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Leading The Product 2017
Speaker Slides
Melbourne and Sydney, Australia
Ken Sandy
UC Berkeley
For more information go to
w...
The EVOLUTION OF
PRODUCT MANAGEMENT in
and what you can learn from it
Key Trends Affecting How PMs Work
Plug and Play
Platforms
Design & Coding
Developer Kits
Project Management
Team Communica...
HOW GOOD ARE WE AT DELIVERING VALUE?
Josef Oehmen/Eric Rebentisch; Waste in
Lean Product Development, 2010 (MIT
Lean Advan...
Product Management has become
less defining and building a product,
and more discovering and optimizing
a product to deliv...
Roadmaps as a date-
driven commitment.
Roadmaps to drive collaboration and
alignment on goals and priorities –
flexible to...
1. ESTABLISH ITERATIVE CUSTOMER
FEEDBACK LOOPS AS EARLY AS POSSIBLE
06
Scope
Build
Validate
Learn
Testable Unit
Insights
Data
Hypotheses
07
Case Study – Consumer Mobile Application
Situation Solution Results
Built confidence and
momentum
De-scoped secondary
f...
08
Case Study – Enterprise Services Company
Customer Council
20 1-2 per year
✘✘
09
RECOMMENDATIONS
1. Validate everything
2. Discover more… define less
3. Ship smaller, more often
2. ROADMAPS
ARE NOT
BLUEPRINTS,
THEY’RE
COLLABORATION
TOOLS
Quarterly
Refresh
11
Annual
Planning
Initiatives
Identified
Resourcing
and
Timelines
Create
Roadmap
Communicate
Roadmap
✘ ...
12
RISK INCREMENTALISM
LOSE CONTEXT
LESS MANAGER ABILITY TO
GUIDE TEAMS
NO VISIBILITY FOR CUSTOMERS,
STAKEHOLDERS
Definition Frequency
Tangible problem to be solved
from customer’s perspective
12 – 18 months
Most critical business needs...
14
An Example – End-states
On-Boarding
To engage and delight new members during their initial experience which is personal...
15
An Example – Themes, Metrics, Candidates
Q1 Q2 Q3 Q4+
Theme
Guide new users
into goal-driven
learning
Drive deeper enga...
16
Case Study – Enterprise SaaS Company
18
Three themed
4-month periods per
year
Core Business
Goals
Delighters
Innovation...
17
RECOMMENDATIONS
1. Don’t sweat planning
2. Avoid arbitrary project dates
3. Create three roadmaps
3. UX AND ANALYTICS ARE KEY
PARTNERS TO SUCCESS
USER EXPERIENCE
19
Partner on discovery, until you have
high confidence in a solution. And
continue with lightweight testi...
PRODUCT ANALYTICS
20
Access to dedicated support so
product decisions are anchored with
data, and new hypotheses can be
ra...
THANK-YOU
QUESTIONS
linkedin/in/kensandy
www.kensandy.com
kenjsandy@gmail.com
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Leading the Product 2017 - Ken Sandy

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The Evolution of Product Management in Silicon Valley and what you can learn from it.

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Leading the Product 2017 - Ken Sandy

  1. 1. Leading The Product 2017 Speaker Slides Melbourne and Sydney, Australia Ken Sandy UC Berkeley For more information go to www.leadingtheproduct.com
  2. 2. The EVOLUTION OF PRODUCT MANAGEMENT in and what you can learn from it
  3. 3. Key Trends Affecting How PMs Work Plug and Play Platforms Design & Coding Developer Kits Project Management Team Communication QA Automation Development Methodologies 01 Tools and Process Open Source Integration & Deployment Compute & Hosting Measurement & Reporting Marketing & Sales A|B Optimization Customer Collaboration Requirements “Discovery” Prototyping & Beta Testing More Frequent Deployment Accelerated Feedback Loops Lower Competitive Barriers PM Role Standardization Increased Consistency Training & Coaching Less Documentation Heavy Increased Strategic Emphasis “360o” Ownership • Build and deploy cheaper, easier, faster, and more often • Self-organize around work and adapt priorities • Frequent learning and optimization through feedback • PM focused on customer and business value delivery
  4. 4. HOW GOOD ARE WE AT DELIVERING VALUE? Josef Oehmen/Eric Rebentisch; Waste in Lean Product Development, 2010 (MIT Lean Advancement Institute) 77OF PRODUCT ENGINEERING ACTIVITY IS WASTE 50-64OF FEATURES IN PRODUCTION ARE RARELY OR NEVER USED 5UNIQUE USER TESTS UNCOVER 85% OF SIGNIFICANT ISSUES* % ” 02 % Johnson, Standish Group (First reported in 2002 and updated in TCO studies yearly) Jeff Sauro (measuringu.com), 2010. Building upon Turner, Lewis, Nielsen study “Determining Usability Test Sample Size” (2006) *affecting 31% or more users  JUST
  5. 5. Product Management has become less defining and building a product, and more discovering and optimizing a product to deliver demonstrable value to customers. 03
  6. 6. Roadmaps as a date- driven commitment. Roadmaps to drive collaboration and alignment on goals and priorities – flexible to change and learning. Engineering as a Product Manager’s key partner. Partnerships across an organization – notably elevating those with user experience and data analytics. Defining PRDs. Driving development. Discover and validate requirements through iterative customer feedback loops – throughout the lifecycle. 04
  7. 7. 1. ESTABLISH ITERATIVE CUSTOMER FEEDBACK LOOPS AS EARLY AS POSSIBLE
  8. 8. 06 Scope Build Validate Learn Testable Unit Insights Data Hypotheses
  9. 9. 07 Case Study – Consumer Mobile Application Situation Solution Results Built confidence and momentum De-scoped secondary features from MVP Launched within 3 months No risks realized – Revenue lift Social Networking Millions of DAU 1000+ min ~400k 2 years Internal prioritization and design decisions Excessive features Business risk Weekly Validation Five users Minimal preparation Directionally useful Balance internal review Three-stage Beta 1000 users KPI benchmarks with tolerances 1. engagement 2. conversion 3. subscription revenue
  10. 10. 08 Case Study – Enterprise Services Company Customer Council 20 1-2 per year ✘✘
  11. 11. 09 RECOMMENDATIONS 1. Validate everything 2. Discover more… define less 3. Ship smaller, more often
  12. 12. 2. ROADMAPS ARE NOT BLUEPRINTS, THEY’RE COLLABORATION TOOLS
  13. 13. Quarterly Refresh 11 Annual Planning Initiatives Identified Resourcing and Timelines Create Roadmap Communicate Roadmap ✘ Infrequent, inflexible ✘ Unproven value, prescribed ✘ Guesswork, arbitrary ✘ Presumes timely execution ✘ Uninspiring, over-committed A Typical Roadmap Process
  14. 14. 12 RISK INCREMENTALISM LOSE CONTEXT LESS MANAGER ABILITY TO GUIDE TEAMS NO VISIBILITY FOR CUSTOMERS, STAKEHOLDERS
  15. 15. Definition Frequency Tangible problem to be solved from customer’s perspective 12 – 18 months Most critical business needs to be addressed 3 - 6 months Outcomes quantified and measurable at the product level 3 - 6 months Prioritized by likely impact – changed with learning 4 - 6 weeks 13 Rethinking the Roadmap Process End-states Themes Metrics/ OKRs Candidate Initiatives
  16. 16. 14 An Example – End-states On-Boarding To engage and delight new members during their initial experience which is personal, approachable, informative, adaptive to different learning goals, unobtrusive, and delivers immediate value to the user. Personalization To offer a site experience that adapts over time to a member’s desired learning style, evolving learning goals, and preferred content exploration and functionality; through explicit and implicit means. Discovery To better match our members to the content they seek quickly, accurately and with relevancy. Provide a well lit path through continuous content experiences to achieve an ultimate learning goal. Destination To inspire our members to develop a regular habit of engaging with offerings by providing a variety of content experiences that are timely, engaging, provocative, and motivational. Community To foster sharing between members and authors to facilitate learning in a safe environment through inspiration, encouragement, sharing of best practices, and providing mentorship to encourage learning. Interactivity To enable a participatory learning experience empowering members to own, practice, and validate their mastery of skills and knowledge. Understand the member’s goals Match content to the member’s goals Enable the member to reach their goals 1 2 3 SANITIZED
  17. 17. 15 An Example – Themes, Metrics, Candidates Q1 Q2 Q3 Q4+ Theme Guide new users into goal-driven learning Drive deeper engagement with tools to complement video learning Increase retention through career credentials and skill validation Metrics Ø Increase new member conversion by X Ø Deliver requested enterprise feature (#1 sales request) Ø Increase course engagement by Y Ø Competitive parity with other technology learning services Ø Increase existing member satisfaction by Z Ø Match member successfully to jobs (TBD) Candidates Interactivity: To enable a participatory learning experience empowering members to own, practice, and validate their mastery of skills and knowledge. SANITIZED
  18. 18. 16 Case Study – Enterprise SaaS Company 18 Three themed 4-month periods per year Core Business Goals Delighters Innovations 1 1 8 Each potentially a mix of…
  19. 19. 17 RECOMMENDATIONS 1. Don’t sweat planning 2. Avoid arbitrary project dates 3. Create three roadmaps
  20. 20. 3. UX AND ANALYTICS ARE KEY PARTNERS TO SUCCESS
  21. 21. USER EXPERIENCE 19 Partner on discovery, until you have high confidence in a solution. And continue with lightweight testing throughout development. Invest in high-fidelity prototypes Don’t treat design as engineering input Allow UX time to test and iterate
  22. 22. PRODUCT ANALYTICS 20 Access to dedicated support so product decisions are anchored with data, and new hypotheses can be rapidly tested and evaluated. Keep simple and hypothesis driven Don’t starve PM’s or de-scope tracking Integrate with A|B testing platforms
  23. 23. THANK-YOU QUESTIONS linkedin/in/kensandy www.kensandy.com kenjsandy@gmail.com

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