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Founders institute: Session on product development

This document provides guidance on product development including defining a product roadmap, user stories, and specifications. It emphasizes understanding the user experience through developing actor personas and mapping out their goals and needs in episodic stories. Guidelines are presented for communicating vision through style guides, pattern libraries, and tone of voice. Resources are listed for further learning in product management, usability, design thinking, and more.

Technology◦

Founders institute: Session on product development

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Founder’s Institute Product Development 2014
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1. PRODUCT ROADMAP 2.DEFINITIONS & SPECIFICATIONS 3. LIVE & LEARN 4. RESOURCES
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The roadmap
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Deciding what tobuild  Prioritize for delight  Build for “Pareto”  Think for durability
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Total experience model + =
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The actor, epic,and story
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The actor  Agreat story needs a spectacular actor.  Your user is the actor. Get to know her well.
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The story  Whois the user?  What is the problem your user has?  How will you solve the problem?  How will your user feel if you solve this problem? As a [persona] I want [what] so that [why]
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The story &the actor  Tashi is the VP of engineering at an upcoming startup. She works 10 – 12 hours a day. Whatever little time she has she spends exploring new restaurants & meeting new friends.  Tashi would like notifications of new restaurants, so she gets to try out a new place without spending time searching for it.  Push notification when new restaurant is added  Text/description of the push notification  Behaviour on the phone
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Communicating vision
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Naming conventions  Thinkof your code being consumed & improved by another developer  Call it something friendly in front end & the back end  Establish naming conventions for everything!
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Guidelines  Tone guide:How to say it  Brand style guide: How does it look  Pattern libraries: Borrow from template for consistency
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Contact information  Email:tulsid@gmail.com  LinkedIn: http://www.linkedin.com/in/tulsid  Twitter: @tulsid  Slideshare: http://slideshare.net/tulsid
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Product management  www.goodproductmanager.com www.joelonsoftware.com  onproductmanagement.wordpress.com  www.productbeautiful.com  requirements.seilevel.com/blog  www.crankypm.com  www.thinkingandmaking.com
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Guidelines  voiceandtone.com  mailchimp.com/about/brand-assets/ www.google.com/design/spec/
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Usability  alistapart.com  lukew.com smashingmagazine.com  theresaneil.wordpress.com  www.useit.com  UXBooth.com  UXMagazine.com  4 must read books about design:  Designing interfaces: Jenifer Tidwell  Designing web interfaces: Theresa Neil & Bill Scott  Don’t make me think: Steve Krugg  The design of everyday things: Donald Norman
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Design thinking  Authors John Maeda  Nigel Cross  Peter Rowe  Tim Brown  Thomas Lockwood  Online  http://designthinking.ideo.com/  Also several You Tube videos

Editor's Notes

#5 KANO PARETO Hard Core/Soft Periphery. Others have also defined this as a page having a “Epicenter” When designing a page for the first time, remember to put the most important items in the central area – or in the core. What is the purpose of this page – this is what should be at the core. I.e. the element that gives the page it’s purpose. Design outward from this single element. This is also a great approach for Responsive Design – where on a mobile device your key element is still at the core of the web-estate. DURABILITY Durability: Kissmetrics – Hiten Shah, used the perfect Lean module to create Kissmetrics. I asked him how they planned for durability & scalability. Did they actually build the product knowing they would have this much load? He knew the customer & the customer’s pain: The one thing though he knew from the get-go was that the script on the site of the customer cannot change – so they fixed that. Then they iterated on functionality and performance without changing it. Twitter is another example. They knew they wanted an API & to create an ecosystem of third party applications. They did not expect the performance problems. But, they fixed the API framework first – consistent, beautiful to use, zero training. Then they pushed all their resources to just improving performances.
#6 Realize an opportunity Needs Hierarchy Dev Patnaik, founder of Jump Associate and a lecturer at Stanford&apos;s design school has written about customer experience needs understanding in what he named a System Logics model. He starts with the Maslow hierarchy of needs, then goes on to formulate a correlary 4 level hierarchical model concerned with customer needs. Functional needs are there simply because you’re doing something with a product. Functional needs and the features that help satisfy those needs may disappear if the currently available solutions are redesigned or replaced. Activity needs are about one’s immediate goals or activities. They are usually about the situation in which you live, work, and operate. For example, the need to plan a new Voice of Customer initiative, the need to deliver a new product design, the need to visit a customer in a city across the country, the need to keep employees motivated, the need to get customer support, the need I have to complete this article about the Total Experience Design model and help my reader learn something new. Life needs are the most fundamental and universal of all. For example, the need to build a good relationship with that customer, the need to feel informed, the need to make a difference, the need to be loved, the need to not lose things, the need to avoid embarrassment, the need to save time and money. ======== The model was developed by Noriaka Kano in the 1970s and 1980s while studying quality control and customer satisfaction. Define your users’ needs in light of the Kano model. What are the basic expectations that they simply expect to be there and where would the absence of these features lead to frustration? Map your products and features against the Kano model. Which features are meeting basic expectations? Only invest in developing or maintaining those to the extent that you need to satisfy the customer. Which features are your delighters? Focus your efforts here and make sure you’re constantly developing new ones. Monitor your customer satisfaction and competition to ensure that features you think delight users haven’t slid into basic expectations and no longer help your customer satisfaction. Find and focus on sustainable delighters that truly differentiate your product and continue to deliver customer satisfaction over time. Baseline features are like the table stake in a poker game – your product needs them just to play in the market. A hotel room needs to provide a bed and shower room as minimum, but this won’t really affect customer satisfaction unless they’re conspicuously absent. How annoyed would you be if your hotel room didn’t have a bed? Linear satisfiers are a case of “the more the better”. If you were buying an iPad, you might be proportionally more satisfied by a model with twice as much storage space as another. And then you have delighters; these are like my free in-flight wi-fi – unexpected and delightfully satisfying. They tap into your latent needs – things you didn’t even know you wanted until you experienced it. Delighters are also very powerful for stimulating word-of-mouth for your product. If you were going to fly to Sweden right now, would you choose Norwegian Air or SAS after reading this article? https://www.linkedin.com/today/post/article/20140415123210-2648883-the-total-customer-experience
#8 Is it worth solving this problem?
#9 Create a user persona Who is the software for? What motivates your user? What will make them successful at their job? Don’t ask your user what they want, find out their frustrations & motivations and then find the solution. Recently, I had a customer tell me it was a pain to keep updating their system with codes from another system – she wanted an easier way of inputting data into the system. In a subsequent interview she told me it took forever to do so since to do since she was dependent on IT. She also told me that she had no “say” with the C-Suite (exec team) I requested a meeting with the IT team. They were frustrated that they had to send the file over every time there was a change. As it turns out, we built nothing at all. But setup an ftp feed to process the files. Instead we spent the resources building a scheduled report sent directly to her C-Suite.
#14 How many of you have read “Don’t make me think” by Steven Krug. These principles can be brought into code as well.

Founders institute: Session on product development

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Editor's Notes