The product is not "the product". Who owns it anyway?
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Transcript of The product is not "the product". Who owns it anyway?
The Product is NOT “the Product”
mini Agile Day - May 17 2014
Donato Mangialardo
Business of Software (Product) Coach
Companies: Silicon Valley (10 Years) and Italy (9 years) Products and Solu4ons: SaaS PLM (Product Lifecycle Management), RecruiAng soBware, Assessment AutomaAon SaaS Smart Energy Management SoluAons CAD/PDM -‐ Product Data Management, Product Design collaboraAon tools
Main Focus: Product, Product, Product (management and markeAng) Product Strategy Personas, User Stories, Roadmaps
About what I do
The System
The PlaPorm The SoBware
The FuncAonaliAes
We do projects for our customers
Services, Projects
Product ??
SAll, we always talk “Product”
Product Owner Product Vision Product Backlog Minimum Viable Product Product Strategy Product Manager Product MarkeAng Product Canvas
So, what do we mean by “Product”? What Problem? Who has it?
Do we solve it uniquely? AlternaAves?
Will people want our product?
At what price? How will they buy it?
How do we make money with it? Revenue Model?
How do we go to market?
How to repeat business?
None of these is “The SoBware”
In fact, the Product is not “the Product”
The product is the “whole thing”
The product is the “whole thing”
PROBLEM (NEED)
WHO HAS THIS PROBLEM?
SOLUTION UNIQUE?
COSTS HOW to SELL/BUY? …
Very useful models
Business Model Canvas (Alexander Osterwalder)
Lean Canvas (Lean Startup + Alexander Osterwailder + Ash Maruya)
Product Canvas (Lean Startup + Alexander Osterwailder + Roman Pichler)
REVENUE MODEL How do we make money with it
PROBLEM The top problems we
aim to solve
EXISTING ALTERNATIVES
How these problems are solved today or
conditions that lessen the need of our solution
SOLUTION How we solve the
problem(s) in section 1
METRICS What we measure to track progress
UNIQUE VALUE PROPOSITION
Simple, clear, effective sentence that turns a
casual “visitor” into an interested prospects that “wants a demo”
ANALOGY Something that pictures our product. We are the
Ferrari of something. (the best) Or, the Google Apps of something (cheap and
easy to deploy)
COMPETITIVE ADVANTAGE
What we do very well, that the
market(section2) appreciates and that is hard to emulate for
others
TARGET MARKET For whom we solve a given problem in section 1. The
target segments of the market.
(Buyer Personas)
EARLY ADOPTERS List the “perfect
customers”, those who would buy the product
today
CHANNELS Path to/From Customers
COST STRUCTURE Fixed and recurring costs
2 5
9 6
4
8 7
1 3
REVENUE MODEL How do we make money with it
PROBLEM The top problems we
aim to solve
EXISTING ALTERNATIVES
How these problems are solved today or
conditions that lessen the need of our solution
SOLUTION How we solve the
problem(s) in section 1
METRICS What we measure to track progress
UNIQUE VALUE PROPOSITION
Simple, clear, effective sentence that turns a
casual “visitor” into an interested prospects that “wants a demo”
ANALOGY Something that pictures our product. We are the
Ferrari of something. (the best) Or, the Google Apps of something (cheap and
easy to deploy)
COMPETITIVE ADVANTAGE
What we do very well, that the
market(section2) appreciates and that is hard to emulate for
others
TARGET MARKET For whom we solve a given problem in section 1. The
target segments of the market.
(Buyer Personas)
EARLY ADOPTERS List the “perfect
customers”, those who would buy the product
today
CHANNELS Path to/From Customers
COST STRUCTURE Fixed and recurring costs
2 5
9 6
4
8 7
1 3 Most important ones!
But… we are about Projects. We don’t sell “Products”
So, we don’t need any of those Canvas!
Well, it depends…
A group of customers with one problem
Potential customers
Supports a repeatable business
Unknown lifecycle
Several plausible scenarios
Quality is very expensive
Complex: business model, analysis, marketing, sales, support, revenue model, etc.
One customer at a Ame
ExisAng customers
Specific deliverables
Limited duraAon
A few defined scenarios
Cost of quality is limited
RelaAvely simple
Project Product
But… who is the customer again?
Is it my client? …my client’s customers? …my client’s customer’s customers?
So what is the product?
That is …
Something you can build a sustainable business around
Example: a digital marketing company (formely known as web agency, at least in italy) Product: ability to build and offer a specific set of services service that make a group of target customers happy and paying, in a repeatable, sustainable manner
Very useful acrodd the board Business evaluaAon and Investor pitch StarAng up a business Manage a business (and related products) Take a product to market Brainstorm new ideas Understand what the market really needs As in “why are we doing this? We should do that instead…”
Minimum Viable Product
Doesn’t it look so simple?
Most difficult parts These don’t depemd on “our soluAon” They exist regardless of “us” They are not made up in a room filled by smart people!
These need you to get outside the
building!
In other words…
The answer to most of your quesDons is not in the building.
PragmaAc MarkeAng hdp://bit.ly/1eLM3yM
Get outside the Building! Eric Ries
hdp://bit.ly/18rPN0X
Most difficult part again…
Start wit something (think product and start draBing)
Then, iterate
MVP1 MVP2 MVP3
Real, Measurable Progress Build Minimum Viable Products of your canvas
I don’t want to see any canvas!! Get back to work!
Alright…
In this case just do it “secretly” as much as you can. Then show progress and lead
Case Study
The paper sheet (the persona technique at work)
Sorry…most contents are in Italian
“Le Personas mi sembravano una . Invece sono uno
strumento formidabile”
Passionate Scrumaster Participant @ Product Ownership Camp 2013
2006 “Cloud” Company SaaS PLM Urlo di dolore delle vendite (=tum)
“Manca l’integrazione con altri sistemi” “I clienD ce la chiedono sempre”
“OK facciamo sta integrazione. Ma in 3 mesi!” Disse il CEO
“Basta assumere uno che conosca bene entrambi i sistemi, e via! “ Disse il CTO
2 anni dopo …
Tudo come prima, ma spendendo di più
“Prendiamo un Product Manager per le integrazioni!” – dissero quasi tum
Missione: definire che integrazione fare e come
3 semmane dopo…
La missione diventò:
• Perchè nessuno ha usato l’integrazione aduale? • Perchè dovremmo fare una integrazione? • Quale problema vogliamo risolvere? • Per chi? • Come moneAzzeremo la soluzione a questo problema?
Dopo alcuni iterazioni …
Interviste e triangolazioni varie … Il “Product Manager” trova un “padern:”
Mad Progemsta Sistemi eledromeccanici industriali
Integrazioni ? L Nuovi sistemi ? L
Non voglio perdere tempo e rischiare di sbagliare L Sono un progemsta J
voglio conAnuare ad esserlo!
so that …
• Ma8 wants to share his design with suppliers for a prototype run.
• He need to generate automaAcally specific neutral file formats from his several 3D CAD models so that he can save Ame and distracAon from his core engineering tasks. He is required to do this several Ames during his working week
Obiemvi di Business • Sviluppare prodom che soddisfino requisiA funzionali, siano consegnaA in tempo,
massimizzano il riuAlizzo di componenA, siano in linea con regolamentazioni e cosA, etc. Mad’s Personal Goals • Mad adora progedare componenA, risolvere gli intricaA problemi di meccanica che incontra
ogni giorno. E’ anche molto bravo nel farlo. • Mad ha una vita e persino una famiglia, fuori dall’ufficio tecnico. OK le emergenze, ma non
vuole impazzire fino a tarda sera ogni santo giorno. • Mad ODIA budare via il suo tempo nel passare a mano daA da un sistema all’altro. ODIA
excel. Il suo lavoro è diventato ormai un incubo. Passare daA sbagliaA è un rischio che corre tum i giorni, cosa che avrebbe gravi conseguenze in rpoduzione, persino un “recall”
• Sono un progemsta e voglio conAnuare ad esserlo!
Environment • Team of 15 Mech engineers on MCAD and XDOC and 3 locaAons around the world (US, NL
and Philippines)
A perfect day • I resolve a design problem with a cool soluAon. It gets the product out back on schedule and
my boss praises my deep technical skills. I go back home on Ame
Primary User Persona Matt il Progettista CAD Sistemi elettromeccanici industriali
I WANT TO BE AN ENGINEER!
SHIP DATE RECALLS
ERRORS
CAST Primary Buyer persona: Brad VP of Opera4ons
I want my product out the door on $me and at the right cost, maintaining quality standards. Brad needs the product record updated as oBen as possible. The informaAon provided by engineer forms the foundaAon for many of his decisions and forecasts. Therefore any barriers to adopAon or use of the tool he can eliminate, directly improves his effecAveness and accuracy.
Secondary Buyer persona: Henry, VP of Engineering I want my team to be able to build products on $me and in a predictable and cost effec$ve way. Accuracy of my product record is everything. And I need my team to be able to be produc4ve with no arAficial barriers. Accuracy of the product record is in quesAon when SuperCAD is used in conjuncAon with any BOM management tool. His team’s producAvity is negaAvely impacted as well.
Primary User persona: Ma8, the Mechanical Engineer
I want to be an engineer. I don’t want to spend Dme doing the same thing on two different systems. This is manual, error prone and $me consuming Mad is wasAng 40 hours per product release on the manual upload of item and part data
Persona:
• Un ritrado composito di un gruppo di persone reali, che viene visto come una persona vera.
Brad Responsabile delle Operazioni (VP Of OperaAons).
“Sono costantemente sotto pressione affinche’ il prodotto venga consegnato ai clienti nei tempi stabiliti e con la qualita’ stabilita”. Non dormo bene di notte perche’ so che che il minimo errore potrebbe costarmi la carriera nel caso di un recall.
Personas: personificazione di daA provenienA da una ricerca
Valore: “vivificazione” dei daA
persona vera, che A parla, che ha nome, volto, problemi e necessità, desideri e doveri, punA dolenA
e obiemvi.
E’ una tecnica di modellazione della realta’ esiste indipendentementa da nostro prododo
Persona
Una descrizione PRECISA
The Power of Personas
• Riconoscibile • Internalizzabile • Parlante • I propri occhi • RequisiA e priorita’: the “Why” • Connessioni
• Dev1: “Questo piacerà da maR ai clienD!! “
• Dev 2: “Guarda che MaS non ha bisogno di fare questo perchè ha bisogno di fare quello prima”
• Dev1: “Va beh, ma non sarebbe troppo ganzo?”
• Dev2: “Si, ma facciamo felice MaS prima!”
LIVE INTERVIES
Best • NO focus groups • NO surveys • NO sales interviews only • Potenziali clienA/utenA/buyers nel loro ambiente lavoraAvo
Dangers (paths to “cagata pazzesca”)
• Trying to find an average set of adributes. • Average = “killing” • Use demographics only • Outsource Ownership (one-‐Ame project) • Brainstorming and CreaAvity
Challenges
• Live Interviews • Unavailable customers • Time • Focus
HOW?
LIVE INTERVIEWS!
Come? • Ricerca, assunzioni, elemenA chiave • ParAre con qualcosa (MVP) • Uscire dall’ufficio • Iterare (LOOP) • Mad 1.0 – use it, share it, see if others recognize
him • Iterare (LOOP) • Then magic happens!! You will recognize when
you have nailed down a persona (like in a ficAonal serial killer book)
IngredienA
• Credibilità • Zero opinioni personali • Autorevolezza • Ascoltare e scomporre problemi • Vedere paderns • Ricomporre fedelmente • Iterare (Minimum Viable Persona)
Customer Involvement
Root Problem vs. Symptoms
Conclusione
Iniziare! Valore ← UAlizzo
strumenA di Allineamento, Ricerca, Validazione
Consapevolezza
Minimum Viable Persona
Use the Minimal Viable Persona
Methodology
• Understand the smallest set of info you can use to verify how accurately a Persona describes a market
HOW?
Start
• At the start, all you have is an inkling of a problem, a soluAon, and maybe a customer segment.
• Do not rush to Build a soluAon, Pick a Customer Segment or Business Model
My method (5-‐5-‐100) • Turn what we know today into AssumpAons, Falsifiable
Hypothesis. Including potenAal buyers and their problems, the revenue model etc.
• Understand what you need to ask • Interview them 5 live (round I) • Loop back to improve assumpAons, hypotheses, buyers • See paderns, build learning into the “product” • Rebuild interview quesAons • Interview them 5 live (round II) • … • Close loop • Survey 100 people
Personas
• Ricerca, assunzioni, elemenA chiave • Start with something (MVP where P=Persona) • Test: GET Outside the Building • Iterate – persevere/pivot • Brad 1.0 – use it, share it, see if others recognize him • Iterate – persevere/pivot • Then magic happens!! You will recognize when you
have nailed down a persona (like in a ficAonal serial killer book)
• Brad 2.0 • Survey 100
Details about the persona discovery process
Just like a “Product Requiremnent Document” is not a useful final
deliverable Personas are always work in progress Treat it as a Product, an Experiment
• Persona descripAon must be precise • Personal Goals must be well understood • Can accommodate secondary personas only if that does not violate the primary persona goals
• Usually there is one, 2 is ok, 3 is too much (break problem down)
Prima di tudo…
• Se l’azienda ha varie linee di business e’ bene parAre dall’area piu’ opportuna
• Un certo mercato potrebbe essere troppo vasto per riuscire ad idenAficare una unica buyer persona.
• Focus (align to Vision)
Ricerca (prima, dopo e durante) • Read everything they read • Adend seminars they adend • Monitor conference topics • Talk with Sales people • Gain info from win\loss analysis • Use your website to capture persona info (who looks for what, how much Ame etc)
• Interview them where they work • Interview on the phone • Interview at conferences • Triangulate buyer informaAon from CRM reports
ParAamo
Cominciamo col raggruppare informazioni Un gruppo di persone, rilevante per il ns progedo, che ha cose in comune. Demografiche, di business, responsabilita’, di area di competenza decisionale.
LIVE INTERVIES
• E’ semplicemente il metodo piu’ efficace ed efficiente
• NO focus groups • NO surveys • NO sales interviews only • Abbiamo dedo LIVE INTERVIEW • Potenziali clienA nel loro ambiente lavoraAvo
ElemenA da cadurare
• Priority IniAaAves • Sleep deprivaAon • Success Factors • Perceived Barriers • Buying Process • Decision Criteria • Personal drivers (not hygienic drivers)
Non e’ Facile
• Un giro di interviste deve avere gli stessi obiemvi per poter poi comparare i risultaA e trovare PATTERNS
• L’abilita’ di individuare PATTERNS e’ fondamentale
• Il management deve capire e dare la giusta priorita’ a questa amvita’. Sta a voi!
• ESEMPIO: Mad • Fatelo anche “di nascosto”
Ma non c’e’ un modo piu’ veloce?
• Basta chiedere alle vendite ! • Ma facciamo un focus group! • Facciamo dei gran surveys!
Resist this temptaDon • Surveys are useful when you know what the quesDon is.
• Focus groups can get people to choose the best of three alternaDves.
• But these techniques are OK for validaDng what you already know.
• The buyer persona interview process goes deeper to idenDfy the ques$ons you don’t know.
Learn and deliver at the same Ame • Chi lavora sulla sintesi delle personas vive una forte internalizzazione del mercato adraverso gli occhi del cliente.
• Il processo iteraAvo di rilascio interno e validazione/pivot (pista di indagine) porta lo stesso vantaggo agli altri componetni del team.
• Come se tum fossimo insieme nella squadra invesAgaAva in vari ruoli.
Elements of the persona descripAon
• Title, years in this job, reports to, age, educaAon • CompuAng skills, apps used, frequency and proficiency
• Typical day in the life • A perfect day • Typical interacAon with the product • Top of mind issues * • How rewarded or moAvated * • Personal Goals * • Other (Industry specific info, etc)
Ma cosa e’ veramente importante per loro?
• Where people send their Ame reflects their prioriAes beder than what they say.
• So you can ask a lot on non-‐direct quesAons to figure that out.
• The biggest signal that you've hit on something worth probing is when you find customers spending a lot of Ame or money on clearly inadequate soluAons.
http://blogs.hbr.org/anthony/2012/01/_usually_the_question_comes.html
THE POWER OF PERSONAS
The Power of Personas
• Quando abbiamo la persona “in pugno” accadono cose meravigliose
• The Dev team… – Understands requirements with less detail and specificaAon
– Makes good, reasonable implementaAon decisions independently
– Raises valid concerns and opportuniAes – Stays focused on the real requirements and avoid being sidetracked by edge cases
The Power of personas
• The Product Team understands whether a feature should be implemented for power or ease-‐of-‐use
• The team members will focus on delighAng personas instead of themselves.
The Power of Personas The MarkeAng Team knows what language to use and what topics are more valuable when – WriAng anything in the website – Semng up a campaign – WriAng whitepapers – Organizing events – Design the social plaPorm – Design the content markeAng process and contents. – Create buyer-‐centric content that focuses on educaDng -‐ not selling
• They talk in terms of Brad would want to…. Brad does not care about this! Brad does not know what Single instance mulAple tenant means!!
Management Team
• The Management team understands beder what we are doing and why
• It’s easier to “convince” if needed • Knows we know what we are doing • Knows who they should invite or visit, read about.
• Knows why a painful decision has been made (see Adele’s example)
Magically.. the click!
Decisions become magically easier • Brad does not go to this event, why should we? • Brad hates direct email. He researches soluDons in his professional network
• Brad reads these magazines: we need to be there • Brad does not know about technology. Let’s not bore him to death with that webinar
• Design this other kind of webinar!
No Shortcuts! Overo, come evitare “una cagata pazzesca”
Common misuse of the Personas methodology include:
• Trying to find an average set of adributes. (Average here means “killing” informaAon)
• Making up personas. • Use demographics only and other superficial, non-‐personal data that do not speak, do not tell us anything.
Sources and acknowledgments PragmaAcmarkeAng.com – The Buyer Personas InsAtute The lean Startup, Eric Ries Running Lean, Ash Maurya Management 3.0, Jurgen Appelo The buyer persona insAtute, Adele Ravella The Inmates Are Running the Asylum, Alan Cooper The New Rules of MarkeAng and PR, David Meerman Scod Tuned-‐in, C.Stull, P.Myers, D.Scod Market-‐driven.it, Donato Mangialardo Malcolm McDonald, hdp://www.malcolm-‐mcdonald.com/biog.htm
More Sources • Mary and Tom Poppendiecks • Allan Cooper • joelonsoBware.com • productpersonas.com • Rally soBware • Sinan Si Alhir • Ken Schwaber • Mike Cohn • Dean Leffingwell • Tom Peters • Peter F Drucker • Feature plan • Jeff Padon
Le Personas non si fanno in ufficio!
GET OUTSIDE THE
BUILDING
Suona Familare?
Q&A
Ma quante personas ci sono?
QuanA canvas devo usare se ho N prodom?
Quei riquadri li devo fare proprio tum?
readings
• PragmaAcmarkeAng.com • Silicon Valley Product Management AssociaAon (SVPMA.com)
Business and marketing functions are important as development, deserving an equally rigorous methodology
Steve Blank
Lean Agile Italy How do you distill and crystalize customer and business needs into your “Agile” product development process?
Product Ownership Camp 2013 What are the role and Responsibilities of a Product Owner? Who owns what?
Origin of contents
Catalyst: Fabio Armani @fabioarmani http://www.linkedin.com/in/armani
XPUG-Genova Who is the subject of a user story? Which customer?