denver startup week: product management from the trenches
DESCRIPTION
TRANSCRIPT
Product Management from the Trenches
September 16, 2014
#DENStartupWeek
Title Sponsors
Tech Track Sponsor
Partner Sponsors
Member Sponsors
Format• Your Speakers
• Raviv Turner (TapInfluence, Boomtown)• Greg Lyon (Twitter, Gnip)• Adam Tornes (Twitter, Gnip)• Sean Porter (FullContact, Eventbrite)
• QA AFTER presentations
• Learn More at the Boulder Product Meetup:meetup.com/Boulder-Product-Meetup/
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CREATING,MAINTAININGANDPRIORITIZING
APRODUCTROADMAP
DenverStartupWeek
Sep.16,2014
@ravivturner
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ABOUTME13YRofProductManagementExperience
Product&UXConsultant(Boomtown,TechStars)
VPProduct,TapInfluence
Co-Founder&CEO,Guerillapps
CEO,NYKB
ProductManager,ZoeInteractive
MPS,NewYorkUniversityITP
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PRODUCTROADMAP:INSIDE-OUT
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WHYCREATEAROADMAP?
Astrategiccommunicationtool
Deliveraproductstrategy
Achievebusinessgoals
Prioritizecustomerandbusinessvalue
Alignproductstakeholders
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HOWTOCREATEAROADMAP?
CustomerContact
CustomerInterviews
CommunityForums
CustomerSupport(ZenDesk)
In-ProductFeedback(Qualaroo)
UsageData-arecustomersusingthefeaturesyou've
developed?Healthmetrics(Evergage)
ProductStrategy-yourlong-termstrategicvisionforthe
product
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MAINTAINAROADMAP
Source: April2013Atlassian
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MAINTAINAROADMAP(CONT.)
Source: April2013Atlassian
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VALUE/EFFORT=PRIORITY
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Source: ,June2012BruceMcCarthy,Reqqs
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PRIORITIZEBYBUSINESSGOALS:AARRR
Acquisition-featurestowinnewusers
Activation-featurestoconvertusers(paid,upgrade)
Retention-featurestobringusersback
Revenue-featurestomonetizeusers
Referral-featuresforuserstorefernewusers
*Recommendedreading:DaveMcClure's StartupMetrics4Pirates
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PRIORITIZEBY3XFEATUREBUCKETS
CustomerRequests
MetricsMovers
Customerdelight
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OPPORTUNITY=
IMPORTANCE+(IMPORTANCE-SATISFACTION)
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YOUCAN'TJUST80/20EVERYTHING
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PRIORITIZE:THEKANOMODEL
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THEKANOMODEL-BASICFEATURES
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THEKANOMODEL-PERFORMANCEFEATURES
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THEKANOMODEL-DELIGHTFEATURES
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THEKANOMODEL-KEYTAKEAWAYS
Getthebasicsrightfirst
Investinperformancefortherightusers(yourtarget
customers)
Providingdelightrequiresaverygoodunderstandingofyour
customersthroughresearch
Continuousassesment-customerexpectationconstantly
changesandincreases
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ROADMAPEXAMPLES
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ROADMAPEXAMPLES(CONT.)
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ROADMAPEXAMPLES(CONT.)
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PUBLICVS.PRIVATEROADMAP
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PUBLICVS.PRIVATEROADMAP(CONT.)
Transparencyvs.confidentiality
Planvs.commitment
BlueOceanvs.RedOcean
Qualifyingtherightcustomers
*Myadvice:keeptwoversions,shareonlythevisionifyoumust
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DISCUSSION
ThankYou!
@ravivturner
WORKING WITH CUSTOMER
STORIES Greg Lyon @lyongreg
Product Manager, Twitter
ABOUT ME
Education Consulting Product
WHAT IS A CUSTOMER STORY?
As a <Role>, I want to <Action>, so that <Benefit>.
Captures the who (role), what (action), and why (benefit) of a business need.
A discreet chunk of work that can be completed and tested in an iteration or dev cycle.
IS NOT:a use casea requirements specan implementation detail
3 THINGS I’VE LEARNED
1. Seek the customer’s voice
2. Force the conversation
3. Recognize where stories fall short
SEEK THE CUSTOMER’S VOICE
Write the story from the perspective of the customer that brings value to your business.
As a customer, I want to pay online so that I don’t have to mail in a check every month.Use qualifiers as an extra
opportunity to add context (e.g., prospective customer).
Ensures clean, straight lines between the actions you take and what customers want from you.
As a developer, I want to integrate with Stripe so that my app can accept credit card payments.
❌
✅
FORCE THE CONVERSATION
Stories intentionally lack technical details. Discuss them during planning.
As a customer, I want to pay online so that I don’t have to mail in a check.
Over-documentation is not an excuse for skipping the conversation.
Determine when a story is too large and needs to be broken down into smaller stories.
• Can any customer role pay for an account?
• Are we supporting all credit cards?
• What payment processing platform could we use?
• Can this work be completed in an iteration?
As a customer account admin, I want to pay online with a Visa credit card so that I don’t have to mail in a check.✅
RECOGNIZE WHERE STORIES FALL SHORT
Recognize technical tasks and treat them as such.
As a customer, I want the team developing the web application I use to order flowers online to bootstrap a new machine in their review environment so that they can begin work on developing a new feature that I might use some day.
Stories often overlook non-functional requirements that are critical to success.
Don’t be afraid to change stories, even (gasp!) mid-iteration.
As a customer, I want the website to have a good design so that it’s easy to use.
Agile is responding to change over following a plan.
THANKS!@lyongreg
PRESENTED BY
Roles, Responsibilities & Expectations
Adam Tornes 9/16/2014
About Adam
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What is the most important quality of a successful product-engineering
relationship?
TRUST
Expectations
5
o Do What you Say
o Meet Commitments
o Build Reliable Software
o Build it the right way
o Protect and insulate Engineering
o Build the Right Things
That’s great, but how are responsibilities shared in this relationship?
Question 1. Which engineers / engineering teams will do
the work? 2. Who am I building this for?
Answer 1. Engineering/Engineering Management 2. Product
WHO
Question o What features and products need to be
developed? o What is the desired user experience?
Answer o Product
WHAT
Questions 1. When should it be worked on? 2. When will it be done by?
Answers 1. Product 2. Engineering
WHEN
Questions o Why do we need to build it? o Why is this important? o Why does it need to behave this way?
Answer o Product
WHY
Questions o How should we go about building it? o What technologies should we use?
Answer o Engineering
HOW
PRESENTED BY
www.twitter.com
Adam Tornes
@atornes [email protected]
Boulder Product Meetup: http://bpmm.co
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The 5 Dysfunctions of a Progineering Team
Hi, I’m Sean
What do PMs REALLY do?
Customer Focus
Product Design
Analysis & Synthesis
Strategy & Vision
Technical Skills
Communication
Action Oriented
Prioritization
Project Management
Leadership
Design a great product Ship it
taken from The Art of Product Management
Product
Engineering
More Specifically…
Engineers blow up planets, chop off hands with lightsabers, and
kill people with their minds.
PMs are kinda like fish.
Dysfunction #1 Absence of Trust
• Bad attitudes in scrum
• Grudges
• Weaponized Process
How to Fix
• Freedom to be vulnerable
• Freaky Friday
• Beer
Dysfunction #2 Fear of Conflict
• People thinking things are dumb but not saying it
• Politics!
• Boring Meetings
How to Fix
• People are always respected. Ideas are subject to debate.
Dysfunction #3 Lack of Commitment
• Analysis Paralysis
• Ambiguity
• Fear of Failure
How to Fix
• Manage Your Product, Manager
• Deadlines
• User Testing via Hangouts
Dysfunction #4Avoidance of Accountability
• Not hitting dates (specs, code, etc)
• Mediocrity
How to Fix
• Define standards (Good PM / Bad PM)
• Team Rewards
Dysfunction #5 Inattention to Results
• Doesn't get better
• Product Sucks
• Great People Leave
How to Fix
• Stats, OKRs, Batting Averages
• Results-based Rewards
Thanks!
[email protected]@seannui
Photo Credits
https://www.flickr.com/photos/st3f4n/5542624188/in/photostream/ http://saeriellyn.deviantart.com/art/Mural-Death-Star-Explosion-143155789