Superfast product development

1. www.attensi.com Superfast product development Marthe Prestegaard – Product manager uxdx Oslo/Stockholm 2020
2. ATTENSI
3. B2C: focus a lot on acquisition and retention per user Source: ASTD.s 2013 State of the industry report Source: The Forrester Wave™: Enterprise Health Clouds, Q3 2019
4. In B2B SaaS the buyer is often not the user 33 % Technology-based training 61 % Instructor-led training 6 % Gamified training Source: ASTD.s 2013 State of the industry report Source: The Forrester Wave™: Enterprise Health Clouds, Q3 2019
5. From … to….
6. 2 designers 50% 2 frontend 1 full-stack 1 backend 10-50% 1 product manager, also team lead
7. Superfast – at the expense of what?
8. Mental models for the product manager
9. ATTENSI
10. ATTENSI VERSION 1: Semi-automatic excel reports distributed weekly or monthly
11. ATTENSI VERSION 2: Embedded PowerBI report updated daily
12. ATTENSI VERSION X: Custom design and development? Team A Team B
13. “It moves fast, biggest challenge is feeling we’re always just ahead of development” “Need to take a lot of ownership when implementing and work with designers” “Need to build trust: with customers, sales and management so you have freedom, with team so they run fast, but speak up at the right time” “We always have a clear sprint goal, and work together on finding the sweet spot for when it’s good enough”
14. ATTENSI We are GAME CHANGERS We are SUPER FAST We are PEOPLE POWERED
15. SUPERFAST PRODUCT DEVELOPMENT – 3 KEY TAKEAWAYS Small and quick iterations makes you faster Find the value/effort sweet spot1 Trust the team: hire for autonomy and adjust way of work to context and people 2 3
16. www.attensi.com THANK YOU! marthe.prestegaard@attensi.com

Editor's Notes

A few background for context:
Company size
B2B – not B2C
Team size / product maturityu
https://www.paldesk.com/aarrr-pirate-metrics/
Dave McClure in 2007

B2c: fokusere på en ting og gjøre det bra, fange inn folk og få de gira på å returnere
B2b: long term, hvis vi hører noe på tvers, så ser vi hvordan vi kan gjøre det, hvis det passer I strategi/visjon. Eks kalender, skal ikke erstatte outlook
We’re changing a market to game-base simulations – get the same companies and people to think and act differently
“existing” market, customers are used to “feature tick-off” in purchasing decisions
Enterprise software purchasing is slower, established feature requirements (the more the better)

THE US MARKET ALONE IS over 160 billion dollars.
Where the gamification segment alone represents close to 10 billion dollars.
In addition we believe that there is a huge potential in gaining shares also from the two other segments.
Growing quite fast recent years. Founded in 2012, we’re now over 100 people, almost doubled in a year’s time – the only constant thing is change, meaning how we work and organize ourselves is very much a function of us growing28 tech
We’re not a startup anymore
Benefit of web: quick and continuous. NB! Affects all customers, bigger f**-up potential

https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.pinterest.com%2Fpin%2F512143788871750640%2F&psig=AOvVaw07DV6EI1F2QnDCV9S9MVt1&ust=1584003464775000&source=images&cd=vfe&ved=0CAIQjRxqFwoTCJDI1fKGkugCFQAAAAAdAAAAABAJ
This model is classic project management, and it illustrates that you can’t change one of them: time, cost, scope, quality, and get the same result, without changing one of the others. As an example, it would mean that you can get it faster, without throwing more resources on it, reducing the scope, or lowering the quality
Cost = resources: 2 pizza team
Time: faster iterations means quicker and better learning, want to keep 2 week sprints
Quality: better term here could be tech debt
Scope is the only thing you should work with
Be hypothesis driven in product development and work
Create iteratively
Focus feature development on minimum viable product
Think long term, act short term

1
Example customer delight -> my job as product manager
ProductTank article by Martin Eriksson https://www.mindtheproduct.com/using-the-kano-model-to-prioritize-product-development/
Lesson 4: Find and focus on sustainable delighters that truly differentiate your product and continue to deliver customer satisfaction over time.
2?
3
4. Internal model
NB! Need to know the customer/user well!
Example 1:
Early prototyping and iteration was about what can we deliver with the dedicated team in a timeline that both we and customer were happy with.
Used 1 sprint to plan and commit to customer. 1 big milestone after 2 sprints – delivered as planned. 2nd big milestone after . Even ended up a bit ahead of plan for last milestone – no one worked overtime
Example 2:
Customers are getting quite detailed excel reports today, in a way a first prototype
Instead of building everything from the ground up, and needing a development team to experiment with visual representations, calculations, etc., we have made a frame for a data analyst to experiment, no developers neededhow to recognize delight: user testing, “wow”, “that is awesome”. Quick GO to test with all managers
https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.pinterest.com%2Fpin%2F512143788871750640%2F&psig=AOvVaw07DV6EI1F2QnDCV9S9MVt1&ust=1584003464775000&source=images&cd=vfe&ved=0CAIQjRxqFwoTCJDI1fKGkugCFQAAAAAdAAAAABAJ
Ikke superfast på bekostning av gamechanger, og hadde ikke gått hvis vi ikke var people powered

People powered: tar til øre for input
Pm: handler ikke om å ha hele planen klar

Designer:
Utfordring, går fort, føler at ligger rett foran utvikler/oppi
Men betyr at vi er veldig resultatorientert
På sprint: klart mål om hva vi har lyst til å gjøre, og et cut-off point
Kan alltids perferksjonere, godt nok for nå, men så går vi videre
For å være rask, så må man ha et tydleig mål om hva man vil oppnå
Hvis for stor ide, for visjon only, blir alle sittende og utforske
MVP, eller I hvert fall et mål, lettere å jobbe mer samkjørt
In my company, we have 3 internal values, where one of the is superfast. From designer: not superfast at the expense of being gamechangers. only reason we can be superfast, is that we are people powered at our core: we trust people
Find the right balance between “right decision” and a “quick decision” (Validate the insights with additional data sources, Maturity of product and market will influence what is the right data to consult). Making a decision will give you more data
Iterations make you faster
“Hire for independence” (self-driven, think for themselves, take initiative. and trust your team (can’t be superfast and gamechanging without people powered)

Just because you have data, it doesn’t mean you’ll make the right decision
Triangulate data
Maturity of product and market will also influence what type of data you have and should use

, Find the right balance between “right decision” and a “quick decision”

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