Lean Startup for Agile Product Management Workshop

Agile Product ManagementTel Aviv, January 2014

Disclaimer: ‘VANITY SLIDES’

Angel Medinilla

You killed my father, prepare to die

angel.medinilla@proyectalis.comwww.proyectalis.com/en/AngelMedinilla(Slides, Videos, Newsletter, Books, Blog, LinkedIn, Sketchnotes, Twitter...)

Twitter: @angel_m (would love some instant feedback!)

My pleasure!

Free Shoulder Pain Check...

Who do we have here today?

Your goals for this seminar? (3 min)

Intro...

THE framework!

THE framework?

Black holes in Agility

The Visionary Myth

The Hacker Myth

Wrong products!

Very wrong products!

Very, very wrong products!

Very, very, very wrong products!

“Double the Sh*t, Double fast”

Agile Development vs Agility

Lean Startup = CustDev + Agile

- C-P-S (Cliente-Problema-Solución)

- Validación hipótesis cliente / problema - User Personas

Criterio de éxito: - ¿Sabes quiénes son tus usuarios y clientes? - ¿Cuáles son los principales problemas de tus clientes? - ¿Cuánto pagarían por resolverlos? - ¿Tienes una solución? ¿Los clientes están de acuerdo?

Success Criteria: - Do you know who your customers are?- What’s their main problem?- Do you have a solution? Customer agree?- Would your customers use your product?- Killer question: if you gave your product for free, would your clients use it right now?

PM fit

Criterio de éxito: - Modelo de negocio testado - Hipótesis financieras válidas - Canales de venta testados - Primeros pedidos - Killer question: si entregases tu producto grátis, ¿lo instalarían y usarían tus clientes ahora mismo?

Success Criteria: - Validated business model- Validated financial assumptions- Tested sales channels- First orders / customers

1) Product Vision2) Business Model3) C-P-S Statement; User Personas4) Validating Assumptions: MVP - MVE5) Defining Products6) Product Development7) Metrics and Analytics

Workshop Structure

1) Product Vision2) Business Model3) C-P-S Statement; User Personas4) Validating Assumptions: MVP - MVE5) Defining Products6) Product Development7) Metrics and Analytics

Vote (1 min)

1) The Vision

It all starts with a vision...

Memorable visions...As#a#company,#and#as#individuals,#we#value#integrity,#honesty,#openness,#personal#excellence,#constructive#self9criticism,#continual#self9improvement,#and#mutual#respect.#We#are#committed#to#our#customers#and#partners#and#have#a#passion#for#technology.#We#take#on#big#challenges,#and#pride#ourselves#on#seeing#them#through.#We#hold#ourselves#accountable#to#our#customers,#shareholders,#partners,#and#employees#by#honoring#our#commitments,#providing#results,#and#striving#for#the#highest#quality.#

Verb, Target, Outcome..

“Organize world's information, make it universally accessible” “Find and discover anything you might want to buy online”

“ (Be) Worldwide Authority on Kids, Families and Fun” “Be #1 car company in America & one of the great American

brands” “(Find) my iPhone”

“File too big for email” “Put a Man on the moon and back alive before 1970”

“Run your own hospital online”

Estructura básica:!

Verb, target, outcome!

“Creemos que un determinado porcentaje de Internautas querran comprar productos on-line para ahorrar tiempo y conseguir más variedad y mejores ofertas”!

“Creemos que un determinado porcentaje de nuestros usarios querran comprar con un solo click para ahorrar tiempo y hacer más fácil el proceso”!

We believe that a certain percentage of Internet users will want to buy on-line so they can save up time, money and

have more product options available

We believe that a certain percentage of our users will want to buy with just one click so they can save up time

and make the process easier

Basic Structure

Exercise: Your Vision (10 min)

Some sources of the vision...

Benchmarking

Customer requests...Carefully!

“What customer requested”

Some wrong sources...

Some problems with the vision

“Product Space”

Products vs. Solutions

Revenue

Costs reduction

- Algo que no podíamos hacer antes - Algo que ahora podemos hacer más rápido, más barato, más fácil, más bonito…

Functional Value

- Something we could not do before- Something we can now do faster, cheaper, easier, stronger...

Emotional Value

- Control - Seguridad - Información - Diversión, entretenimiento - Interacción Social - Notoriedad, Status - Expresión - …

- Control- Security- Status- Fun- Entertainment- Social interaction- Expression- Information- ...

Product Management

Follow the pain!

Lesson Learned: success is not to deliver something on time / budget...

Success means solve a problem and deliver some value!

Clients who *love* our product

From “feature backlog” to...

Backlog...

2) Business Model

From vision to Business Model

Roman Pichler’s Vision Board

C-P-S Statement

Visión

Product-Market Fit

Sketch Modelo Negocio

Core Hipótesis Caract.

personas

Validación C-P-S

“Elevator Pitch”

Pitch MVP 2

Id. Hipótesis

Valid. Personas

Refinar / redefinir/pivotar

MVP 1 Refinar / redefinir/pivotar

Refinar / redefinir/pivotar

Refinar / redefinir

Validar resto hipótesis

Def. modelo negocio válido y escalable

Primeros clientes

‘C-P-S’ Statement as elevator pitch

C-P-S Statement as User Story

Exercise: “Provide Parents With The Best Au-Pair” (10 min)

- Customer: Who are the clients? Who is involved? Who has a problem? How can you identify these people?- Problem: What’s the problem? How are they coping with it? Is there any Workaround? How important is it?- Solution: How can we help? What’s the value we provide? What’s our killer feature / advantage?

Partners

Costs Revenues

Activities

Resources

Value Customers

Channels

Relationship

Lean Canvas:

Business Model vs Business Plan

Partners

Costs Revenues

Activities

Resources

Value Customers

Channels

Relationship

Ex: MyAupair.com (45 min)

3) C-P-S Statement and Characterizing Users

‘C-P-S’ Statement

‘C-P-S’ StatementAssumption!

Hipótesis

Hipótesis Hipótesis Hipótesis Hipótesis

Hipótesis Hipótesis

Hipótesis

They are all assumptions!

Be careful with your core hypothesis...

Validate your assumptions

Hipótesis

Hipótesis Hipótesis Hipótesis Hipótesis

Hipótesis

Validated Assumptions = PM Fit!

“The Customer”

Roles: fine grain

Rol: Ponente en Conferencia

Role: Conference Speaker

Roles: fine grain

Rol: Ponente en Conferencia

Usuario sistema de Submissions

Destinatario de convocatoria

Viajero

Consumidor de café

Ponente

Asistente a ponencias

Huesped de Hotel

Networker

Vendedor de libros

Vendedor de formación

Consumidor de Single Malt

Turista

Usuario de WiFi

Bloguero / Twittero

Ejemplo de Jeff Patton, “Personas, Profiles, Users and Roles” – Slideshare.net

Role: Conference Speaker

- Call for Papers receiver- Submission system user- Traveler- Coffee consumer- Speaker- Listener- WiFi User- Hotel guest

- Networker- Twitter / Blogger- Book seller- Training seller- Consultancy seller- Tourist- Single Malt consumer (two ice cubes, thank you...)

Jeff Patton, “Personas, Profiles, Users and Roles” - Slideshare.net

One person = Several relationships

Cliente

Asistente a curso Asesor Fiscal

Moteros

Mi casa

Aikidokas

Trainee

Client

Aikido Practitioner

Accountant

Modelling Users and clients

“Jill”, suburban mom estresada

“Buzz”, joven varón activo y enfocado

“Ray”, hombre de familia, le gusta la tecnología práctica

BB4B – Best Buy 4 Business, comprador SOHO

“Barry”, profesional acaudalado que se deja 10.000$ en un Home Theater

Real Case

“Jill”, stressed Suburban Mom

“Buzz”, young active focused man

“Ray”, family guy, loves practical tech

“BB4B” – Best Buy 4 Business, comprador SOHO

“Barry”, profesional acaudalado que se deja 10.000$ en un Home Theater

Real Case:“BB4b”, SoHo buyer

“Barry”, wealthy pro, spends 10$K in a Home Theater

- Cada una de las 608 tiendas BestBuy se enfocó a uno o dos de estos cinco segmentos

- Por ejemplo, las tiendas que se centran en “Jill” tienen espacios para que los niños juegen, y en lugar de música electrónica hay un hilo musical familiar, instrumental o canciones infantiles

- Incremento de las ventas: 7%. Beneficios en primer año: $50M

Real Case: - Every BestBuy focused on one or two of these markets

- For instance, “Jill” stores have playground and relaxing music / child songs

- Sales increased by 7%. First year profits exceeded $50M.

A product for Gladys?

Some familiar words:

Some familiar words

Collaborative

Some familiar words

Collaborative

Visual

Some familiar words

Collaborative

Visual

Creative

Personas

- Number- Priority, importance- Demographics

- Contacts- Interactions- Authority- Responsiblity

- Value proposition- Expectations

- Role- Tasks

- Profile- Background- Experience- Knowledge

- Motivation- Values and principles- Personality- Dislikes- Memorable quotes

- Problem- Limitations, boundaries, constraints- Workarounds- Outcomes

- Product use- Context- Frecuency- Other products used

Not a planet any more... :(

Personas

- Number- Priority, importance- Demographics

- Contacts- Interactions- Authority- Responsiblity

- Value proposition- Expectations

- Role- Tasks

- Profile- Background- Experience- Knowledge

- Motivation- Values and principles- Personality- Dislikes- Memorable quotes

- Problem- Limitations, boundaries, constraints- Workarounds- Outcomes

- Product use- Context- Frecuency- Other products used

Not a planet any more... :(

BONUS: - Get me... Speed, performance, productivity, clients, success...- Help me... connect, find, reduce, innovate- Save me... time, risks, costs,

http://www.slideshare.net/tamirberkman/the-customer-learning-curve

Persona by engagement

Primary Aspirational Secondary

Anti-persona

Family/Group

Target Personas

Persona Canvas- Perfil demográfico - Background, experiencia - Aficiones, otros datos empático / sociales

- Motivación - Objetivos - Le gusta / no le gusta - Otros actores en contacto / interacciones

- Problema: - Contexto - Limitaciones, autoridad, responsabilidad - Consecuencias - Workaorunds actuales / cómo se enfrenta al problema

“Memorable Quote”

- Hipótesis de valor: curso de Agile Product Management - Expectativas, factores de diferenciación - Actividades / rol / interacción con la solución

- Consígueme: - Ayúdame a: - Ahórrame:

- Profile, demographics- Background, experience- Hobbies, any other empathy / social data

- Motivation- Goals- Values, principles- Likes / dislikes- Other actors / contacts / interactions

- Problem- Context- Consecuences, outcomes- Workarounds, other solutions- Boundaries, constraints, authority, responsibility

- Value proposition- Expectations, competitive advantage- Success criteria

Get me...Help me...Save me...

“Memorablequote”

Exercise: “Au pair” (20 min)

“Au Pair” (20 min)- Perfil demográfico - Background, experiencia - Aficiones, otros datos empático / sociales

How it fails:- Ausencia de desarrollo real (“yo conozco a mis usuarios”) - Personas no basadas en datos reales No creibles - Falta de apoyo desde arriba

- Comunicación incorrecta - No se entiende cómo usar las personas (no se usan en especificaciones o requisitos, no se definen escenarios…) - No se entienden, así que nos sentimos “infantiles” usándolas

- No real development (“I know my users”) - No real data (not believable)- No managerial support- Bad communication- No real understanding on how to use personas (“Cargo Cult” personas)- Feels childish (because we don’t understand it)

4) Validating Assumptions: MVP / MVE

Persona = Assumption

Mila, la DBA - Motivación: estar guapa y mejorar el rendimiento de sus bases de datos - Actividades: spinning, pilates, compras, refactorización de bases de datos, Oracle, MongoDB, MySQL, NoSQL - Le gusta: la cerveza, los programadores de C++, jugar a World of Warcraft - Aficiones: pasear en su unicornio rosa invisible

Mila Kunis, DBA- Motivation: look good, stay fit, improve database performace- Activities: Spinning, pilates, shopping, yoga, database refactoring, Oracle, MongoDB, MySQL, NoSQL- Likes: beer, World of Warcraft, Python developers- Hobbies: riding her invisible pink unicorn

Persona = Assumption

Mila, la DBA - Motivación: estar guapa y mejorar el rendimiento de sus bases de datos - Actividades: spinning, pilates, compras, refactorización de bases de datos, Oracle, MongoDB, MySQL, NoSQL - Le gusta: la cerveza, los programadores de C++, jugar a World of Warcraft - Aficiones: pasear en su unicornio rosa

From Assumptions to FactsPre_MVP: - Entrevistas - Cuestionarios - Datos demográficos - Investigaciones y publicaciones - Redes sociales - Focus groups - Análisis de mercado / segmentación

Post MVP: - Historial de clientes - Ventas, marketing - Testing UX - Métricas - Dogfooding - Gamification - Beta testing, A/B Tests…

Pre-Product:- Surveys, interviews, polls- Demographical data- Research and publications- Social networks- Focus groups- Market analysis / segmentation- Benchmarking

From Assumptions to FactsPre_MVP: - Entrevistas - Cuestionarios - Datos demográficos - Investigaciones y publicaciones - Redes sociales - Focus groups - Análisis de mercado / segmentación

Post MVP: - Historial de clientes - Ventas, marketing - Testing UX - Métricas - Dogfooding - Gamification - Beta testing, A/B Tests…

Pre-Product:- Surveys, interviews, polls- Demographical data- Research and publications- Social networks- Focus groups- Market analysis / segmentation- Benchmarking

Post-Product- Client history / analysis- Sales, marketing- UX testing- Metrics- “DogFooding”- Gamification- Beta testing / AB testing

TTYFU!

Comfort Zone

Iterating your assumptions in the form of a product

“The minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.. […] We have to manage to learn something from our first product iteration. In a lot of cases, this requires a lot of energy invested in talking to customers or metrics and analytics.”

http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html

Minimum

Product

“...it’s not about creating minimal products.”

http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html

From MVP to MVE

- Hay que dejar de pensar en el producto final (y, por descontado, dejar de construir por bloques o fases) - En lugar de pensar en el “big picture’, pensar en crear valor AHORA (en un día, en un fin de semana, en una iteración…)

- Stop thinking “Final Product” (and, of course, stop building by phases or blocks)- Instead of “Big Picture”, try to find how to create value NOW (in one day, one weekend, one iteration)

Celebrate failure?

Celebrate LEARNING!

Learn, not launch

MVP --> MVE

Canonical MVP’s / MVE’s- Prototipado simple

- Prototipado hi-fi (MockUps) - Brochure, Power Point - Landing page / Signup - Survey - ¿Puedo resolverlo con una lista de correo? - ��El Mago de Oz (“Flintstoning”) - “Conserje” MVP- "Velotransfer"

�- Flash video �- Smoke test y 404 / 500 �- No pinche aquí - A/B test y Ghetto Testing

- Subcontrata - Amazon Mechanical Turk - Price batching �- Walled Garden y Focus Groups �- Maquetas y entornos alpha

- Simple prototype- HiFi prototype (MockUps)- Brochure, Slides, Storyboards- Survey- Wizard of Oz (Flinstoning, concierge )

- Flash video- Smoke test / 404- A/B testing, Ghetto testing- Batching- Outsourcing- Walled garden - Alpha environment

To whom?

“Just enough to deploy / test to early adopters and no more”

http://www.slideshare.net/jchyip/breaking-down-larger-initiatives-into-mmfs-mvps

Listen to skeptics

There is no “One” MVP / MVE...

Problems with MVP

False Negative

Complejo de visionario!Visionary complex

Too busy to learn

“If Apple can launch a smartphone without Find or Cut-and-Paste, what can you cut out of your product requirements?”

Sramana Mitra

“In Many ways, it’s the things that are not there that we are most proud of”

Jony Ive, Apple Senior VP Design, on the iPad

Evolutive Development

MMFS and Quality

MMFS vs. Features

‘Does less’ is OK; ‘flaky/ugly/c0nfusing’ is not

@drewhouston, DropBox

$400.000.000

MMFS vs. Features

Feature Creep

http://custdevday.com/pages/content/mvp/

“Kill a Feature”

Ex: MyAupair.com MVE (15 min)- Prototipado simple

- Prototipado hi-fi (MockUps) - Brochure, Power Point - Landing page / Signup - Survey - ¿Puedo resolverlo con una lista de correo? - ��El Mago de Oz (“Flintstoning”) - “Conserje” MVP- "Velotransfer"

�- Flash video �- Smoke test y 404 / 500 �- No pinche aquí - A/B test y Ghetto Testing

- Subcontrata - Amazon Mechanical Turk - Price batching �- Walled Garden y Focus Groups �- Maquetas y entornos alpha

- Simple prototype- HiFi prototype (MockUps)- Brochure, Slides, Storyboards- Survey- Wizard of Oz (Flinstoning, concierge )

- Flash video- Smoke test / 404- A/B testing, Ghetto testing- Batching- Outsourcing- Walled garden - Alpha environment

5) Defining your Product

Remember...

Garret

Ámbito

Estrategia

Estructura

Esqueleto

Superficie

Strategy

Structure

Skeleton

Surface

Estrategia: diseño conceptual del producto. Objetivo, actores, contexto de uso…

Objetivo: proporcionar el mejor empleo posible a todos Actores: desempleados,

personas que quieren cambiar de empleo, RRHH, headhunters, formadores… Contexto de uso: desktop en

casa, desktop en trabajo, iPad en casa, movil en tren…

Strategy: Product concept, goals, actors, use context...

Inception Deck

- Why are we here?- Vision / Pitch- Product Box- What it’s NOT- Meet your neighbours / Project community

- Show the solution- What doesn’t let us sleep- Estimate size- Trade-offs- How long it’s going to take

Impact Mapping- ¿Por qué hacemos esto? ¿Cuáles son los

objetivos?- ¿Quién puede hacerlo? ¿Quién puede ayudar? ¿Quién puede obstaculizarlo?

- ¿Cómo podemos cambiar el comportamiento de esta persona? ¿Cómo

puede ayudarnos a alcanzar nuestro objetivo? ¿Cómo puede obstaculizarnos?- ¿Qué podemos hacer como equipo para conseguir los objetivos? ¿Qué podemos

entregar?

Goal Modelling

Incrementar Ingresos

Reducir costes

Incrementar Servicio

Beneficio Emocional

Cliente: Mercado:

Incrementar ventas

Mejorar conversión

Abrir nuevos mercados

1. Identificar y priorizar objetivos 2. “¿Cómo sabemos si tenemos éxito?”, “¿Qué cambiará en

el negocio como resultado de conseguir este objetivo?” 3. Definir métricas para los objetivos

- Identify and prioritize business goals: revenue, sales, service, markets...- How can we tell if we are successfull? If we meet this goal, how would business change?- Define metrics for each goal

Personas modelling- Perfil demográfico - Background, experiencia - Aficiones, otros datos empático / sociales

Ámbito: tareas de usuario / roles

Candidato: crear perfil, buscar ofertas, apuntarse a oferta, revisar estado ofertas… RRHH: buscar candidatos,

publicar oferta, revisar candidatos, puntuar candidatos, contactar

candidatos…

Scope: Roles, Journeys, tasks...

Ámbito: tareas de usuario / roles

Candidato: crear perfil, buscar ofertas, apuntarse a oferta, revisar estado ofertas… RRHH: buscar candidatos,

publicar oferta, revisar candidatos, puntuar candidatos, contactar

candidatos…

Scope: Roles, Journeys, tasks...

First clues on Epics! (refine to stories)

Estructura: flowcharts, sitemap, navegación… Structure: journeys, flowcharts, sitemap, navigation...

StoryBoards

Story Mapping!

(Jeff Patton tiene 86++ slides sobre el tema –

http://www.slideshare.net/nashjain/user-story-mapping)

Exercise (15 min)

Esqueleto: UX, User Flow, Interacción usuario Skeleton: UX, interface, user flow, user interaction

Paper / LowFi Prototypes

Superficie: Look&Feel, aspecto gráfico… Surface: Look&Feel, visual aspect

Backlog Dimensions

Iceberg Backlog

Walking Skeleton / Evolutionary

6) Product Development

Backlog Management

Iron Triangle

Prioritization

- There are usually more options and ideas than capacity: the Backlog is a FUNNEL, not a TUNNEL

- There is an infinite amount of things we are NOT going to do: be cool with that

- Not everyone can be pleased: that’s a recipe for mediocracy

- If you can’t say “no”, your “yes” means nothing (Esther Derby)

“Focus is about

saying NO”

Backlog grooming and trimming

Orcs at The Gates

Managing priorities: “The Muffins’ Oven”

“The Muffins’ Oven”

+3!!!??!

“The Muffins’ Oven”

Prioritization Frameworks

Kano Model

Must-have (minimum to use / be happy)

One dimensionals (the more, the better)

Kano Model

Delighters (a.k.a. Sexy) !

Satisfaction vs Importance

Necesidad no importante

Necesidad Importante

Cliente insatisfecho

Cliente satisfecho

No merece la pena

Oportunidad

Competencia

No merece la pena

“Buy a feature” / User Poll

Urgent vs. Important

Cost vs. Benefit

Beneficio

Semanas de desarrollo

Risk vs. Opportunity

Oportunidad

Riesgo

Goal Scoring

Cost of Delay (David J. Anderson)

Normal Fecha Fija

Urgente Intangible

Cost of Delay (Jeff Anderson)

Bugs and Technical Stories

As a (blah) I want (blah) so we can handle 200 more support calls per day

As a (blah) I want (blah) so we can serve 1.000 more orders a day

As a (blah) I want (blah) so my boss stops bugging me about a comma missing somewherwe

As a (blah) I want (blah) so 1 out of every 1M users can still use the Mosaic browser

7) Metrics and Analytics

PM fit

Criterio de éxito: - Modelo de negocio testado - Hipótesis financieras válidas - Canales de venta testados - Primeros pedidos - Killer question: si entregases tu producto grátis, ¿lo instalarían y usarían tus clientes ahora mismo?

Success Criteria: - Validated business model- Validated financial assumptions- Tested sales channels- First orders- Killer question: if you gave your product for free, would your clients use it right now?

Goals and Metrics

We assume that (customer segment) has (problem / need) that can be solved through (solution). We will

know that we are right when (cuantitative metric outcome) or

(cualitative metric outcome), which will contribute to (KPI)

http://www.slideshare.net/dan_o/early-stage-web-product-management-by-dan-olsen

“Pensamos que las personas tipo (usuario nuevo) tienen un problema para (completar el proceso de registro) que puede ser solucionado mediante (un proceso más sencillo y rediseñado pensando en la experiencia de usuario). Sabremos que tenemos razón cuando (porcentaje de drop-outs durante registro disminuya) y (satisfacción del cliente con el proceso de registro aumente), lo cual contribuirá a (aumentar el número de usuarios activados)”

We asume that (new users) have a problem with (registration process) that can be solved through (a better UX design). We will know we are right when (dropouts diminish) and (customer satisfaction rises) which will contribute to (number of activated users / conversion rate)

David Cancel’s Funnel, citado en http://www.slideshare.net/pathf/customer-acquisition-and-retention

Funnel

Several possible funnels

- �Acquisition

- Retention - Engagement - Community - Reward

- �Acquisition

- Activation - Retention - Referral - Revenue

- �Suspect

- Lead - Prospect - Customer - Reference

- �Heard

- Arrived - Used - Engaged - Bought - Referred

Acquisition

Activation

Retention

Referral

Revenue

Critical Metrics (KPI)

What’s your strategy right now?

Which is your funnel’s biggest problem?

Where does conversion drop?

Activation

Acquisition

Retention

Referral

Revenue

CAC, Campaign efficiency, Channels, unique visitors, hits

Bounce rate, time per page, pages viewed, UX, A/B

Churn, time between visits, cohort analysis, lifespan

Virality, Net Promoter Score

LTV, ARPU, CAC

Key is in CONVERSION

“2% is the average conversion rate in the USA, whether you’re selling elephants or iPods”

Avinash Kaushik – Analytics Evangelist Google

Two per cent!

Retention is also KEY!

“5% improvement in customer retention rates will yield between a 25 to 100% increase in profits across a wide range of industries.” (Fred Reichheld, “The Loyalty Effect”)

1 to 2% retention DOUBLES LTV and HALVES CAC

Other Metrics

- Usability- Performance- Comunity- Competitors- ...

Drill Down

Actionable Metrics

“An actionable metric is one that ties specific and repeatable actions to observed results”

Metrics should help us make decissions. Every thing we do should be an attempt to influence a metric. A variation in a metric should move us to do something

Metrics should hurt!

Problems with metrics

Vanity Metrics

- Fans & Followers - Tráfico, pageviews - Email Open Rate - Keyword Ranking - …

Moral Hazard

Analysis Paralysis

Dashboard: FAIL

Dashboard: Better...

Correlation is not cause

‘Post Hoc ergo Propter Hoc’

Cargo Cult Metrics

- Excel / Google Spreadsheets�

- Google Analytics - Google Website Optimizer - Kissmetrix - Mixpanel - Crazyegg Heatmap � Cool! - Performable - ¿Usercycle? - Adwords - Facebook Self Service Ads - Amazon Mechanical Turk - De pago: Coremetrix / Ommniture

Wrap Up!1) Develop a simple vision: Why are you doing this?2) Link your product to a business model and outcome3) List your assumptions, specially C-P-S; know your customers4) Validate your assumptions iterating your MVP / MVE5) Once you have a PM Fit, refine your product from strategy to surface6) Develop your product in an Agile fashion - evolutive and with sense7) Set actionable metrics and use them to steer your product

Thank you and... BLOG IT!!

(Oh, yes, and buy the book!)http://www.proyectalis.com/en/AngelMedinilla

http://creativecommons.org/licenses/by-nc-nd/3.0/

This presentation is based upon the ideas and work of many people. And while I’ve tried to recognize copyrights and give credit and attribution where possible, I cannot possibly list them all, so if you feel like there’s something that should be added, changed or removed from this presentation, please drop me an e-mail at angel.medinilla@proyectalis.com

Lean Startup for Agile Product Management Workshop

proyectalis gestin

proyectos s

s statement user personas

ps clienteproblema

wrong products

mvp mve

customer tus clientes

los clientes estn

Business

Evan Leybourn. From Lean Startup to Agile Enterprise (eng)

a perfect pairing Lean Startup & Kanban - Mile High Agile...

The 3 Revolutions (Agile, Lean, Lean Startup)

Distributed Agile - Agile Business Conference 2019 ·...

Agile Innova,on System - CMU · Agile Innova,on System Dave...

Distributed Agile - Agile Business Conference ·...

Agile event - Soirée lean startup

Agile + Lean Startup principles + Lean UX -> How to make it....

Lean Startup : Le chaînon manquant du Marketing Agile

Intraemprendimiento agile. 2 formas de usar Lean Startup que...

The Lean Startup and Agile: Match made in Heaven

Agile/Lean Startup IT Portfolio Management - No Longer...

Drink Lean From the Source -...

Digital Innovation Done Right with Agile, Teams & Lean...

Lean Startup & UX for Agile Teams

Lean startup - Agile Brazil 2011