idcee 2014: crafting products: from idea to a minimal viable product - aleksandr gribenko (vp...

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Crafting products: from idea to MVP (minimal viable product) Where should you start from? So many features? What is really important in your product? Inspired by “Product Craftsman Kit” from scrumguides.com.ua

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Crafting products: from idea to MVP

(minimal viable product)

Where should you start from? So many features?

What is really important in your product?Inspired by “Product Craftsman Kit” from scrumguides.com.ua

Alexandr GribenkoChief Product Owner LIGA, 35

50 developers.Products Desktop, Online, Mobile

Chief of Operations Development, Content, IT

CV1st startup in 1998

CTO & owner @ Outsourcing, Telecom, IT, Broadcast & MediaListening @ startup conferences for four years

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1.ELEVATOR PITCH2.THE PROBLEM The bigger plan - the better

3.YOUR SOLUTION how solution makes customers happier and makes it better or different from everyone else

Demo your product

4.MARKET SIZE the bigger - the better5.BUSINESS MODEL 1-3 revenue sources (dealers, online, affiliates)

6.PROPRIETARY TECH patents experience market lead7.COMPETITION 2x2 matrix (reliable – unreliable fast-slow) how you are better or different at least

8.MARKETING PLAN what's your channels cost, volume, conversion9.TEAM / HIRES geeks/entrepreneurs/sales

10.MONEY / MILESTONES Customers Testimonials rockHow much you ask for?

How much have you raised?How will you spend your money?

SHAPE AND PRESENT YOUR IDEAST

ARTU

PS10

Slid

es V

C pr

esen

tatio

n (D

ave

McC

lure

)

ligazakon.ua – law analysis solutions for you business

SHAPE AND PRESENT YOUR IDEA

1. VALUE PROPOSITION Exactly what problem will this solve?2. TARGET MARKET For whom do we solve that problem?

3. MARKET SIZE How big is the opportunity?4. COMPETITIVE LANDSCAPE What alternatives are out there?

5. OUR DIFFERENTIATOR Why are we best suited to pursue this?6. MARKET WINDOW Why now?

7. GO-TO-MARKET STRATEGY How will we get this product to market?8. METRICS/REVENUE STRATEGY How will we measure success/make money from this

product?9. SOLUTION REQUIREMENTS What factors are critical to success?10. GO OR NO-GO Given the above, what’s the recommendation?

http://www.svpg.com/assessing-product-opportunities/

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COM

PAN

IES

Mar

ty C

agan

Opp

ortu

nity

Ass

essm

ent

LEAN

CAN

VAS

SHAPE YOUR PRODUCT IDEA

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SHAPE YOUR PRODUCT IDEA

ligazakon.ua – law analysis solutions for you business

RISK

MAT

RIX

Hig

h

Low impactLow likelihood

High impactHigh likelihood

High impactLow likelihood

Prob

abili

ty

Consequence

Low

Low impactHigh likelihood

Low High

AVOIDRETAIN

RETAIN TRANSFER

REDUCE

R-W-W Screening tool - Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and Reward in an Innovation Portfolio Source – HBR.org

THINK ABOUT YOUR USERSA persona is a fictional character that represents a subset of the market we want to address

Personas should help us develop sympathy for our users and customers.RELEVANT, SPECIFIC, BELIEVABLE

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USE

R PE

RSO

NAS

identify the BEHAVIORAL variables and link them to goals and motivationsRESEARCH -> identify roles, arrange an interview, do some surveys

MODELING -> get conclusions, identify behaviors, goals, personalities.IMPLEMENT -> design scenarios, attach Persona’s goals with the business’s goals.

NO TIME?

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THINK ABOUT YOUR USERSBE

HAV

IORA

L PA

TTER

NS

Bryan EisenbergGoal Oriented

RESEARCH - GET OUT OF THE BUILDING (Customer Development)

1. WHATEVER AMOUNT PEOPLE SAY THEY WILL PAY FOR IT IS WRONG.

2. “I WOULDN’T PERSONALLY USE IT, BUT OTHER PEOPLE WOULD” - NO ONE WILL USE IT.

3. ANSWER TO ANY QUESTION THAT STARTS WITH “DO YOU WANT?” OR “ARE YOU CONCERNED?” WILL ALWAYS BE “YES”.

4. IF SOMEONE SAYS “MAYBE IT’S JUST ME, BUT…” – IT’S NOT. ESPECIALLY IF YOUR PRODUCT BEING HARD TO USE

5. IF YOU WANT TO CHARGE MONEY FOR YOUR PRODUCT, DON’T TALK TO PEOPLE WHO TRY TO GET EVERYTHING FOR FREE.

6. WHAT FEATURES YOUR CUSTOMERS ASK FOR IS NEVER AS INTERESTING AS WHY THEY WANT THEM.

7. ANYONE WILL DO ALMOST ANYTHING FOR YOU IF: THE REQUEST IS SHORT, YOU ARE ENTHUSIASTIC, THEY DON’T HAVE TO MAKE ANY DECISIONS THAT REQUIRE MORE THAN 1 MINUTE OF THOUGHT.

8. THE TWO DRIVING FORCES OF PURCHASE AND USAGE ARE: APATHY AND THE DESIRE TO AVOID LOOKING/FEELING STUPID.

9. YOU CAN’T BUILD A GOOD PRODUCT IF YOU DON’T LIKE THE PEOPLE WHO’LL BE USING IT. DON’T BE LIKE THEM

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MAK

ING

CU

STO

MER

INTE

RVIE

WS

RIG

HT.

People trying to be polite is your worst enemy. NO!

To get useful information, you need honesty, not politeness.

Presenter
Presentation Notes
MAKING CUSTOMER INTERVIEWS RIGHT. ��WHATEVER AMOUNT PEOPLE SAY THEY WILL PAY FOR IT IS WRONG.�Don’t bother asking how much people would pay for it. Ask the customer about something else they already use that provides a similar amount of value, instead. Measure the amount they spend. “I WOULDN’T PERSONALLY USE IT, BUT OTHER PEOPLE WOULD” - NO ONE WILL USE IT.�“I’m curious, what other people might use this?”. If person has an immediate suggestion, ask her for an intro to that person. If not, that’s a mark in the “invalidated hypothesis” column. ANSWER TO ANY QUESTION THAT STARTS WITH “DO YOU WANT?” OR “ARE YOU CONCERNED?”�WILL ALWAYS BE “YES”.�Don’t make “wanting” free! Ask people to rank potential solutions, or ask what they would sacrifice IF SOMEONE SAYS “MAYBE IT’S JUST ME, BUT…” – IT’S NOT. ESPECIALLY IF IT PERTAINS TO YOUR PRODUCT BEING HARD TO USE OR YOUR MARKETING BEING UNCLEAR.�This is an indicator that the person is trying to be polite.  No! To get useful information, you need honesty, not politeness. Give the person ‘permission’ to tell you just how awful your product is by saying “other people have also said…” IF YOU WANT TO CHARGE MONEY FOR YOUR PRODUCT, DON’T TALK TO PEOPLE WHO TRY TO GET EVERYTHING FOR FREE.�Screen them out of your customer development process. Asking “how much money do you spend per month on X category of solutions?” is a useful way to find the people who’d check the “I don’t spend money on X” option. WHAT FEATURES YOUR CUSTOMERS ASK FOR IS NEVER AS INTERESTING AS WHY THEY WANT THEM.�Direct them away from talking about the solution and back to describing the problem.  Listen, pause, and then ask what it would allow them to do if they had it today. Ask what they’re currently doing as a substitute. ALMOST ANYONE WILL DO ALMOST ANYTHING FOR YOU AS LONG AS: THE REQUEST IS SHORT, YOU ARE ENTHUSIASTIC, THEY DON’T HAVE TO MAKE ANY DECISIONS THAT REQUIRE MORE THAN 1 MINUTE OF THOUGHT. �Invest time in making your emails as short and clear as possible. Test them out on a friend. Preview them on mobile devices. Iterate.  It might take me an hour or more to craft a three sentence email – but it will get a great response rate. THE TWO DRIVING FORCES OF PURCHASE AND USAGE BEHAVIOR ARE APATHY AND THE DESIRE TO AVOID LOOKING/FEELING STUPID.�Tweak your wording. Don’t ask “do you have X problem?”, ask “how does X problem affect you?” Refer to (anonymous) other people who share X problem. Subtle wording changes put people at ease. YOU CAN’T BUILD A GOOD PRODUCT IF YOU DON’T GENUINELY LIKE THE PEOPLE WHO’LL BE USING IT. YOU DON’T HAVE TO BE LIKE THEM, BUT YOU HAVE TO LIKE THEM.�If you find yourself condescending to your potential customer or thinking they are dumb, find a new target market or a new problem to solve.  Your disrespect will come through in your interviews, your product, and/or your marketing. WHENEVER YOU START THINKING “THIS IS A LOT MORE COMPLICATED THAN I ORIGINALLY THOUGHT”, IT’S TOO DAMN COMPLICATED.�STOP and find a sounding board. Your solution ideas are either wrong, or you’re overthinking things. An external brain will see the problems much faster than you will.

CREATE VALUEKA

NO

MO

DEL

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SET & REACH YOUR GOALSM

ETRI

CS &

IMPA

CT M

APPI

NG

ACTORS (WHO)Who can produce the desired effect? Who can obstruct it? Who are the consumers or users of our product? Who will be impacted by it?

IMPACT (HOW)How should our actors' behavior change? How can

they help us to achieve the goal? How can they obstruct or prevent us from succeeding?

DELIVERABLES (WHAT)What can we do, as an organization or a

delivery team, to support the required impacts?

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METRICS

Percent is better than amountsShow numbers in dynamicsIn a day, month, hour…Clear Objectiveper user, per player

GOAL(measurable)Why are we doing this?

OUTLINE YOUR MVP

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USER STORYdescription of a desired

Characteristic from a user’s perspectivea planning and scheduling token

3 BASIC WAYS TO CREATE A STORY MAP

1. User interview2. Task brainstorming. Organize

cards into a story map.3. Extract stories from a narrative.

Write rich user scenarios. Extract user tasks from these and organize them into a story

map

USE

R ST

ORY

MAP

PIN

G

http://www.agileproductdesign.com/downloads/user_story_mapping_quickref_comic.pdf

STORY is TASK CENTRICA user story that describe

a task a user would like to perform.Use the task name as the story name.

As a [type of user] I want to [perform some task]

so that I can [get some benefit]

OUTLINE YOUR MVP

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STO

RY M

AP

High level featuresOrdered from user perspective

Marked with skills needed to buildActual actions performed

Forming workflowsPrioritizing by business value

STUFF TO DO WHEN WALKING A STORY MAP

• Arrange them left to right in an order that makes sense

• Cluster items that seem similar

• add stories• split stories

• combine stories• Eliminate duplicates

• rewrite stories• reorganize stories to reflect

new understanding• roughly prioritize top to

bottom based user necessity

• annotate stories with information as you see fit

OUTLINE YOUR MVP“INVEST” MODEL

Independent, Negotiable, Valuable, Testable, Estimateable, SMALL1.WORKFLOW

website post, review, approve2.BUSINESS RULES

Finding ticket: by dates, on weekend, days from now3.ON EFFORT

Pay by: VISA, Matercard, AMEX – choose one or all of them4.COMPLEXABILITY

Buying ticket: flight time, closest airports, flexible dates5.DATA VARIANTS

language for posting: Russian, English, Ukrainian6.ON DATA INPUT

date by numbers, date using calendar7.ON PERFORMANCE

Fast/slow query processing8.OPERATIONS

Login, edit profile, delete profile

ligazakon.ua – law analysis solutions for you business

USE

R ST

ORI

ES -

BREA

KIN

G U

P

GO AGILE – WORK WITH TEAMZE

RO S

PRIN

T

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SHARE VISION WITH YOUR TEAMSync product vision – “tell me why”Get to the same languageEstablish Long term goalsShared understanding of businessA common training for a team

WORKING AGREEMENTSDefinition of DoneDefinition of ReadyWorkInProgress (WIP) limitsWorking scheduleAnything else?

SYNCHRONIZE THE PRODUCT VISION BETWEEN THE STAKEHOLDERS (business canvas)why do we need this product?•what problem does it solve?•who are the users - what are their problems?•what this product can do you can't do with other tools?•if you automatize something existing- how better the life would be with this product?•The goal is to get to a point, where team get a first hands on the product vision•Business model canvas as a tool

FROM PLANS, MAPS AND STORIES TO BACKLOGStory map becomes first backlog draftAdd weight for each story(use fibonacci numbers as indicative weight)Split user stories if too bigEstablish DoD (definition of done)Acceptance criteria

• unit tests• introduction• testing

Set PrioritiesFORMULATE SPRINT 1 FROM STORIES