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
Jul 14, 2015
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
ligazakon.ua – law analysis solutions for you business
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
)
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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
SHAPE YOUR PRODUCT IDEA
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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.
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
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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