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Product Development
Diogo Teles - @diogocteles
Head of Product
/
The Beginning
/ 2Copyright © Faber Ventures - Confidential
/
“ If you wish to make an apple pie from scratch, you must
first invent the universe ”
Carl Sagen
The Problem
/ 3Copyright © Faber Ventures - Confidential
/
“Don’t mistake speed for precocity: the world doesn’t need
wrong answers in record time.”
The Market
/ 4Copyright © Faber Ventures - Confidential
/
Size + Competiveness + Fuckedupness = Ready to
Disruption Factor
The Technology
/ 5Copyright © Faber Ventures - Confidential
/
Global availability + Defendability + Hard To Implement =
Science Fiction Index
Small Market
+
Easy To Implement
Big / Competitive
Market
+
Easy To Implement
Small Market
+
Hard To Implement
Big / Competitive
Market
+
Hard To Implement
Ready to Disruption Factor
Science Fiction Index
/
/ 6Copyright © Faber Ventures - Confidential
The Problem
/ 7Copyright © Faber Ventures - Confidential
/
“ Don’t be the pike ”
Tom Hulme
A Story
/ 8Copyright © Faber Ventures - Confidential
/
“We need stories to reach facts”
Copyright © Faber Ventures - Confidential / 9
Who are the personas?
What is the role of each persona on the discovered problem?
What are the main pain points?
/
No Assumptions
/ 10Copyright © Faber Ventures - Confidential
/
“ Apostas são as mães de todas as cagadas! “
My Grandmother
/
/ 11Copyright © Faber Ventures - Confidential
Solution
/ 12Copyright © Faber Ventures - Confidential
/
Define a one liner value proposition!
Feature Definition
/ 13Copyright © Faber Ventures - Confidential
/
Feature
Prioritization
/ 14Copyright © Faber Ventures - Confidential
/
This guy has a brilliant method. Oh Well a good method.
To be fair its just a method.
Copyright © Faber Ventures - Confidential / 15
User interest
How important is this feature to the user?
Development effort
How hard is it to develop?
Business importance
Is this feature killer for the business?
/
MVP Definition
/ 16Copyright © Faber Ventures - Confidential
/
“So what if we started pushing “Minimum Lovable
Products” into the world?”
Define Key Metrics
/ 17Copyright © Faber Ventures - Confidential
/
“ You are what you measure “
Go-To-Market
/ 18Copyright © Faber Ventures - Confidential
/
If you pay for it, you are not doing it right!
Test the MVP
/ 19Copyright © Faber Ventures - Confidential
/
It doesn’t need to look pretty, it just needs to WORK!
/
/ 20Copyright © Faber Ventures - Confidential
Feedback,
Feedback and
more Feedback
/ 21Copyright © Faber Ventures - Confidential
/
Conclude and
React
/ 22Copyright © Faber Ventures - Confidential
/
Metrics + Distribution Channels + Costumer Satisfaction =
Great Success
Roadmap and
Long Term Vision
/ 23Copyright © Faber Ventures - Confidential
/
“ I have a dream. Oh and btw this is my plan to get there.
“
Build your
investment deck
/ 24Copyright © Faber Ventures - Confidential
/
Copyright © Faber Ventures - Confidential / 25
Problem
Solution
Market Size
Competition
Confirmed Value Proposition
Validated Metrics
/
Copyright © Faber Ventures - Confidential / 26
Validated Go-To-Market Strategy
Product Roadmap
Long Term Vision
A solid and build upon real metrics financial plan
/
“ This is not good enough, just
take it to the back of the barn
and shoot it ”
/
/ 27Copyright © Faber Ventures - Confidential

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Faber Ventures from Idea to MVP

  • 1. Product Development Diogo Teles - @diogocteles Head of Product /
  • 2. The Beginning / 2Copyright © Faber Ventures - Confidential / “ If you wish to make an apple pie from scratch, you must first invent the universe ” Carl Sagen
  • 3. The Problem / 3Copyright © Faber Ventures - Confidential / “Don’t mistake speed for precocity: the world doesn’t need wrong answers in record time.”
  • 4. The Market / 4Copyright © Faber Ventures - Confidential / Size + Competiveness + Fuckedupness = Ready to Disruption Factor
  • 5. The Technology / 5Copyright © Faber Ventures - Confidential / Global availability + Defendability + Hard To Implement = Science Fiction Index
  • 6. Small Market + Easy To Implement Big / Competitive Market + Easy To Implement Small Market + Hard To Implement Big / Competitive Market + Hard To Implement Ready to Disruption Factor Science Fiction Index / / 6Copyright © Faber Ventures - Confidential
  • 7. The Problem / 7Copyright © Faber Ventures - Confidential / “ Don’t be the pike ” Tom Hulme
  • 8. A Story / 8Copyright © Faber Ventures - Confidential / “We need stories to reach facts”
  • 9. Copyright © Faber Ventures - Confidential / 9 Who are the personas? What is the role of each persona on the discovered problem? What are the main pain points? /
  • 10. No Assumptions / 10Copyright © Faber Ventures - Confidential / “ Apostas são as mães de todas as cagadas! “ My Grandmother
  • 11. / / 11Copyright © Faber Ventures - Confidential
  • 12. Solution / 12Copyright © Faber Ventures - Confidential / Define a one liner value proposition!
  • 13. Feature Definition / 13Copyright © Faber Ventures - Confidential /
  • 14. Feature Prioritization / 14Copyright © Faber Ventures - Confidential / This guy has a brilliant method. Oh Well a good method. To be fair its just a method.
  • 15. Copyright © Faber Ventures - Confidential / 15 User interest How important is this feature to the user? Development effort How hard is it to develop? Business importance Is this feature killer for the business? /
  • 16. MVP Definition / 16Copyright © Faber Ventures - Confidential / “So what if we started pushing “Minimum Lovable Products” into the world?”
  • 17. Define Key Metrics / 17Copyright © Faber Ventures - Confidential / “ You are what you measure “
  • 18. Go-To-Market / 18Copyright © Faber Ventures - Confidential / If you pay for it, you are not doing it right!
  • 19. Test the MVP / 19Copyright © Faber Ventures - Confidential / It doesn’t need to look pretty, it just needs to WORK!
  • 20. / / 20Copyright © Faber Ventures - Confidential
  • 21. Feedback, Feedback and more Feedback / 21Copyright © Faber Ventures - Confidential /
  • 22. Conclude and React / 22Copyright © Faber Ventures - Confidential / Metrics + Distribution Channels + Costumer Satisfaction = Great Success
  • 23. Roadmap and Long Term Vision / 23Copyright © Faber Ventures - Confidential / “ I have a dream. Oh and btw this is my plan to get there. “
  • 24. Build your investment deck / 24Copyright © Faber Ventures - Confidential /
  • 25. Copyright © Faber Ventures - Confidential / 25 Problem Solution Market Size Competition Confirmed Value Proposition Validated Metrics /
  • 26. Copyright © Faber Ventures - Confidential / 26 Validated Go-To-Market Strategy Product Roadmap Long Term Vision A solid and build upon real metrics financial plan /
  • 27. “ This is not good enough, just take it to the back of the barn and shoot it ” / / 27Copyright © Faber Ventures - Confidential

Editor's Notes

  1. . Nada se cria tudo se transforma.  . Estudar mercados.  . Think the future.  . Estejam sempre mas sempre atentos ao que vos rodeiam, o diabo está nos detalhes.
  2. . Nada se cria tudo se transforma.  . Estudar mercados.  . Think the future.  . Estejam sempre mas sempre atentos ao que vos rodeiam, o diabo está nos detalhes.
  3. . Nada se cria tudo se transforma.  . Estudar mercados.  . Think the future.  . Estejam sempre mas sempre atentos ao que vos rodeiam, o diabo está nos detalhes.
  4. . Nada se cria tudo se transforma.  . Estudar mercados.  . Think the future.  . Estejam sempre mas sempre atentos ao que vos rodeiam, o diabo está nos detalhes.
  5. . Nada se cria tudo se transforma.  . Estudar mercados.  . Think the future.  . Estejam sempre mas sempre atentos ao que vos rodeiam, o diabo está nos detalhes.
  6. . Nada se cria tudo se transforma.  . Estudar mercados.  . Think the future.  . Estejam sempre mas sempre atentos ao que vos rodeiam, o diabo está nos detalhes.
  7. - Depois dos use cases, definir pontos comuns, entender quais são os problemas e necessidades de cada actor. - Desenhar uma solução para cada um deles.  - Definir uma solução unificada se possível - Validar a solução com alguns utilizadores, sempre seguindo um processo socrático.
  8. - Depois dos use cases, definir pontos comuns, entender quais são os problemas e necessidades de cada actor. - Desenhar uma solução para cada um deles.  - Definir uma solução unificada se possível - Validar a solução com alguns utilizadores, sempre seguindo um processo socrático.
  9. - Seguir o metodo de pesos - Ser fiel ao estipulado a menos que o customer development obrigue a redesenhar a solução
  10. - Definir uma boa estrutura junto da equipa técnica. - Especificação funcional de todas as features de uma forma legível para toda a equipa. - Este documento é importante para todos os membros da equipa pois coloca toda a gente na mesma página em relação ao produto. - Planear as sprints técnicas e de design até ao final do MVP. - Começar pela base em ambos os casos.  - Design: Branding principles/guidelines - Mockups - WireFrames - Final Layouts - Landing Page + Final Branding - Tecnico: Infra-estrutura - Backend - API/Integrations - FrontEnd 
  11. - Discover what are the key metrics you need to validate the MVP  - Forget the vanity metrics for now - Test key key features and processes - Test onboarding
  12. - Start to think about the go-to-market plan, this should be align with  your main vision  - The distribution channels should be design - Validate the business model  - Understand how can design and technology can improve metrics and sales
  13. - Test the MVP and get your metrics right:      - Conversion metrics - Don’t let you funnel get you down        - Engagement metrics - Test the main features      - Test the pricing even if you get the users to use it for free - Test different distribution channels:      - This may vary depending on the type of business      - Use free channels if possible. 
  14. - Keep talking with you users while getting feedback  - Iterate smalls things if possible - Stop developing new stuff, just serve the people you have inside the room - Keep that feedback as safe as possible - Act with metrics and feedback not with assumptions - Always prioritize - try to understand that you don’t have time 
  15. - Didn’t work:      - No metrics?      - Low engagement?      - Acquisition problems?       - All of the previous? Start from the beginning,   - It work:      - Good, lets start the investment plans.   - The short term vision should be described in the specification document.  - MidTerm vision should always be the ideas and customer feedback that didn’t got into the product.  - The longterm view is the dream view, it is how you will disrupt the market that you are getting into. 
  16. - Didn’t work:      - No metrics?      - Low engagement?      - Acquisition problems?       - All of the previous? Start from the beginning,   - It work:      - Good, lets start the investment plans.   - The short term vision should be described in the specification document.  - MidTerm vision should always be the ideas and customer feedback that didn’t got into the product.  - The longterm view is the dream view, it is how you will disrupt the market that you are getting into.