How to build a desirable tech product
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Transcript of How to build a desirable tech product
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HOW TO BUILD ADESIRABLE TECH
PRODUCT
THE RIGHT PATH…
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THE PRODUCT PATH
FROM THE IDEA TO THE SHELF
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ABOUT THE PRODUCT…
FUNCTIONS PROCESSESACTORS
10REMINDERS
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KEY FUNCTIONS
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PRODUCTMANAGEMENT
PRODUCTMANAGEMENT
THE PRODUCTMANAGER SAYS…
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THE DUTIES OF PRODUCT MANAGEMENT
Capture ideas and opportunities
Make quick evaluations of ideas and opportunities
Define WHAT to do and build the right product
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THE DUTIES OF PRODUCT MANAGEMENT
Identify roles and “Personas”
Lead the entire product lifecycle
Generate the Business Case (with everybody’s help)
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THE DUTIES OF INNOVATION
Generate a proper and constant innovation environment
Generate ideas
Provide DISRUPTION to the process
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THE DUTIES OF INNOVATION
Investigate opportunities aligned with the organization’s strategic lines
Lead the technological R&D (with the help of Engineering and Partners)
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THE DUTIES OF MARKETING & SALES
Help others know about competition, customers and markets
Help the PM define segments, targets and position
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THE DUTIES OF MARKETING & SALES
Help the PM define pricing
Promote and tell the world about the product
Manage the product launch
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THE DUTIES OF MARKETING & SALES
Provide tools for the sales channels
Lead key marketing programs
Sell the product
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THE DUTIES OF ENGINEERING, OPERATIONS & PROJECT MANAGEMENT
Build the product right
Define a FEASIBLE product
Implement the product with the required level of AGILITY
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Be constantly updated about the technology’s state of the art (with the Innovation Dept. help)
Keep people’s feet on the ground during the entire process
THE DUTIES OF ENGINEERING, OPERATIONS & PROJECT MANAGEMENT
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THE DUTIES OF USER EXPERIENCE & DESIGN
Study and model the interaction with the product
Design the User Interface
Study users
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THE DUTIES OF USER EXPERIENCE & DESIGN
Help PM to define roles and “personas”
Help PM to experiment and optimize the product together with Innovation
Lead the prototype phase
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ACTORS & ROLES
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Despite the real world forces the concentration of multiple roles in a single person, we’re going to draw an ideal organization where everybody has just one role…
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…and the PRODUCT MANAGER is #1…and the PRODUCT MANAGER is #1
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R&D PARTNER
INNOVATION PRODUCTMANAGER
DREAMER
MAKER
USER
INDUSTRY MANAGER
PRODUCT MARKETINGMANAGER
SALES MANAGER
PRODUCT MANAGER
INTERACTION DESIGNER
VISUAL DESIGNER
PRODUCT OWNER
PROJECT MANAGER
ENGINEERING MANAGER
OPERATIONS MANAGER
STAFF / ORGANIZATION CUSTOMER
LEAD DESIGNER
PRODUCT MANAGEMENTINNOVATION MARKETING ENGINEERINGUSER EXPERIENCE
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ITERATIVE PROCESS
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We assume that thousands of ideas are not chosen. We assume that hundreds of products don’t see the light. We assume that some products fail in the market…
We are drawing the path that successful products follow
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LAUNCH
DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
WHAT (idea conception)
Maturation and definition
∂∂Design and prototyping
Positioning
Technical development
Commercial development &
Branding
BackOffice & Launch plan
execution
Test (User & Mkt)
Rethink
Redesign
Reconsider
Test (validation)
Rebuild
Rebrand
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DISCOVERY AND DEFENSE MODE
THE LARGER THEPICTURE, THE MORE
WEIGHT ANDRESPONSIBILITY IN THE
DEPICTED STAGE
BIGGER PICTURE: MORE WEIGHT ANDRESPONSIBILITY
BIGGER PICTURE: MORE WEIGHT ANDRESPONSIBILITY
SMALLER PICTURE: LESS WEIGHTAND RESPONSIBILITY
SMALLER PICTURE: LESS WEIGHTAND RESPONSIBILITY
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WHAT (idea conception)
Maturation and definition
Rethink
DISCOVERY AND DEFENSE MODEeffort & responsibility
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DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
1. INNOVATIVECHALLENGES
1. RELATION WITH USERS(NEEDS)
1. RELATION WITHBUSINESS UNITS (NEEDS)
1. COMPETENCE ANALYSIS(COPY)
1. BUSINESS STRATEGY
1. MARKET WATCH(OPPORTUNITIES)
…
2. IDEA SELECTION
3A. FEASIBILITY ANALYSIS
3B. VALUE PROPOSITIONDEFINITION
4. BUSINESS CASEGENERATION (BIG
NUMBERS)
5. PRESENTATION TOPRODUCT COUNCIL (1ST
ROUND)DECISION
YESGO TOTHE NEXTLEVEL…
NOGAME OVER. TRY
AGAIN…
steps
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DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
1. FIRST BLOCK (MULTIPLE SOURCES)
2. IDEA SELECTION
3A. FEASIBILITY STUDY
3B. VALUE PROPOSITION
4. BUSINESS CASE GENERATION (BIG NUMBERS)
5. PRESENTATION TO PRODUCT COUNCIL (1ST ROUND)
staff / users r&d partners / makers / dreamers / innovation PMs
product manager
em r&d partners / innovation PMs
pmk / ipm / em product manager
staff product manager
product marketing manager product managerlead designer
invo
lvem
ent
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∂∂Design and prototyping
Positioning
Test (User & Mkt)
Redesign
Reconsider
PROTOTYPE AND TEST MODEeffort & responsibility
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YESGO TOTHE NEXTLEVEL…
DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
6. ROLES AND PERSONASANALYSIS
7B. MARKETING PLANDEFINITION
7A. INTERACTION & VISUAL DESIGN
8. “HIGH FIDELITYPROTOTYPE”
CONSTRUCTION
9A. USER TEST
9B. MARKET TEST
DECISION10. BUSINESS
CASE(DEFINITIVE)
10. PRODUCTCOUNCIL (2ND
ROUND)
NOCOME BACK TO
THE FIRST SQUAREAND GOOD LUCK
NEXT TIME…
ALERTIT’S TIME TO DESIGN
THE NEXT VERSION…
steps
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DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
6. ROLES AND PERSONAS ANALYSIS
7A. INTERACTION & VISUAL DESIGN
7B. MARKETING PLAN DEFINITION
8. “HIGH FIDELITY PROTOTYPE CONSTRUCTION
9A. USER TEST
9B. MARKET TEST
10. BUSINESS CASE (DEFINITIVE) / PRESENTATIONTO PRODUCT COUNCIL (2ND ROUND)
lead designer / interaction designer product manager
product manager
product marketing manager / industry manager product manager
lead designer / interaction designer / visual designer / product owner product manager
interaction designer / visual designer product manager
lead designer / interaction designer / visual designer
staff product manager
product marketing manager / industry manager product manager
product owner
invo
lvem
ent
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Technical development
Commercial development &
Branding
Test (validation)
Rebuild
Rebrand
IMPLEMENTATION MODEeffort & responsibility
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YESGO TOTHE LASTLEVEL…
DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
11. PROTOTYPE REVIEWAND ANALYSIS
14. USER TEST(VALIDATION) DECISION
12A. INCREMENTALPRODUCT
CONSTRUCTION
12B. BUSINESSVALIDATION POINTS
13. MARKETING PLANEXECUTION
12C. ENGINEERINGVALIDATION POINTS
NOIT SEEMS
IMPOSSIBLE BUTYOUR PRODUCT
STINKS…
steps
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DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
11. PROTOTYPE REVIEW AND ANALYSIS
12A.INCREMENTAL PRODUCT CONSTRUCTION
13B. BUSINESS VALIDATION POINTS
13C. ENGINEERING VALIDATION POINTS
14. MARKETING PLAN EXECUTION
15. USER TEST (VALIDATION)
engineering manager / project manager product manager
product owner / engineering manager / project manager
project manager / product owner product manager / staff
ld / id / vd
product owner / engineering manager / project manager
product manager marketing / industry manager
ld / id product managerem / pm
invo
lvem
ent
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LAUNCHBackOffice & Launch plan
execution
LAUNCH MODE
effort & responsibility
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DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
17A. MARKETING PLANEXECUTION (LAUNCH)
17B. INTERNALDISSEMINATION
16. BACK-OFFICEPRODUCT RECEPTION
18. FINAL CHECK19. RAPID RESPONSE
PHASELAUNCH
steps
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DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
16. BACK-OFFICE PRODUCT RECEPTION
17A. MARKETING PLAN EXECUTION (LAUNCH)
17B. INTERNAL DISSEMINATION
18. FINAL CHECK
19. RAPID RESPONSE PHASE
product marketing manager product manager
product manager
engineering manager / operation manager
engineering manager / operation manager
product manager marketing / industry manager / sales manager
invo
lvem
ent
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10 REMINDERS
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1Separate the Product Manager role from the Product Marketing role as much as you can…
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2Give enough time to play and create.
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3Stretch the prototype as much as you can to get a “High fidelity prototype”.
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4Get Engineering involved since the very beginning.
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5Focus on obtaining the “Minimum Viable Product”, not anything more…
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6Think always in the product. Each phase of the cycle needs a strong leadership from the product manager.
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7Be forward thinking. Once you start building a release, define the next one.
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8Use the right KPIs to measure the success of the product.
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9Differentiate the WHAT and the HOW. Each one has its own responsible…
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10Have direct access to the users in order to do your best at testing and validation.
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And always remember…
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ENJOY…
AND BE CREATIVE
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Pablo Rodrí[email protected] Rodríguez
[email protected] Cardelú[email protected] Cardelú[email protected]
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