How to Deploy Digital Products by Cayan Dir. of Product Dev.
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Do you know how to build a product roadmap that everyone understands? Communication is key. Tcheilly walked the audience through a roadmap that can be used as a ‘conversational’ tool. He talked about how to communicate the bigger picture and the ‘why’ behind your product/ feature decisions, product lifecycle, while translating your organization priorities into highly productive sprints, backlog trimming,.
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How to Deploy Digital Products by Cayan Dir. of Product Dev.
- 1. How to Deploy Digital Products by Cayan Dir. of Product Dev. www.productschool.com
- 2. FREE INVITE Join 25,000+ Product Managers on
- 3. COURSES Product Management Learn the skills you need to land a product manager job
- 4. COURSES Coding for Managers Build a website and gain the technical knowledge to lead software engineers
- 5. COURSES Data Analytics for Managers Learn the skills to understand web analytics, SQL and machine learning concepts
- 6. COURSES Blockchain and Cryptocurrencies Learn how to trade cryptocurrencies and build products using the blockchain
- 8. This is a snapshot of the daily life of a product leader
- 9. Instructions for today’s lecture 1- PARTICIPATE! Don’t know? ASK! There is no right or wrong here. We are all learning, everyday. 2- LISTEN! You have an opinion and we respect it. BUT, Be kind, have courage, and share. We are here to learn and should respect each others experience and point-of-view. 3- HAVE FUN! Agenda 6:30 - 6:45 pm -- Meet & Greet, Networking 6:45 - 7:15 pm -- How to Deploy Digital Products? 7:15 - 7:45 pm -- Building Your Own Roadmap 7:45 - 8:00 pm -- Q & A 8:00 - 8:30 pm -- Closing Remarks and Networking
- 10. Takeaways 1- PRODUCT DICTIONARY Learn how to apply some of the key product management concepts into building a roadmap that ‘speaks’ to any stakeholder of your project. 2- ROADMAP Explore a different ‘type’ of roadmap and take it home with you. 3- BACKLOG TRIMMING Learn how to create a ‘shared’ backlog where all stakeholders involved own the final product: A shared ‘theme-based’ roadmap.
- 11. hello! I am Tcheilly Nunes . . . and here is “How to Deploy Digital Products?” a.k.a Building a Theme-Based Roadmap
- 12. Product Dictionary Let’s level-set and understand what I mean by...
- 13. Digital Products The Role of a Product Lead Stakeholders Product Roadmap
- 14. Stakeholders Executive Sponsor Executive Team, including your boss Product Lead Sales Team Align (and sell) your product vision to opportunities Finance Makes sure the product fits within the financial parameters and model of the company Legal Ensure your product is legally sound. Trademarks, competition, etc. Engineering Develop and test your product. Consumers Partners Market Analysts Professional Services Understand and support your product Marketing/Communications Promote and gather feedback on your product
- 15. Product Roadmap
- 17. Start here VISION (PURPOSE) Why build this product 3 STRATEGY (VALUE PROPOSITION) How to build it and measure its success 2 YOUR PRODUCT (ROADMAP) What to build (and OKRs) or not to build 1
- 18. Transitioning Existing Backlog Product Line Groups Product Roadmap Current Development Near-future goals Shared vision of the final product
- 19. A Theme-Based Product Roadmap ★ Strategic Initiatives ★ Time Horizons ★ Product Areas ★ Scope ○ Design & Mockups ○ Requirements ○ Budget ○ Delivery Dates Image credit: ProdPad
- 20. Benefits of a Themed-Based Roadmap Strategic Debates Fewer meetings Shared ownership
- 21. Building themes ★ Objectives ★ Scope ★ Customer* feedback Input ★ User stories ★ Mockups ★ Personas Place your screenshot here Image credit: ProdPad (and prioritizing them!)
- 22. The Product Tree Infrastructure The Foundation necessary to run digital products (Architecture) Core, Current features This is what the product looks like today. You consumers know of you because of it. New Feature branch A tailor-made version of your product to support one client request. New Feature branch Iterations of your product. Phases to release all of your original feature set. New Feature branch A new version of your product. Consumer feedback. New Feature branch Disruptive Technology or innovative ways to grow your product PRODUCT NAME Image credit: Kisspng
- 23. Ready to build your own? . . . . . . . . . . . . . . . . .
- 24. Credits Special thanks to all the people who helped me create this awesome presentation: ★ Cayan, LLC. ★ Presentation template by SlidesCarnival ★ Images by ProdPad, and Kisspng ★ Kount (mugs)
- 25. Part-time Product Management Courses in San Francisco, Silicon Valley, Los Angeles, New York, Austin, Boston, Seattle, Chicago, Denver, London, Toronto www.productschool.com
Editor's Notes
- understand web analytics, learn SQL, and machine learning concepts
- Digital Products: Some products are designed to be consumed only on a computer, mobile phone, mobile application, internet browser, wireless devices, etc. However, they are still sold for real money. Examples of these include eBooks (which are just like ‘traditional’ books but instead of a hard copy you get a file which is available by download). Another good example is training courses (on anything, from learning Spanish to learning about internet marketing). You can also buy a tax software, a soundtrack for your favorite movie or a TV episode of Game of Thrones. I think you got my idea, right? Software Development of Digital Products: According to Wikipedia (2017), Software Development is the process of conceiving, specifying, designing, programming, documenting, testing, and bug fixing involved in creating and maintaining applications, frameworks, or other software components. Software development also includes the process of writing and maintaining a source code; but in a broader sense, it involves the steps needed between the conception of a desired product through to the final manifestations of it , sometimes in a planned and structured process. [1] Therefore, software development of digital product may include research, new development, prototyping, modification, reuse, re-engineering, maintenance, or any other activities that result in digital applications. [2] Product leader: It all starts with setting a vision for the product, which requires this professional to do a lot of research. Research about market needs, targeted customer, and the problem they have which your company/product line is trying to solve. The Product Lead has to gather and translate huge amounts of information – feedback from clients, quantitative data from your web analytics, research reports, market trends and statistics, etc. – He/She needs to understand as much as possible about your market and your customer, and then deliver all that information , with a healthy dose of creativity, into a product roadmap. Stakeholders: See slide
- The purpose of a product roadmap is to communicate direction and progress to internal teams and external stakeholders. It shows the high-level initiatives and the planned steps to get there. It should not include every feature in the product backlog, or a list of specific engineering bugs. The roadmap is a product management document and should live separately. Creating a product roadmap should be a continuous process throughout the lifecycle of a product. Requirements and features should be generated by lots of folks including: customers, partners, sales, support, management, engineering, operations, and product management. It is up to the product owner to determine the priorities and make sure the roadmap is aligned against the organization’s business goals (given to you by the executive team/sponsor).
- B - Business Product Owner C - Consumer Feedback E - End User O - Organizational M - Market Research U - Understand Validation
- Vision and strategy are foundational pieces without which even a good product cannot withstand the weight of its market. The challenge, of course, is that vision, strategy, and product all have varying, and often fuzzy, time horizons — making it challenging to keep them aligned and actionable simultaneously. Most people don’t think hard enough about their “why” because it can be a deep and often uncomfortable exercise. But starting without a “why” is akin to taking a road trip without a ballpark destination in mind. While it can be exciting and adventurous at the outset, it can quickly devolve into aimless and painful wandering — especially if each founder has a different destination in mind. OKRs - Objectives and Key Results (Developed by Intel) Purpose: “What other than money do you want to achieve with your project?” Think about the customer segments you want to serve and why? What problem or jobs do you want to solve for them? Will solving these problems make a significant enough impact on their lives? What’s in it for you? If you know the deep reason why you do such thing, it is easier to look for opportunities that would match your “why”. You don’t force yourself to integrate/create/develop something that does not share your values. In the book Find Your Why, authors suggest to frame your “why” statement into this format: TO (your contribution) SO THAT (the impact of your contribution). Value proposition: it usually takes 3 years to get most ideas past product/market fit and into an early scaling phase which is about as far as we can meaningfully/truthfully attempt to forecast. Like your why, your hows also have qualitative, quantitative, and timeboxing components. Methodology to use (Agile) Gather consumer feedback before launch (focus group, free 30-day trial, etc.) Test, Test and test : This thought-process really shines at testing by using small and fast additive experiments using the build-measure-learn loop. But simply running experiments is not enough. You will need to prioritize your features/experiments based on where you are with respect to your roadmap, and continuously adjust your testing based on the learning feedback loop from your experiments and metrics. Product: Roadmap that reflects all of this.
- Existing Backlog Granular areas of focus Specific scope Specs & Design Less Flexible Near term Wide areas of focus Some flexibility Future High level and broad scope/flexible
- Objectives - What business goals will this help you meet? Business case - What value will this provide our customers or end users? Customer feedback - What have customers been saying about this particular problem? How many customers have brought it up? Internal stakeholders? User stories - What outcome do users expect when they go through a particular action? Mockups - What might the solution look like? Stakeholders feedback - Vote and score the idea User personas - Which users are you building for?
- The Product Tree is an exercise that helps you visualize the growth of your product together. Get your team to add Post-It notes to branches (which represent product areas) to suggest new features and functionality. Once all the ideas are up, they’ll see what you see every day as a product manager: lots and lots of ideas that you can’t do all at once. Use this as a starting point to discuss what areas need should be prioritized first, and what can wait until later.