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Venture Design Module 4: Designing the Right Product
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Venture Design Module 4: Designing the Right Product

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  • 1. Alex Cowan VENTURE DESIGN V DESIGNING THE RIGHT PRODUCT
  • 2. copyright 2014 Cowan Publishing AGENDA Period Deliverables SESSION I: Achieving Customer Relevance Personas Problem Scenarios-Alternatives-Value Propositions Start Business Model Canvas Storyboards Customer Discovery Venture Design II: Iterating to Success Venture Planning- focal hypotheses, experiments, and minimum viable ‘product’ Venture Design III: Focusing & Validating Venture Progress Review of field work, refinements of approach, planning next steps. Venture Design IV: Engineering Your Business Model Detailing your business model and remaining focal assumptions. Venture Design V: Designing the Right Product Pairing your learnings on personas & hypotheses with high quality, actionable inputs (stories & wireframes) for product development and product validation.
  • 3. copyright 2014 Cowan Publishing DEVELOPMENT Agile Now Waterfall Then
  • 4. copyright 2014 Cowan Publishing AGILE FOUNDATIONS Individuals Interactions > Processes Tools Working software Comprehensive Documentation > Customer collaboration Contract negotiation > Responding to change Following a plan >
  • 5. copyright 2014 Cowan Publishing AGILE FOUNDATIONS USER STORIES DISCUSSION DEVELOPMENT VALIDATION PERSONAS PROBLEM SCENARIOS, ALTERNATIVES PROPOSITIONS
  • 6. copyright 2014 Cowan Publishing AGILE & LEAN validate feature relevance with customers Past collaborate with development Present observe and envision what’s next Future
  • 7. copyright 2014 Cowan Publishing AGILE USER STORES- WHATIS Drafting Stories PERSONAS STORIES Epic Stories Stories Test Cases “As a [persona], I want to [do something] so that I can [derive a benefit]”
  • 8. copyright 2014 Cowan Publishing EXAMPLE: AGILE USER STORIES CHILD STORIES A) “As an HR manager, I want to get a list of topics relevant to an open position from the functional manager so I can set up a relevant and complete quiz for screening.” B) “As an HR manager, I want to browse the quiz banks [of available questions] so I can make sure I’m subscribed to all the necessary topics for my quiz.” C) “As an HR manager, I want to purchase additional quiz banks so I can add additional technical topics to my quizzes.” D) “As an HR manager, I want to create a custom quiz banks so I can add custom questions the functional manager wants to add to the quiz.” E) “As a manager, I want to set the quiz up for a possible recruit to use.” F) “As an HR manager, I want to make the candidates’ scores available to the functional manager, along with the rest of my notes. EPIC STORY ‘As the HR manager, I want to create a screening quiz so that I can understand whether I want to send possible recruits to the functional manager.’
  • 9. copyright 2014 Cowan Publishing EXAMPLE: AGILE USER STORIES EPIC STORY ‘As the HR manager, I want to create a screening quiz so that I can understand whether I want to send possible recruits to the functional manager.’
  • 10. copyright 2014 Cowan Publishing STORYBOARDING AN EPIC ‘As the HR manager, I want to create a screening quiz so that I can understand whether I want to send possible recruits to the functional manager.’
  • 11. copyright 2014 Cowan Publishing EXERCISE- DRAFT AN AGILE EPIC (4 MIN) Draft an epic story (4 min) “As a [persona], I want to [do something] so that I can [derive a benefit]” ‘As the HR manager, I want to create a screening quiz so that I can understand whether I want to send possible recruits to the functional manager.’
  • 12. copyright 2014 Cowan Publishing EXERCISE- DRAFT A STORYBOARD FOR YOUR AGILE EPIC (10 MIN) ‘As the HR manager, I want to create a screening quiz so that I can understand whether I want to send recruits to the functional manager.’ guideline: 3-6 panels
  • 13. copyright 2014 Cowan Publishing EXAMPLE: AGILE USER STORIES CHILD STORIES A) “As an HR manager, I want to browse the banks of available quiz questions, matching them with the skill sets described in an open job recruitment so that I can draft a screening quiz with relevant questions.” B) “As an HR manager, I want to check the quiz topics I’ve selected with Frank the Functional Manager so that I can make sure I have the right topics.” C) “As a functional manager, I want to review, revise and confirm the set of question topics the HR manager has selected so the quiz will be ready to use for first round candidates.” D) “As a manager, I want to increase the limit on how many quiz question ‘banks’ I can use so that I can move ahead with the quiz I’ve formulated.” E) “As a manager, I want to create custom quiz questions so I can add them to my quiz.” F) “As a manager, I want to administer the quiz to a recruit so I can understand where they are on key skill sets needed for the position.” EPIC STORY ‘As the HR manager, I want to create a screening quiz so that I can understand whether I want to send possible recruits to the functional manager.’
  • 14. copyright 2014 Cowan Publishing STORYBOARDING AN EPIC ‘As the HR manager, I want to create a screening quiz so that I can understand whether I want to send possible recruits to the functional manager.’ STORIES: A, B STORIES: C STORIES: D STORIES: F STORIES: G, HSTORIES: E
  • 15. copyright 2014 Cowan Publishing EXERCISE: WRITE INDIVIDUAL STORIES FOR YOUR EPIC & ITS STORYBOARD (10 MIN) CHILD STORIES A) “As an HR manager, I want to browse the banks of available quiz questions, matching them with the skill sets described in an open job recruitment so that I can draft a screening quiz with relevant questions.” B) “As an HR manager, I want to check the quiz topics I’ve selected with Frank the Functional Manager so that I can make sure I have the right topics.” C) “As a functional manager, I want to review, revise and confirm the set of question topics the HR manager has selected so the quiz will be ready to use for first round candidates.” D) “As a manager, I want to increase the limit on how many quiz question ‘banks’ I can use so that I can move ahead with the quiz I’ve formulated.” E) “As a manager, I want to create custom quiz questions so I can add them to my quiz.” F) “As a manager, I want to administer the quiz to a recruit so I can understand where they are on key skill sets needed for the position.” EPIC STORY ‘As the HR manager, I want to create a screening quiz so that I can understand whether I want to send possible recruits to the functional manager.’
  • 16. copyright 2014 Cowan Publishing ABOUT PROTOTYPING Stay focused to the persona and the problem. All solutions are temporary, especially at this stage.
  • 17. copyright 2014 Cowan Publishing PLAY TO YOUR ADVANTAGE AT THE EARLY PHASES AND DRAFT + EXPERIMENT A LOT EXPENSE FLEXIBILITY idea wireframe working design prototype working product working product with a few users working product with lots of users
  • 18. copyright 2014 Cowan Publishing PLAY TO YOUR ADVANTAGE AT THE EARLY PHASES AND DRAFT + EXPERIMENT A LOT EXPENSE FLEXIBILITY idea wireframe working design prototype working product working product with a few users working product with lots of users play to your strengths as as startup/new product in this zone
  • 19. copyright 2014 Cowan Publishing #1 COMMON PROBLEM WITH PROTOTYPING: NOT BEING READY ! THINK SEE FEEL DO PERSONAS Who? X PROBLEM SCENARIOS & ALTERNATIVES What? VALUE PROPOSITIONS & ASSUMPTIONS What if? ! CUSTOMER DISCOVERY & EXPERIMENTS Tell me…? USER STORIES & PROTOTYPES How? Having focal propositions supported by customer discovery is the first prereq. to good prototyping
  • 20. copyright 2014 Cowan Publishing STEP 1: IDENTIFY WHAT YOU NEED & FIND COMP’S Don’t reinvent the wheel. (startup’s have enough risk) Identify the interface elements you need, then find comparables and existing patterns. (ref: bit.ly/protonow)
  • 21. copyright 2014 Cowan Publishing EXAMPLE CASE: BRAND LATTICE Brand identity application for designers and their clients
  • 22. copyright 2014 Cowan Publishing STEP 1: NEEDS & COMP’S NEEDED: sequential process with ability to skip ahead and go back; strong anchor in where you are in the process COMP’S: wizard-type interfaces for shopping and item configuration
  • 23. copyright 2014 Cowan Publishing EXERCISE: IDENTIFY COMP’S NEEDED: What are the key functional elements you need? COMP’S: What existing applications have these? Which ones are best practice? What do you like/not like about them for your purpose? (5 min)
  • 24. copyright 2014 Cowan Publishing EXERCISE: PEER PRESENTATIONS As Presenter As Audience 1) What are the key functional blocks? 2) What are some best practice examples? 3) What do they tell you? What parts do you, don’t you consider applicable? - Focus on the process; avoid editorial - Ask a lot of questions - Think about it like an investor (2 min./ each x 3 students)
  • 25. copyright 2014 Cowan Publishing STEP 2: WIREFRAMING Wireframes are for discussion. Good wireframing tools: - help you color in the lines using existing UI metaphors (scroll bars, drop-down’s, etc.) - are easy to use and uncomplicated - facilitate annotation and discussion
  • 26. copyright 2014 Cowan Publishing WIREFRAMING AT BRAND LATTICE Concept items I did in Balsamiq (wireframing tool)
  • 27. copyright 2014 Cowan Publishing WIREFRAMING AT BRAND LATTICE More detail from design lead (created in Adobe Illustrator)
  • 28. copyright 2014 Cowan Publishing PROTOTYPING AT BRANDOMATIC 1) Photoshop designs from design lead 2) Created concept prototype in Keynote* 3) Finished early user testing * PowerPoint has similar functionality
  • 29. copyright 2014 Cowan Publishing PROTOTYPING AT LARGE Let your key assumptions drive experiments to determine the type of prototype you need Keynote and PowerPoint let you link shapes to slides for basic (fake) interaction There are many prototyping tools that provide for interactive prototypes If you know what you want, just doing static interactions in HTML/CSS/JS isn’t bad (if you have access to that skill set)
  • 30. copyright 2013 Cowan Publishing DOCUMENT YOUR KEY UI/UX ASSUMPTIONS AS YOU GO ALONG Let’s assume. Then test. Let’s not argue
  • 31. copyright 2013 Cowan Publishing EXAMPLE ASSUMPTIONS AND EXPERIMENTS AT BRAND LATTICE Drag and drop isn’t yet in common use. Would users get it? Noted as key assumption and became early focal item in user test
  • 32. copyright 2013 Cowan Publishing ITERATING BASED ON EXPERIMENTAL RESULTS AT BRAND LATTICE 70% of users didn’t get the drag and drop in this version This change in the annotation was enough so they got it
  • 33. copyright 2013 Cowan Publishing THE “MTP” P inimum estable roduct T M
  • 34. copyright 2013 Cowan Publishing PARING AWAY ASSUMPTIONS VIA MTP Tactical assumptions about usability Pivotal assumptions about relevance ExperimentLearn Hypothesize Lean Startup- Style Assumptions
  • 35. copyright 2013 Cowan Publishing EXERCISE (OPTIONAL): BALSAMIQ ON G.APP’S 1: Visit Google App’s for Drive - Go to Google Doc’s (via Gmail, etc. account) - Click on ‘Create’ then see menu at bottom 2: Get the Balsamiq (trial) 3: On the ‘Create’ menu, you’ll now see an optional for Balsamiq Mockup’s
  • 36. copyright 2013 Cowan Publishing EXERCISE: CREATE MOCKUP’S Create a set of wireframes for your epic story, drawing on the comp’s your created as you see fit. (15 min.)
  • 37. copyright 2014 Cowan Publishing EXERCISE: PEER PRESENTATIONS As Presenter As Audience 1) Review the epic. 2) How might the user navigate the system through these steps? 3) What do you think will be the most challenging parts of creating a good UI? - Focus on the process; avoid editorial - Ask a lot of questions - Think about it like an investor (5 min./ each)
  • 38. copyright 2013 Cowan Publishing BEING RELEVANT, LOOKING GOOD Four phases to branding: Strategy Creation Expression Stewardship What is the company (or product) about? - Starting point: your positioning statement from session 1 - Bear in mind your customer storytelling: personas, problem scenarios, propositions - You can create a brand strategy moodboard on brandlattice.com in about 10 minutes
  • 39. copyright 2013 Cowan Publishing BEING RELEVANT, LOOKING GOOD Four phases to branding: Strategy Creation Expression Stewardship What is does this company (or product) look like? - CONSISTENCY IS THE #1 MOST IMPORTANT PART OF YOUR VISUAL COMMUNICATION - Take 20 minutes and create a style guide: bit.ly/3tostyleguide
  • 40. copyright 2013 Cowan Publishing BEING RELEVANT, LOOKING GOOD Four phases to branding: Strategy Creation Expression Stewardship How do we apply our brand strategy to (front end, business cards, website, etc.)? - Now this is (relatively) easy! Just use your style guide and any prior applications you have
  • 41. copyright 2013 Cowan Publishing BEING RELEVANT, LOOKING GOOD Four phases to branding: Strategy Creation Expression Stewardship How do we keep this program strong? - Maintenance, etc. (not important for us here)
  • 42. copyright 2014 Cowan Publishing WHERE ARE YOU NOW? MVP Nascent Product-Market Fit(?) Scale PIVOTAL ASSUMPTIONS PRODUCT ORG. PARTNERS, CHANNELS Founders N/A Probably too soon Test, revise, test... MVP Customer dev. team Probably too soon Validated- now tactical Focus: efficiency, extension Full functional organization Yeah, maybe? Validated- now tactical What would a startup do?? Scalable organization Yeah, definitely!
  • 43. copyright 2014 Cowan Publishing AGENDA Period Deliverables SESSION I: Achieving Customer Relevance Personas Problem Scenarios-Alternatives-Value Propositions Start Business Model Canvas Storyboards Customer Discovery Venture Design II: Iterating to Success Venture Planning- focal hypotheses, experiments, and minimum viable ‘product’ Venture Design III: Focusing & Validating Venture Progress Review of field work, refinements of approach, planning next steps. Venture Design IV: Engineering Your Business Model Detailing your business model and remaining focal assumptions. Venture Design V: Designing the Right Product Pairing your learnings on personas & hypotheses with high quality, actionable inputs (stories & wireframes) for product development and product validation.
  • 44. copyright 2014 Cowan Publishing FULL CIRCLE ! THINK SEE FEEL DO PERSONAS Who? X PROBLEM SCENARIOS & ALTERNATIVES What? VALUE PROPOSITIONS & ASSUMPTIONS What if? ! USER STORIES & PROTOTYPES How? Scale? PRODUCT & PROMOTION / CUSTOMER DISCOVERY & EXPERIMENTS Tell me…? Pivot?
  • 45. copyright 2014 Cowan Publishing FULL CIRCLE ! PRODUCT & PROMOTION USER STORIES & PROTOTYPES Did the implementation deliver on the story? / CUSTOMER DISCOVERY & EXPERIMENTS How did the customer/user react? VALUE PROPOSITIONS & ASSUMPTIONS ! Was the implemented story relevant to the proposition? X PROBLEM SCENARIOS & ALTERNATIVES Is problem relevant? Is the proposition better vs. alternatives? THINK SEE FEEL DO PERSONAS Do we understand this person? What makes them tick?
  • 46. copyright 2014 Cowan Publishing FINI www.alexandercowan.com/venture-design bit.ly/venturedesign http://bit.ly/alexGAJune acowan@alexandercowan.com @cowanSF On a scale of 1-10 (10 most likely), how likely would you be to recommend the class to someone working on new products? What city/area are you coming from? How did you find out about the class? REVIEW Advice for the next cohort of students? Please add your Twitter handle or email if you don’t mind being quoted (but feel free to omit) FUTURE STUDENTS