Intro to product management workshop 2012

Intro toProductManagement

Saturday, 16 February 13

Outcomes


Outcomes

• Theory


Outcomes

• Theory

• What is Product Management?


Outcomes

• Theory


• The Product Management Process


Outcomes

• Theory



• Tips for incorporating Product Management in your company


Outcomes

• Theory




• Practical


Outcomes

• Theory




• Practical

• Usability testing


Simon�� Cast

@simoncast


What isProduct Management?


Customer


Customer Technology


Customer Technology

Business


Product�� management

Customer Technology

Business


the role of a product manager is to discover a product that is valuable, usable and feasible

“”


the role of a product manager is to discover a product that is valuable, usable and feasible

“”

Marty Cagan, Inspired: How To Create Products Customers LoveSaturday, 16 February 13

It all starts with a Question!


It all starts with a Question!

then Validate!


The answer forms the basis of the product

vision


Our job is to be stubborn on vision, but flexible on details.

“”


Our job is to be stubborn on vision, but flexible on details.

“”

Marty Cagan, Inspired: How To Create Products Customers LoveSaturday, 16 February 13

Define a product vision


x 12

=

Define a product vision Figure out how to build it

x 1

+


Product Management Process


Growing


Growing

Prioritisation


Growing

Prioritisation

Delivery


Growing

Prioritisation

Analytics Delivery


Growing

PrioritisationExperiments

Analytics Delivery


Growing

PrioritisationExperiments

Analytics Delivery

Feedback


Growing


Growing

• Convert feedback, experimental results etc into discrete changes


Growing

• Convert feedback, experimental results etc into discrete changes

• Results in specs, user stories that can prioritised


Prioritisation


Prioritisation

• What should be built when?


Prioritisation

• What should be built when?

• Inputs from experiments, business value and vision


Tools


Delivery


Analytics & Metrics


Measures the state of the product


What you don’t measure you can’t

improve


Segmentation


Funnels


Cohorts


Metrics


Quantitative

Comparative

Actionable

Metrics


Quantitative

Comparative

Actionable

rather than Qualitativemetrics over heuristics

A/B testingcompare against history

don’t measure it unlessyou’re going to action it

Metrics


Metrics


Metrics

• Conversion rate

• Percentage of returning visitors

• Daily visitors


Tools


Experimentation


Experimentation

• Apply scientific methods to product development


Experimentation


• Test assumptions about product


Experimentation


• Test assumptions about product

• Test different variants to see what effects KPIs


Cycle


Question

How do we increase the conversation rate on the landing page?


Hypothesis

IF the call to action button is red THEN the number of people registering will increase


Experiment


Experiment

• Need a control (current) and 1 or more variants


Experiment


• Goal is the dependent variable of the hypothesis


Experiment


• Goal is the dependent variable of the hypothesis

• Types


Types


TypesA/B


TypesA/B

Split URL


TypesA/B

Split URL

Multivariate


Running Experiment


Running Experiment

• Record the experiments & results


Running Experiment


• Segment the traffic


Running Experiment



• Traffic (random split to remove bias)


Running Experiment




• How long to run?


Running Experiment





• Who to test?


Running Experiment





• Who to test?

• Test well - don’t take short cuts


Running Experiment





• Who to test?

• Test well - don’t take short cuts

• Negative result


Tools


Caveat


Usability testing


Usability testing

• How do people actually use the product


Usability testing

• How do people actually use the product

• Highlights major usability issues that would otherwise remain hidden


Usability testing


Usability testing

• Ask users to answer a question, or


Usability testing

• Ask users to answer a question, or

• Ask users to complete an action


Tools


Insights


Fact : In the real world, most companies do too much development and spend too much money too early

“”

Fred Destin, Atlas VenturesSaturday, 16 February 13

Most start ups fail because they didn’t develop their market - not because they didn’t develop their product

“”

Steve Blank, Author of Four Steps to the EpiphanySaturday, 16 February 13

Products today – it’s not some product manager that has an epiphany. That’s not how it works. Product, design, engineering, [work] side by side.

“”


Products today – it’s not some product manager that has an epiphany. That’s not how it works. Product, design, engineering, [work] side by side.

“”

Marty Cagan, Silicon Valley Product GroupSaturday, 16 February 13

We own the process.The process doesn't own us. We call it Agile Jazz.

“”

Tom Loosemore, Gov.ukSaturday, 16 February 13

Don’t fail fast.

learn fast

“”

Tom Chi, Google XSaturday, 16 February 13

Keep learning


Practice


Intro to product management workshop 2012

Documents

Transcript of Intro to product management workshop 2012