Product Development basics for software. From manifesto to sprints via requirements and specifications.

1. PRODUCT DEVELOPMENT
(for a Software Machine)

2. 10.000FT

3. THE DREAMING TREE
Product Releases
Product Principles
Manifesto
Product Opportunities
Roadmap
Product Minor Releases
Mission
Strategy
Objective
s
Intermission
s
Updates

4. PRODUCT TOP DOWN FLOW
Product Opportunities
Roadmap
Product Principles
Manifesto
Strategic Product Planning
Roadmap
Product
discovery

5. MANIFEST!
1.000 Manifestos: http://www.1000manifestos.com/list

6. PRODUCT MANIFESTO
• Publicly declares the product's principles, beliefs and intentions
• Inspires the final customer, internal team and product’s own functionalities
• Prioritizes the product main elements, thus helping to identify and separate
essential from incidental; strategic from tactical
• Clearly states why the product exists
The Product Manifesto by SVPG

7. MANIFESTS
• The Internet is an integral part of modern life–a key component in education,
communication, collaboration, business, entertainment and society as a whole.
• The Internet is a global public resource that must remain open and accessible.
• The Internet should enrich the lives of individual human beings.
• Individuals’ security on the Internet is fundamental and cannot be treated as
optional.
• Individuals must have the ability to shape their own experiences on the Internet.
• The effectiveness of the Internet as a public resource depends upon
interoperability (protocols, data formats, content), innovation and decentralized
participation worldwide.
• Free and open source software promotes the development of the Internet as a
public resource.
• Transparent community-based processes promote participation, accountability,
and trust.
• Commercial involvement in the development of the Internet brings many
benefits; a balance between commercial goals and public benefit is critical.
• Focus on the user and all else will follow.
• It’s best to do one thing really, really well.
• Fast is better than slow.
• Democracy on the web works.
• You don’t need to be at your desk to need an answer.
• You can make money without doing evil.
• There’s always more information out there.
• The need for information crosses all borders.
• You can be serious without a suit.
• Great just isn’t good enough.

8. PRODUCT OPPORTUNITIES
How your products and services will deliver value to the defined
customer segment(s) by creating gains and/or relieving their pains

9. PRODUCT PLANNING
Define the problem you are trying to solve for users, the business opportunities
that exist to solve the problems, and the core competencies that will help you
make the solution a success
Problem - Solution frame Persona Customer Journey Map
Requirements Gathering

10. PRODUCT PLANNING – REQUIREMENTS
GATHERING
A requirement is simply a short statement of the problem
Suggested format:
[Persona] has [problem] with [frequency]
Product Requirements
Product managers explore the problem, not the solution at this stage.
Design team understands the context of the problem.

11. PRODUCT PLANNING – REQUIREMENTS
GATHERING
Benchmark for well-written requirements:
• Is there a clear definition of the user(s)?
• Do I understand their problem / what they are trying to achieve?
• Do I have supporting documentation that provides the context about the
persona and their problems so that I clearly understand how to design a
solution to their problem?

12. PRODUCT PLANNING – REQUIREMENTS
GATHERING
Requirements vs. Specifications
Requirement: short statement of the problem
Specification: how to solve the problem

13. PRODUCT OPPORTUNITIES – ROADMAP
A plan of action for how a product or solution evolves over time.
It’s a communication tool that helps communicate where you are, where you
are heading and how you expect to get there. Roadmaps should detail a
high-level product vision and highlight basic prioritization for everyone in
your organization, and customers too.
Understand customer
needs and pain points
Understand competitive
environment – what they
do well, what they don’t
Prioritization
Strategic
alignment
Returnon
investment
Abilityto
execute
Prioritized
roadmap

14. PRODUCT OPPORTUNITIES – ROADMAP
Best practices:
1. Identify key stakeholders
2. Prepare list of questions, tailor per different group of stakeholders
3. Gather requirements and expectations (vision!)
4. Prepare a matrix of questions and answers
5. Convert answers into key takeaways
6. Cost them and probably split into 3 sets: short (within 6 months),
middle (6-12 months), long term 12+ months
7. Score each of the key points
8. Prioritize

15. PRODUCT PLANNING – REQUIREMENTS
GATHERING
If you are using AGILE (you should be): "as a 'role,' I want to 'perform an
activity,' so that I can 'achieve a goal’”
+ acceptance criteria*

16. PRODUCT PLANNING - NEEDS vs. FEATURES

17. PRODUCT PLANNING - NEEDS vs. FEATURES

18. PRODUCT DISCOVERY - BRAINSTORMING
Tech filter starts here
Ideation Prioritization

19. PRODUCT DISCOVERY – FLOW AND
WIREFRAME
Flow charting and wire framing
Start Functional Specifications: “A functional specification describes how a
product will work entirely from the user’s perspective. It doesn’t care how the
thing is implemented. It talks about features. It specifies screens, menus,
dialogs, and so on.”

20. PRODUCT EXECUTION – FUNCTIONAL SPECS
High fidelity mockups that
incorporate visual design to
implement intended solutions
Sample: http://www.joelonsoftware.com/articles/WhatTimeIsIt.html
Detailed flowcharts from user's
perspective. With features
descriptions along with screens,
menus, dialogs, and error
specifications.

21. PRODUCT EXECUTION – TECHNICAL SPECS
Must read: http://c2.com/cgi/wiki?TechnicalSpecification
A technical specification describe the internal implementation of the program.
It talks about software architecture, data structures, relational database
models, choice of programming languages and tools, algorithms, etc.
Good technical specification can be as simples as Functional Specifications
that follow a particular SoftwareArchitecture that has been chosen to guide the
solution.
Generally you have to decide things like:
• Communication protocols, availability, SLAs etc.
• Management structure, reporting structure, budgets, conflict resolution
• Source code control, bug tracking, builds, testing, release policies, etc.
• Software methodology, coding standards, languages, OSs, etc.
• Frameworks, message passing, logging, which libraries to use, etc.
• Resource management, memory management, etc.
• System startup, configuration, monitoring, licensing, contingency, backup,
etc.
• Application architecture
• …..

22. FROM PLANNING TO EXECUTION – ZOOM OUT

23. THE PRODUCT MANAGER
AKA: PRODUCT CEO
For product managers to succeed, there needs to be an executive mandate
and company-wide understanding that even though everyone gets a voice,
product decisions ultimately reside with product managers.
Making It Right: Product Management For A Startup World - http://amzn.to/1TPlDyX

24. MIND THE GAP!
Image credit

25. PRODUCT DEVELOPMENT PROCESS
OVERVIEW
Product Planning
Product Execution
Product Discovery

26. Astella is a Latin root that originated the words
atelier and estaleiro (shipyard); a place where
great heroes are made, through science and art.

27. AGILE OVERVIEW

29. Discover
Design
Develop
Test
Business
Requirements
Technical
Design
Coding
Testing
ClientOk
Launch
WATERFALL METHOD TEMPLATE

30. AGILE METHODOLOGY LOOP

31. http://agilevideos.com/videos/why-agile-methods-business-value-roi/

33. Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Twelve Principles of Agile Software

36. 15-30
days
24
hours
Product Backlog
Sample text
Sprint Backlog
Sample text
Sprint
Daily Scrum
Sample text
Sample text
Sample text
Working increment
of the product
SCRUM PROCESS
Deliverable

37. …………..
1 2 3 n

40. ConfirmationBasket Delivery details
Existing customer
New customer
GOAL: TO BUY THE ITEMS IN MY BASKET
Add product
to basket
List of selected
items and
quantities
Edit basket
Select
checkout
option
Login
Enter name
and email
address
Enter address
Select save
name and
address
Add new name
and address
New or existing Payment
Enter credit
card details
Notes
Several existing customers find it easier to
checkout as a new customer as they don’t
remember their username and password and
find managing address fiddly. We should aim to
make this much simply with the next release
and enhance the process for repeat customers.
Confirm

41. SCRUM TASK BOARD TEMPLATE
Company name
Stories To Do In Progress Testing Done
This is a sample
text. Replace it
with your own
text.
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text. Replace it
with your own
text.
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text. Replace it
with your own
text.
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text. Replace it
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text.
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text. Replace it
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text.
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text. Replace it
with your own
text.
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sample text.
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sample text.
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sample text.
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sample text.
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sample text.
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sample text.
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sample text.
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sample text.
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sample text.
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sample text.
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sample text.
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text. Replace it
with your own.
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text. Replace it
with your own
text.
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text. Replace it
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text.
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text. Replace it
with your own
text.

42. KANBAN POWERPOINT TEMPLATE
Company name
BACKLOG SELECTED DONE
DEVELOPMENT
ONGOING DONE
TESTING
ONGOING DONE
DEPLOYM
ENT
T1
T2
T3
T4
T1
T2
T6
T7
S1
S2
S6
S7
S6
S7
S6
S7

43. http://www.cognizant.com/InsightsWhitepapers/Kanban-as-a-Tool-in-the-Agile-Toolbox.pdf

45. The formula is: D = V * T
It reads as: DONE Features = Velocity multiplied by Time
http://agilefromthegroundup.blogspot.it/2009/09/done-features-equals-velocity.html

47. Astella is a Latin root that originated the words
atelier and estaleiro (shipyard); a place where
great heroes are made, through science and art.