Metric Selection & Product Instrumentation Questions

Techniques for turning vague business questions into measurable, actionable product metrics. Includes identifying leading vs. lagging indicators, upstream vs. downstream metrics, aligning metrics with company strategy, balancing multiple stakeholders (user satisfaction, business growth, content value), and recognizing when metrics can be misleading or require multiple signals to capture impact.

EasyTechnical

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You have three stakeholders: growth (wants DAU increase), finance (wants ARPU increase), and product (wants NPS improvement). Propose a concise metric hierarchy (primary, secondary, guardrail) for evaluating a new feature that changes recommendation ordering. Explain your reasoning for ordering and any trade-offs.

EasyTechnical

0 practiced

List five common pitfalls when choosing product metrics that can lead to misleading conclusions. For each pitfall, give a brief example and one practical mitigation strategy.

EasyTechnical

0 practiced

A/B test designers often pick 'click-through-rate' as a metric for content changes. Propose two alternative metrics that may better capture long-term content value and explain the instrumentation required to support them.

MediumTechnical

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When is it appropriate to create a composite metric versus tracking multiple independent metrics? Provide a decision framework and an example where a composite metric improved decision-making and an example where it masked important signals.

HardTechnical

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You are asked to build a small model that predicts whether a daily-active user will become a long-term retained user. Describe the metric selection process for features (which product metrics you would include and why), how you would instrument them, and how you'd evaluate model utility beyond AUC.

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