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The product is not "the product". Who owns it anyway?

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The business of software is not about the product really Does "P" mean Product or Project? Does it matter? We always talk about Product though... are we talking about the same Product here? Answer: "A product is something you build a sustainable business around."

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The product is not "the product". Who owns it anyway?

  1. 1. The Product is NOT “the Product” mini Agile Day - May 17 2014 Donato Mangialardo Business of Software (Product) Coach
  2. 2.   Companies:  Silicon  Valley  (10  Years)  and  Italy  (9  years)     Products  and  Solu4ons:   SaaS  PLM  (Product  Lifecycle  Management),     RecruiAng  soBware,  Assessment  AutomaAon     SaaS  Smart  Energy  Management  SoluAons   CAD/PDM  -­‐  Product  Data  Management,  Product  Design  collaboraAon  tools   Main  Focus:   Product,  Product,  Product  (management  and  markeAng)   Product  Strategy   Personas,  User  Stories,  Roadmaps   About  what  I  do  
  3. 3. The  System   The  PlaPorm   The  SoBware   The  FuncAonaliAes   We  do  projects  for  our  customers   Services,  Projects   Product  ??  
  4. 4. SAll,  we  always  talk  “Product”   Product  Owner   Product  Vision   Product  Backlog   Minimum  Viable  Product     Product  Strategy   Product  Manager   Product  MarkeAng   Product  Canvas  
  5. 5. So,  what  do  we  mean  by  “Product”?   What  Problem?   Who  has  it?   Do  we  solve  it  uniquely?   AlternaAves?   Will  people  want  our  product?   At  what  price?   How  will  they  buy  it?   How  do  we  make  money  with  it?   Revenue  Model?   How  do  we  go  to  market?   How  to  repeat  business?     None  of  these  is   “The  SoBware”  
  6. 6. In  fact,   the  Product  is  not  “the  Product”  
  7. 7. The  product  is  the  “whole  thing”  
  8. 8. The  product  is  the  “whole  thing”   PROBLEM   (NEED)   WHO  HAS  THIS   PROBLEM?   SOLUTION   UNIQUE?   COSTS   HOW  to  SELL/ BUY?   …  
  9. 9. Very  useful  models   Business Model Canvas (Alexander Osterwalder) Lean Canvas (Lean Startup + Alexander Osterwailder + Ash Maruya) Product Canvas (Lean Startup + Alexander Osterwailder + Roman Pichler)
  10. 10. REVENUE MODEL How do we make money with it PROBLEM The top problems we aim to solve EXISTING ALTERNATIVES How these problems are solved today or conditions that lessen the need of our solution SOLUTION How we solve the problem(s) in section 1 METRICS What we measure to track progress UNIQUE VALUE PROPOSITION Simple, clear, effective sentence that turns a casual “visitor” into an interested prospects that “wants a demo” ANALOGY Something that pictures our product. We are the Ferrari of something. (the best) Or, the Google Apps of something (cheap and easy to deploy) COMPETITIVE ADVANTAGE What we do very well, that the market(section2) appreciates and that is hard to emulate for others TARGET MARKET For whom we solve a given problem in section 1. The target segments of the market. (Buyer Personas) EARLY ADOPTERS List the “perfect customers”, those who would buy the product today CHANNELS Path to/From Customers COST STRUCTURE Fixed and recurring costs 25 9 6 4 87 1 3
  11. 11. REVENUE MODEL How do we make money with it PROBLEM The top problems we aim to solve EXISTING ALTERNATIVES How these problems are solved today or conditions that lessen the need of our solution SOLUTION How we solve the problem(s) in section 1 METRICS What we measure to track progress UNIQUE VALUE PROPOSITION Simple, clear, effective sentence that turns a casual “visitor” into an interested prospects that “wants a demo” ANALOGY Something that pictures our product. We are the Ferrari of something. (the best) Or, the Google Apps of something (cheap and easy to deploy) COMPETITIVE ADVANTAGE What we do very well, that the market(section2) appreciates and that is hard to emulate for others TARGET MARKET For whom we solve a given problem in section 1. The target segments of the market. (Buyer Personas) EARLY ADOPTERS List the “perfect customers”, those who would buy the product today CHANNELS Path to/From Customers COST STRUCTURE Fixed and recurring costs 25 9 6 4 87 1 3Most  important  ones!  
  12. 12. But…  we  are  about  Projects.   We  don’t  sell  “Products”   So,  we  don’t  need  any  of  those  Canvas!  
  13. 13. Well,  it  depends…  
  14. 14. A group of customers with one problem Potential customers Supports a repeatable business Unknown lifecycle Several plausible scenarios Quality is very expensive Complex: business model, analysis, marketing, sales, support, revenue model, etc. One  customer  at  a  Ame   ExisAng  customers   Specific  deliverables   Limited  duraAon   A  few  defined  scenarios   Cost  of  quality  is  limited   RelaAvely  simple   Project   Product  
  15. 15. But…  who  is  the  customer  again?   Is  it  my  client?   …my  client’s  customers?   …my  client’s  customer’s  customers?  
  16. 16. So  what  is  the  product?    
  17. 17. That is … Something you can build a sustainable business around Example: a digital marketing company (formely known as web agency, at least in italy) Product: ability to build and offer a specific set of services service that make a group of target customers happy and paying, in a repeatable, sustainable manner
  18. 18. Very  useful  acrodd  the  board   Business  evaluaAon  and  Investor  pitch   StarAng  up  a  business   Manage  a  business  (and  related  products)   Take  a  product  to  market   Brainstorm  new  ideas   Understand  what  the  market  really  needs   As  in  “why  are  we  doing  this?  We  should  do  that  instead…”  
  19. 19. Minimum  Viable  Product  
  20. 20. Doesn’t  it  look  so  simple?  
  21. 21. Most  difficult  parts   These  don’t  depemd  on  “our  soluAon”   They  exist  regardless  of  “us”   They  are  not  made  up  in  a  room  filled  by  smart  people!   These  need  you  to   get  outside  the   building!  
  22. 22. In  other  words…   The  answer  to  most  of  your  quesDons  is  not  in   the  building.     PragmaAc  MarkeAng     hdp://bit.ly/1eLM3yM   Get  outside  the  Building!   Eric  Ries   hdp://bit.ly/18rPN0X  
  23. 23. Most  difficult  part  again…   Start  wit  something   (think  product  and  start  draBing)  
  24. 24. Then,  iterate   MVP1   MVP2   MVP3   Real,  Measurable  Progress   Build  Minimum  Viable  Products  of  your  canvas  
  25. 25. I  don’t  want  to  see  any  canvas!!   Get  back  to  work!   Alright…   In this case just do it “secretly” as much as you can. Then show progress and lead
  26. 26. Case  Study   The  paper  sheet   (the  persona  technique  at  work)   Sorry…most contents are in Italian
  27. 27. “Le  Personas  mi  sembravano  una   .  Invece  sono  uno   strumento  formidabile”     Passionate Scrumaster Participant @ Product Ownership Camp 2013
  28. 28. 2006   “Cloud”  Company   SaaS  PLM     Urlo  di  dolore  delle  vendite  (=tum)   “Manca  l’integrazione  con  altri  sistemi”   “I  clienD  ce  la  chiedono  sempre”  
  29. 29. “OK  facciamo  sta  integrazione.     Ma  in  3  mesi!”        Disse  il  CEO     “Basta  assumere  uno  che  conosca  bene   entrambi  i  sistemi,  e  via!  “        Disse  il  CTO  
  30. 30. 2  anni  dopo  …   Tudo  come  prima,  ma  spendendo  di  più   “Prendiamo  un  Product  Manager  per  le   integrazioni!”     – dissero  quasi  tum   Missione:  definire  che  integrazione  fare  e  come  
  31. 31. 3  semmane  dopo…   La  missione  diventò:     •  Perchè  nessuno  ha  usato  l’integrazione  aduale?   •  Perchè  dovremmo  fare  una  integrazione?     •  Quale  problema  vogliamo  risolvere?   •  Per  chi?     •  Come  moneAzzeremo  la  soluzione  a  questo   problema?  
  32. 32. Dopo  alcuni  iterazioni  …   Interviste  e  triangolazioni  varie  …     Il  “Product  Manager”  trova  un  “padern:”  
  33. 33. Mad   Progemsta   Sistemi  eledromeccanici  industriali   Integrazioni  ?  L     Nuovi  sistemi  ?  L   Non  voglio  perdere  tempo  e   rischiare  di  sbagliare  L    Sono  un  progemsta  J     voglio  conAnuare  ad  esserlo!  
  34. 34. so  that  …   •  Ma8  wants  to  share  his  design  with  suppliers   for  a  prototype  run.       •  He  need  to  generate  automaAcally  specific   neutral  file  formats  from  his  several  3D  CAD   models  so  that  he  can  save  Ame  and   distracAon  from  his  core  engineering  tasks.  He   is  required  to  do  this  several  Ames  during  his   working  week  
  35. 35.   Obiemvi  di  Business   •  Sviluppare  prodom  che  soddisfino  requisiA  funzionali,  siano  consegnaA  in  tempo,   massimizzano  il  riuAlizzo  di  componenA,  siano  in  linea  con  regolamentazioni  e  cosA,  etc.   Mad’s  Personal  Goals   •  Mad  adora  progedare  componenA,  risolvere  gli  intricaA  problemi  di  meccanica  che  incontra   ogni  giorno.  E’  anche  molto  bravo  nel  farlo.   •  Mad  ha  una  vita  e  persino  una  famiglia,  fuori  dall’ufficio  tecnico.  OK  le  emergenze,  ma  non   vuole  impazzire  fino  a  tarda  sera  ogni  santo  giorno.   •  Mad  ODIA  budare  via  il  suo  tempo  nel  passare  a  mano  daA  da  un  sistema  all’altro.  ODIA   excel.  Il  suo  lavoro  è  diventato  ormai  un  incubo.  Passare  daA  sbagliaA  è  un  rischio  che  corre   tum  i  giorni,  cosa  che  avrebbe  gravi  conseguenze  in  rpoduzione,  persino  un  “recall”     •  Sono  un  progemsta  e  voglio  conAnuare  ad  esserlo!   Environment   •  Team  of  15  Mech  engineers  on  MCAD  and  XDOC  and  3  locaAons  around  the  world  (US,  NL   and  Philippines)   A  perfect  day   •  I  resolve  a  design  problem  with  a  cool  soluAon.  It  gets  the  product  out  back  on  schedule  and   my  boss  praises  my  deep  technical  skills.  I  go  back  home  on  Ame   Primary User Persona Matt il Progettista CAD Sistemi elettromeccanici industriali
  36. 36. I  WANT  TO  BE     AN  ENGINEER!   SHIP  DATE   RECALLS   ERRORS   CAST   Primary  Buyer  persona:  Brad  VP  of  Opera4ons   I  want  my  product  out  the  door  on  $me  and  at  the  right  cost,  maintaining  quality  standards.   Brad  needs  the  product  record  updated  as  oBen  as  possible.  The  informaAon  provided  by   engineer  forms  the  foundaAon  for  many  of  his  decisions  and  forecasts.  Therefore  any  barriers   to  adopAon  or  use  of  the  tool  he  can  eliminate,  directly  improves  his  effecAveness  and   accuracy.           Secondary  Buyer  persona:  Henry,  VP  of  Engineering   I  want  my  team  to  be  able  to  build  products  on  $me  and  in  a  predictable  and  cost  effec$ve  way.   Accuracy  of  my  product  record  is  everything.  And  I  need  my  team  to  be  able  to  be  produc4ve   with  no  arAficial  barriers.   Accuracy  of  the  product  record  is  in  quesAon  when  SuperCAD  is  used  in  conjuncAon  with  any   BOM  management  tool.  His  team’s  producAvity  is  negaAvely  impacted  as  well.           Primary  User  persona:  Ma8,  the  Mechanical  Engineer   I  want  to  be  an  engineer.  I  don’t  want  to  spend  Dme  doing  the  same  thing  on  two  different   systems.  This  is  manual,  error  prone  and  $me  consuming   Mad  is  wasAng  40  hours  per  product  release  on  the  manual  upload  of  item  and  part  data            
  37. 37. Persona:   •  Un  ritrado  composito  di  un  gruppo  di  persone   reali,  che  viene  visto  come  una  persona  vera.  
  38. 38. Brad   Responsabile  delle  Operazioni    (VP  Of   OperaAons).     “Sono costantemente sotto pressione affinche’ il prodotto venga consegnato ai clienti nei tempi stabiliti e con la qualita’ stabilita”. Non dormo bene di notte perche’ so che che il minimo errore potrebbe costarmi la carriera nel caso di un recall.
  39. 39. Personas:  personificazione  di  daA   provenienA  da  una  ricerca       Valore:  “vivificazione”  dei  daA   persona  vera,  che  A  parla,  che  ha  nome,  volto,   problemi  e  necessità,  desideri  e  doveri,  punA  dolenA   e  obiemvi.   E’  una  tecnica  di  modellazione  della  realta’   esiste  indipendentementa  da  nostro  prododo  
  40. 40. Persona   Una  descrizione  PRECISA  
  41. 41. The  Power  of  Personas   •  Riconoscibile   •  Internalizzabile   •  Parlante   •  I  propri  occhi   •  RequisiA    e  priorita’:  the  “Why”   •  Connessioni  
  42. 42. •  Dev1:  “Questo  piacerà  da  maR  ai  clienD!!  “   •  Dev  2:  “Guarda  che  MaS  non  ha  bisogno  di  fare   questo  perchè  ha  bisogno  di  fare  quello  prima”   •  Dev1:  “Va  beh,  ma  non  sarebbe  troppo  ganzo?”   •  Dev2:  “Si,  ma  facciamo  felice  MaS  prima!”  
  43. 43. LIVE  INTERVIES   Best   •  NO  focus  groups   •  NO  surveys   •  NO  sales  interviews  only   •  Potenziali  clienA/utenA/buyers  nel  loro   ambiente  lavoraAvo    
  44. 44. Dangers     (paths  to  “cagata  pazzesca”)   •  Trying  to  find  an  average  set  of  adributes.   •  Average  =  “killing”     •  Use  demographics  only   •  Outsource  Ownership  (one-­‐Ame  project)   •  Brainstorming  and  CreaAvity  
  45. 45. Challenges   •  Live  Interviews   •  Unavailable  customers   •  Time   •  Focus  
  46. 46. HOW?   LIVE  INTERVIEWS!  
  47. 47. Come?   •  Ricerca,  assunzioni,  elemenA  chiave   •  ParAre  con  qualcosa  (MVP)   •  Uscire  dall’ufficio   •  Iterare  (LOOP)   •  Mad  1.0  –  use  it,  share  it,  see  if  others  recognize   him   •  Iterare  (LOOP)   •  Then  magic  happens!!  You  will  recognize  when   you  have  nailed  down  a  persona  (like  in  a   ficAonal  serial  killer  book)  
  48. 48. IngredienA   •  Credibilità   •  Zero  opinioni  personali   •  Autorevolezza   •  Ascoltare  e  scomporre  problemi   •  Vedere  paderns   •  Ricomporre  fedelmente   •  Iterare  (Minimum  Viable  Persona)   Customer  Involvement   Root  Problem  vs.  Symptoms  
  49. 49. Conclusione
  50. 50. Iniziare!   Valore  ←  UAlizzo   strumenA  di  Allineamento,  Ricerca,   Validazione   Consapevolezza  
  51. 51. Minimum  Viable  Persona  
  52. 52. Use  the   Minimal  Viable  Persona   Methodology     •  Understand  the  smallest  set  of  info  you  can  use  to   verify  how  accurately  a  Persona  describes  a  market    
  53. 53. HOW?  
  54. 54. Start   •  At  the  start,  all  you  have  is  an  inkling  of  a   problem,  a  soluAon,  and  maybe  a  customer   segment.     •  Do  not  rush  to  Build  a  soluAon,  Pick  a   Customer  Segment  or  Business  Model  
  55. 55. My  method  (5-­‐5-­‐100)   •  Turn  what  we  know  today  into  AssumpAons,  Falsifiable   Hypothesis.  Including  potenAal  buyers  and  their  problems,   the  revenue  model  etc.     •  Understand  what  you  need  to  ask   •  Interview  them  5  live  (round  I)   •  Loop  back  to  improve  assumpAons,  hypotheses,  buyers   •  See  paderns,  build  learning  into  the  “product”   •  Rebuild  interview  quesAons   •  Interview  them  5  live  (round  II)   •  …   •  Close  loop   •  Survey  100  people  
  56. 56. Personas   •  Ricerca,  assunzioni,  elemenA  chiave   •  Start  with  something  (MVP  where  P=Persona)   •  Test:  GET  Outside  the  Building   •  Iterate    –  persevere/pivot   •  Brad  1.0  –  use  it,  share  it,  see  if  others  recognize  him   •  Iterate    –  persevere/pivot   •  Then  magic  happens!!  You  will  recognize  when  you   have  nailed  down  a  persona  (like  in  a  ficAonal  serial   killer  book)   •  Brad  2.0     •  Survey    100  
  57. 57. Details  about  the  persona   discovery  process   Just  like  a  “Product  Requiremnent   Document”  is  not  a  useful  final   deliverable   Personas  are  always  work  in  progress   Treat  it  as  a  Product,  an  Experiment  
  58. 58. •  Persona  descripAon  must  be  precise   •  Personal  Goals  must  be  well  understood   •  Can  accommodate  secondary  personas  only  if   that  does  not  violate  the  primary  persona   goals   •  Usually  there  is  one,  2  is  ok,  3  is  too  much   (break  problem  down)  
  59. 59. Prima  di  tudo…   •  Se  l’azienda  ha  varie  linee  di  business  e’  bene   parAre  dall’area  piu’  opportuna   •  Un  certo  mercato  potrebbe  essere  troppo  vasto   per  riuscire  ad  idenAficare  una  unica  buyer   persona.   •  Focus  (align  to  Vision)  
  60. 60. Ricerca  (prima,  dopo  e  durante)   •  Read  everything  they  read   •  Adend  seminars  they  adend   •  Monitor  conference  topics   •  Talk  with  Sales  people   •  Gain  info  from  winloss  analysis   •  Use  your  website  to  capture  persona  info  (who  looks   for  what,  how  much  Ame  etc)   •  Interview  them  where  they  work   •  Interview  on  the  phone   •  Interview  at  conferences   •  Triangulate  buyer  informaAon  from  CRM  reports  
  61. 61. ParAamo   Cominciamo  col  raggruppare  informazioni     Un  gruppo  di  persone,  rilevante  per  il  ns   progedo,  che  ha  cose  in  comune.     Demografiche,  di  business,  responsabilita’,  di   area  di  competenza  decisionale.  
  62. 62. LIVE  INTERVIES   •  E’  semplicemente  il  metodo  piu’  efficace  ed   efficiente   •  NO  focus  groups   •  NO  surveys   •  NO  sales  interviews  only   •  Abbiamo  dedo  LIVE  INTERVIEW   •  Potenziali  clienA  nel  loro  ambiente  lavoraAvo    
  63. 63. ElemenA  da  cadurare   •  Priority  IniAaAves   •  Sleep  deprivaAon   •  Success  Factors   •  Perceived  Barriers   •  Buying  Process   •  Decision  Criteria   •  Personal  drivers  (not  hygienic  drivers)  
  64. 64. Non  e’  Facile   •  Un  giro  di  interviste  deve  avere  gli  stessi   obiemvi  per  poter  poi  comparare  i  risultaA  e   trovare  PATTERNS   •  L’abilita’  di  individuare  PATTERNS  e’   fondamentale   •  Il  management  deve  capire  e  dare  la  giusta   priorita’  a  questa  amvita’.  Sta  a  voi!   •  ESEMPIO:  Mad   •  Fatelo  anche  “di  nascosto”    
  65. 65. Ma  non  c’e’  un  modo  piu’  veloce?   •  Basta  chiedere  alle  vendite  !   •  Ma  facciamo  un  focus  group!   •  Facciamo  dei  gran  surveys!  
  66. 66. Resist  this  temptaDon   •  Surveys  are  useful  when  you  know  what  the   quesDon  is.     •  Focus  groups  can  get  people  to  choose  the  best   of  three  alternaDves.     •  But  these  techniques  are  OK  for  validaDng  what   you  already  know.   •  The  buyer  persona  interview  process  goes   deeper  to  idenDfy  the  ques$ons  you  don’t   know.  
  67. 67. Learn  and  deliver  at  the  same  Ame   •  Chi  lavora  sulla  sintesi  delle  personas  vive  una  forte   internalizzazione  del  mercato  adraverso  gli  occhi  del   cliente.   •  Il  processo  iteraAvo  di  rilascio  interno  e  validazione/ pivot  (pista  di  indagine)  porta  lo  stesso  vantaggo  agli   altri  componetni  del  team.     •  Come  se  tum    fossimo  insieme  nella  squadra   invesAgaAva  in  vari  ruoli.  
  68. 68. Elements  of  the  persona  descripAon   •  Title,  years  in  this  job,  reports  to,  age,  educaAon   •  CompuAng  skills,  apps  used,  frequency  and   proficiency   •  Typical    day  in  the  life   •  A  perfect  day   •  Typical  interacAon  with  the  product   •  Top  of  mind  issues  *   •  How  rewarded  or  moAvated  *   •  Personal  Goals  *   •  Other  (Industry  specific  info,  etc)  
  69. 69. Ma  cosa  e’  veramente  importante  per   loro?   •  Where  people  send  their  Ame  reflects  their   prioriAes  beder  than  what  they  say.   •  So  you  can  ask  a  lot  on  non-­‐direct  quesAons  to   figure  that  out.   •  The  biggest  signal  that  you've  hit  on   something  worth  probing  is  when  you  find   customers  spending  a  lot  of  Ame  or  money  on   clearly  inadequate  soluAons.     http://blogs.hbr.org/anthony/2012/01/ _usually_the_question_comes.html
  70. 70. THE  POWER  OF  PERSONAS  
  71. 71. The  Power  of  Personas   •  Quando  abbiamo  la  persona  “in  pugno”   accadono  cose  meravigliose   •  The  Dev  team…   –  Understands  requirements  with  less  detail  and   specificaAon   –  Makes  good,  reasonable  implementaAon  decisions   independently   –  Raises  valid  concerns  and  opportuniAes   –  Stays  focused  on  the  real  requirements  and  avoid   being  sidetracked  by  edge  cases  
  72. 72. The  Power  of  personas   •  The  Product  Team  understands  whether  a   feature  should  be  implemented  for  power  or   ease-­‐of-­‐use   •  The  team  members  will  focus  on  delighAng   personas  instead  of  themselves.  
  73. 73. The  Power  of  Personas   The  MarkeAng  Team  knows  what  language  to  use  and   what  topics  are  more  valuable  when   –  WriAng  anything  in  the  website   –  Semng  up  a  campaign   –  WriAng  whitepapers   –  Organizing  events   –  Design  the  social  plaPorm   –  Design  the  content  markeAng  process  and  contents.   –  Create  buyer-­‐centric  content  that  focuses  on  educaDng  -­‐   not  selling   •  They  talk  in  terms  of  Brad  would  want  to….  Brad  does   not  care  about  this!  Brad  does  not  know  what  Single   instance  mulAple  tenant  means!!  
  74. 74. Management  Team   •  The  Management  team  understands  beder   what  we  are  doing  and  why   •  It’s  easier  to  “convince”  if  needed   •  Knows  we  know  what  we  are  doing   •  Knows  who  they  should  invite  or  visit,  read   about.   •  Knows  why  a  painful  decision  has  been  made   (see  Adele’s  example)  
  75. 75. Magically..  the  click!   Decisions  become  magically  easier   •  Brad  does  not  go  to  this  event,  why  should  we?   •  Brad  hates  direct  email.  He  researches  soluDons   in  his  professional  network   •  Brad  reads  these  magazines:  we  need  to  be  there   •  Brad  does  not  know  about  technology.  Let’s  not   bore  him  to  death  with  that  webinar   •  Design  this  other  kind  of  webinar!  
  76. 76. No  Shortcuts!   Overo,  come  evitare  “una  cagata  pazzesca”   Common  misuse  of  the  Personas  methodology   include:   •  Trying  to  find  an  average  set  of  adributes.   (Average  here  means  “killing”  informaAon)   •  Making  up  personas.     •  Use  demographics  only  and  other  superficial,   non-­‐personal  data  that  do  not  speak,  do  not   tell  us  anything.  
  77. 77. Sources  and  acknowledgments   PragmaAcmarkeAng.com  –  The  Buyer  Personas  InsAtute   The  lean  Startup,  Eric  Ries   Running  Lean,  Ash  Maurya   Management  3.0,  Jurgen  Appelo   The  buyer  persona  insAtute,  Adele  Ravella   The  Inmates  Are  Running  the  Asylum,  Alan  Cooper   The  New  Rules  of  MarkeAng  and  PR,  David  Meerman  Scod   Tuned-­‐in,  C.Stull,  P.Myers,  D.Scod   Market-­‐driven.it,  Donato  Mangialardo   Malcolm  McDonald,  hdp://www.malcolm-­‐mcdonald.com/biog.htm        
  78. 78. More  Sources   •  Mary  and  Tom  Poppendiecks   •  Allan  Cooper   •  joelonsoBware.com   •  productpersonas.com   •  Rally  soBware   •  Sinan  Si  Alhir   •  Ken  Schwaber   •  Mike  Cohn   •  Dean  Leffingwell   •  Tom  Peters   •  Peter  F  Drucker   •  Feature  plan   •  Jeff  Padon  
  79. 79. Le  Personas  non  si  fanno  in  ufficio!   GET   OUTSIDE   THE   BUILDING   Suona  Familare?  
  80. 80. Q&A   Ma  quante  personas  ci  sono?   QuanA  canvas  devo  usare  se  ho  N  prodom?   Quei  riquadri  li  devo  fare  proprio  tum?  
  81. 81. readings   •  PragmaAcmarkeAng.com   •  Silicon  Valley  Product  Management  AssociaAon   (SVPMA.com)    
  82. 82. Business  and  marketing   functions  are  important  as   development,  deserving  an   equally  rigorous  methodology   Steve  Blank  
  83. 83. Lean Agile Italy How do you distill and crystalize customer and business needs into your “Agile” product development process? Product Ownership Camp 2013 What are the role and Responsibilities of a Product Owner? Who owns what? Origin  of  contents   Catalyst: Fabio Armani @fabioarmani http://www.linkedin.com/in/armani XPUG-Genova Who is the subject of a user story? Which customer?

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