 Tools of Project Management: Project managers use various tools to plan, schedule, monitor, and
control projects efficiently. Some of the most widely used tools include PERT, CPM, Gantt Charts,
and budgeting techniques.
1. PERT (Program Evaluation and Review Technique) -A statistical tool used for project
scheduling and time estimation. Helps in identifying the minimum time required to complete a
project. Best for complex projects with uncertain activity durations.
a) Uses a network diagram with nodes (tasks) and arrows (dependencies).
b) Focuses on three-time estimates: Optimistic time (O) Best-case scenario. Pessimistic time (P)
Worst-case scenario. Most likely time (M) Expected duration.
c) Uses the Expected Time (TE) formula:
TE=(O+4M+P)/6
d) Helps in identifying the Critical Path for efficient scheduling.
e) CPM (Critical Path Method) -A deterministic method used for project scheduling. Focuses on
identifying the longest sequence of dependent tasks (Critical Path). Used for projects with
predictable task durations (e.g., construction, manufacturing)Defines the earliest and latest start
and finish times for each task.

Maharashtra State Board of Technical Education 31

Management (315301)

f) Helps in resource allocation and identifying slack time (time a task can be delayed without
affecting project completion).
g) Used for projects with well-defined activities and dependencies.
PERT vs. CPM
Feature PERT CPM
Type of Project Uncertain, research-based Predictable, repetitive
Time Estimation Probabilistic (Optimistic, Most Deterministic (Fixed Time)
Likely, Pessimistic)
Focus Time Management & Uncertainty Task Dependency & Efficiency
Use Case R&D, IT, Innovation Construction, Manufacturing
Table 2.1

2. Gantt Chart - A visual representation of a project schedule. Displays tasks, their durations,
dependencies, and deadlines.
a) Uses bars to represent task durations over a timeline.
b) Shows dependencies between tasks (finish-to-start, start-to-start, etc.).
c) Helps in tracking progress and making adjustments.
Advantages
a) Easy to understand and communicate progress.
b) Helps in resource planning and avoiding bottlenecks.
c) Works well with Agile and Waterfall methodologies.
Example of a Gantt Chart:
Task Start Date End Date Durati Dependenci
on es
Research March 1 March 10 10 days None
Design March 11 March 20 10 days Research
Development March 21 April 10 20 days Design
Testing April 11 April 20 10 days Development
Deployment April 21 April 25 5 days Testing
Table 2.2
Estimation & Budgeting in Project Management - Accurate cost estimation and budgeting are
crucial to ensuring a project remains financially viable.
Estimation Techniques
a. Top-Down Estimation Based on past projects or expert judgment.
b. Bottom-Up Estimation Each task is estimated separately and aggregated.
c. Parametric Estimation Uses historical data and mathematical models.
d. Three-Point Estimation Uses Optimistic, Pessimistic, and Most Likely estimates.

Maharashtra State Board of Technical Education 32

Management (315301)

Budgeting Components
i. Direct Costs Labor, materials, equipment, subcontractors
ii. Indirect Costs Utilities, admin expenses, rent.
iii. Contingency Reserve Extra funds for unexpected risks.
It comprises of specialists from different functional areas of the parent organization. If needed
experts are hired from outside also.
a) The team of specialists work simultaneously to achieve the goals of the project.
b) After the project is completed the team is dissolved. So it is a temporary in nature.

Advantages:
1. It does not interfere with the functioning of the existing organization.
2. Decision making is quick.
3. It allows maximum usage of specialist knowledge.
4. It provides the maximum attention that a project needs.

Disadvantages:
1. The members are recruited for a short period so it creates a feeling of insecurity and uncertainty.
2. There may be conflicts among specialists.
3. The project manager may not have complete authority over team members.
4. Sometimes decision may be difficult due to pressures from different specialists.

Applications:
In IT companies like L&T, Infosys, TCS, Wipro, etc where business is mainly project based.

Maharashtra State Board of Technical Education 33

Management (315301)

Sample Multiple Choice Questions:

1................is primary goal of brainstorming.
a) To find a single best solution
b) To generate a large number of ideas without judgment
c) To analyze existing ideas systematically
d) To criticize and refine ideas immediately
Answer: b) To generate a large number of ideas without judgment
2.................. is NOT a rule of traditional brainstorming.
a) Encourage wild ideas
b) Defer judgment
c) Critique ideas immediately
d) Aim for quantity over quality
Answer: c) Critique ideas immediately
3. The checklist technique is primarily used
a) Generate random ideas
b) Evaluate ideas systematically using a predefined list of questions
c) Reverse an existing idea for better innovation
d) Reduce the number of ideas generated in brainstorming
Answer: b) Evaluate ideas systematically using a predefined list of questions
4....................is true about reverse brainstorming.
a) It is used to generate only positive ideas
b) It focuses on identifying ways to solve a problem
c) It involves identifying ways to create problems rather than solving them
d) It limits the number of participants in idea generation
Answer: c) It involves identifying ways to create problems rather than solving them
5. Morphological analysis is best suited for problems
a) Have only one correct solution
b) Can be broken down into independent parameters
c) Do not require creative input
d) Are solved best using a checklist
Answer: b) Can be broken down into independent parameters
6. In the Six Thinking Hats technique, the Green Hat
a) Creativity and new ideas
b) Emotional perspective
c) Critical judgment
d) Facts and data
Answer: a) Creativity and new ideas
7...................... is the role of the Black Hat in the Six Thinking Hats method.
a) To generate new ideas
b) To look at the problem with optimism

Maharashtra State Board of Technical Education 34

Management (315301)

c) To identify risks, weaknesses, and potential problems

d) To encourage emotional viewpoints
Answer: c) To identify risks, weaknesses, and potential problems
8........................creativity technique involves systematically varying parameters of a
problem to explore new solutions.
a) Brainstorming
b) Morphological analysis
c) Checklist method
d) Reverse brainstorming
Answer: b) Morphological analysis
9. In the Six Thinking Hats method, the Red Hat is associated
a) Logic and facts
b) Caution and risk assessment
c) Emotions and intuition
d) Creativity and innovation
Answer: C) Emotions and intuition
10...............is main advantage of using the checklist technique in creativity.
a) It limits the number of ideas for better focus
b) It encourages rapid and random idea generation
c) It provides a structured way to refine and expand ideas
d) It prevents mistakes by following strict rules
Answer: c) It provides a structured way to refine and expand ideas
11............is the first stage in the New Product Development (NPD) process.
a) Market Testing
b) Idea Generation
c) Product Development
d) Commercialization
Answer: B) Idea Generation
12..............is NOT a source of idea generation for new products.
a) Customers b) Competitors
c) Government Regulations d) Employee Layoffs
Answer: D) Employee Layoffs
13............is the primary goal of concept testing in NPD.
a) To test the final product in the market
b) To gather feedback on the product idea from potential customers
c) To create a prototype for testing
d) To analyze production costs
Answer: B) To gather feedback on the product idea from potential customers
14..............stage in the NPD process involves developing a working prototype.
a) Idea Screening

Maharashtra State Board of Technical Education 35

Management (315301)

b) Concept Development
c) Business Analysis
d) Product Development
Answer: D) Product Development
15. The final stage of the NPD process
A) Commercialization
B) Product Testing
C) Business Analysis
D) Idea Screening
Answer: A) Commercialization
16. A company uses a controlled launch in a limited market to evaluate product performance before
full-scale introduction. Th
a) Market Penetration
b) Test Marketing
c) Product Development
d) Idea Screening
Answer: B) Test Marketing
17................... is a risk associated with new product development.
a) High development costs
b) Market acceptance uncertainty
c) Competitive imitation
d) All of the above
Answer: D) All of the above
18. ---------- is the primary goal of change management in an organization?
a. To eliminate the need for change
b. To manage and implement change smoothly and effectively
c. To resist and slow down changes in the company
d. To reduce employee involvement in change initiatives
Answer: B) To manage and implement change smoothly and effectively
19.................. of the following is NOT a stage in Kurt Change Management
Model.
a) Unfreezing c) Changing
b) Freezing d) Refreezing
Answer: B) Freezing
20. According to 8-Step Change Model, the first step in implementing
change is
a) Develop a vision for change c) Establish a sense of urgency
b)Communicate the change vision d) Empower employees for broad-based action
Answer: C) Establish a sense of urgency

Maharashtra State Board of Technical Education 36

Management (315301)

21. Resistance to change in organizations can be caused

a) Fear of the unknown
b) Lack of trust in leadership
c) Poor communication
d) All of the above
Answer: D) All of the above
22. In the ADKAR Model of Change, "D" stand
a) Development c) Decision
b) Desire d) Direction
Answer: B) Desire
23 ......................... is a strategy to overcome resistance to change.
a) Avoiding employee feedback
b) Communicating the benefits of change clearly
c) Implementing changes without informing employees
d) Forcing employees to accept change
Answer: B) Communicating the benefits of change clearly
24 ................... best defines Organizational Change.
a) A minor shift in daily operations
b)The process of modifying structures, strategies, and procedures within an organization
c) A temporary adjustment that does not impact business goals
d) A method to avoid market competition
Answer: B) The process of modifying structures, strategies, and procedures within an organization
25. Change agents in an organization are responsible
a) Preventing change from happening
b) Supporting and leading the change process
c) Resisting management decisions
d) Only informing employees about change without involvement
Answer: B) Supporting and leading the change process
26................... is the primary role of product management.
a) Managing employees in production units
b) Overseeing the development, launch, and success of a product
c) Handling only the marketing of a product
d) Ensuring that products are produced at the lowest cost
Answer: B) Overseeing the development, launch, and success of a product
27.....................is best describes product management.
a) A process focused only on product design
b) A multidisciplinary function that involves strategy, development, and marketing
c) A department responsible for supply chain management
d) A function that works only with sales teams
Answer: B) A multidisciplinary function that involves strategy, development, and marketing

Maharashtra State Board of Technical Education 37

Management (315301)

28................... is primarily responsible for defining the vision and strategy of a

product.
a) Product Manager b) Production Supervisor
b) Sales Executive d) Finance Manager
Answer: A) Product Manager
29........................is NOT a key responsibility of a product manager?
a) Defining product vision b) Conducting market research
c) Setting financial policies d) Coordinating with development teams
Answer: C) Setting financial policies
30. A product lifecycle includes........................ stages.
a) Introduction, Growth, Maturity, Decline
b) Planning, Execution, Profit, Loss
c) Research, Development, Selling, Disposal
d) Creation, Testing, Selling, Discontinuation
Answer: A) Introduction, Growth, Maturity, Decline
31. Sustainable product design primarily aims
a) Reduce environmental impact while ensuring profitability
b) Maximize short-term profits
c) Use only expensive eco-friendly materials
d) Increase production speed regardless of consequences
Answer: A) Reduce environmental impact while ensuring profitability
32.............................. is a key factor in designing a sustainable product.
a) Durability and recyclability c) Short-term cost savings
b) Increasing packaging waste d) Focusing only on aesthetics
Answer: A) Durability and recyclability
33. In sustainable design, the term -to- refers
a) A design approach that ensures products are fully recyclable or reusable
b) A method for reducing production costs
c) A sales strategy for increasing profits
d) A process for handling product failures
Answer: A) A design approach that ensures products are fully recyclable or reusable
34............................... is NOT a strategic step in sustainable product design.
a) Using renewable materials
b) Minimizing energy consumption
c) Increasing planned obsolescence
d) Implementing eco-friendly manufacturing processes
Answer: C) Increasing planned obsolescence
35. The concept of a Circular Economy in product management focuses
a) Reducing, reusing, and recycling materials c) Increasing product disposal rates
b) Creating products that cannot be repaired d)Selling products only in limited markets

Maharashtra State Board of Technical Education 38

Management (315301)

Answer: A) Reducing, reusing, and recycling materials

36. Life Cycle Assessment (LCA) is important in sustainable product design

a) It helps analyze the environmental impact of a product from production to disposal

b) It focuses only on marketing strategies
c) It ensures the product is designed at the lowest cost possible
d) It is used only for government regulations
Answer: A) It helps analyze the environmental impact of a product from production to disposal
37 ........................ best describes Eco-Design in product management.
a. A design process that integrates environmental considerations into every stage of a
lifecycle
b. A method to reduce product quality for cost savings
c. A short-term strategy to improve sales
d. A focus on using only natural colors in product packaging
Answer: A) A design process that integrates environmental considerations into every
stage of a lifecycle
38 ............... is an example of an eco-friendly packaging approach.
a) Using single-use plastic for cost reduction
b)Designing packaging that is biodegradable and reusable
c) Increasing package size to make products look bigger
d) Adding extra layers of plastic wrapping for branding
Answer: B) Designing packaging that is biodegradable and reusable
39 .................. is the purpose of conducting market research in sustainable product
management.
a) To understand consumer preferences and sustainability expectations
b)To determine the cheapest way to produce a product
c) To focus only on product pricing strategies
d) To reduce investment in research and development
Answer: A) To understand consumer preferences and sustainability expectations
40 .................. best describes Extended Producer Responsibility (EPR).
a) Manufacturers are responsible for the entire lifecycle of their products, including disposal and
recycling
b)Consumers are solely responsible for recycling their purchases
c) Companies are not required to consider the environmental impact of their products
d) EPR is a voluntary program with no legal implications
Answer: A) Manufacturers are responsible for the entire lifecycle of their products, including
disposal and recycling

Maharashtra State Board of Technical Education 39