How difficult is to build a real attractive product! Well, how difficult is to build an interesting product. Buff, how difficult is to build just a product… Let us show you the right path

1. HOW TO BUILD A
DESIRABLE TECH
PRODUCT
THE RIGHT PATH…

2. THE PRODUCT PATH
FROM THE IDEA TO THE SHELF

3. ABOUT THE PRODUCT…
FUNCTIONS PROCESSESACTORS
10
REMINDERS

4. KEY FUNCTIONS

5. PRODUCT
MANAGEMENT
PRODUCT
MANAGEMENT
THE PRODUCT
MANAGER SAYS…

6. THE DUTIES OF PRODUCT MANAGEMENT
Capture ideas and
opportunities
Make quick evaluations of
ideas and opportunities
Define WHAT to do and
build the right product

7. THE DUTIES OF PRODUCT MANAGEMENT
Identify roles and
“Personas”
Lead the entire product
lifecycle
Generate the Business Case
(with everybody’s help)

8. THE DUTIES OF INNOVATION
Generate a proper and
constant innovation
environment
Generate ideas
Provide DISRUPTION to the
process

9. THE DUTIES OF INNOVATION
Investigate opportunities
aligned with the
organization’s strategic
lines
Lead the technological R&D
(with the help of Engineering and
Partners)

10. THE DUTIES OF MARKETING & SALES
Help others know about
competition, customers and
markets
Help the PM define
segments, targets and
position

11. THE DUTIES OF MARKETING & SALES
Help the PM define pricing
Promote and tell the world
about the product
Manage the product launch

12. THE DUTIES OF MARKETING & SALES
Provide tools for the sales
channels
Lead key marketing
programs
Sell the product

13. THE DUTIES OF ENGINEERING, OPERATIONS & PROJECT MANAGEMENT
Build the product right
Define a FEASIBLE product
Implement the product with
the required level of AGILITY

14. Be constantly updated
about the technology’s state
of the art (with the Innovation
Dept. help)
Keep people’s feet on the
ground during the entire
process
THE DUTIES OF ENGINEERING, OPERATIONS & PROJECT MANAGEMENT

15. THE DUTIES OF USER EXPERIENCE & DESIGN
Study and model the
interaction with the product
Design the User Interface
Study users

16. THE DUTIES OF USER EXPERIENCE & DESIGN
Help PM to define roles and
“personas”
Help PM to experiment and
optimize the product
together with Innovation
Lead the prototype phase

17. ACTORS & ROLES

18. Despite the real world forces the concentration of multiple roles in a single person,
we’re going to draw an ideal organization where everybodyhas just one role…

19. …and the PRODUCT MANAGER is #1…and the PRODUCT MANAGER is #1

20. R&D PARTNER
INNOVATION PRODUCT
MANAGER
DREAMER
MAKER
USER
INDUSTRY MANAGER
PRODUCT MARKETING
MANAGER
SALES MANAGER
PRODUCT MANAGER
INTERACTION DESIGNER
VISUAL DESIGNER
PRODUCT OWNER
PROJECT MANAGER
ENGINEERING MANAGER
OPERATIONS MANAGER
STAFF / ORGANIZATION CUSTOMER
LEAD DESIGNER
PRODUCT MANAGEMENTINNOVATION MARKETING ENGINEERINGUSER EXPERIENCE

21. ITERATIVE PROCESS

22. We assume that thousands of ideas are not chosen. We assume that hundreds of
products don’t see the light. We assumethat some products fail in the market…
We are drawing the path that successfulproducts follow

23. LAUNCH
DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
WHAT (idea
conception)
Maturation and
definition
∂∂
Design and
prototyping
Positioning
Technical
development
Commercial
development &
Branding
BackOffice &
Launch plan
execution
Test (User &
Mkt)
Rethink
Redesign
Reconsider
Test (validation)
Rebuild
Rebrand

24. DISCOVERY AND DEFENSE MODE
THE LARGER THE
PICTURE, THE MORE
WEIGHT AND
RESPONSIBILITY IN THE
DEPICTED STAGE
BIGGER PICTURE: MORE WEIGHT AND
RESPONSIBILITY
BIGGER PICTURE: MORE WEIGHT AND
RESPONSIBILITY
SMALLER PICTURE:LESS WEIGHT
AND RESPONSIBILITY
SMALLER PICTURE:LESS WEIGHT
AND RESPONSIBILITY

25. WHAT (idea
conception)
Maturation and
definition
Rethink
DISCOVERY AND DEFENSE MODE
effort&responsibility

26. DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
1. INNOVATIVE
CHALLENGES
1. RELATION WITH USERS
(NEEDS)
1. RELATION WITH
BUSINESS UNITS (NEEDS)
1. COMPETENCE ANALYSIS
(COPY)
1. BUSINESS STRATEGY
1. MARKET WATCH
(OPPORTUNITIES)
…
2. IDEA SELECTION
3A. FEASIBILITY ANALYSIS
3B. VALUE PROPOSITION
DEFINITION
4. BUSINESS CASE
GENERATION (BIG
NUMBERS)
5. PRESENTATION TO
PRODUCT COUNCIL (1ST
ROUND)
DECISION
YES
GO TO
THE NEXT
LEVEL…
NO
GAME OVER. TRY
AGAIN…
steps

27. DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
1. FIRST BLOCK (MULTIPLE SOURCES)
2. IDEA SELECTION
3A. FEASIBILITY STUDY
3B.VALUE PROPOSITION
4. BUSINESS CASE GENERATION (BIG NUMBERS)
5. PRESENTATION TO PRODUCT COUNCIL (1ST ROUND)
staff/ users r&d partners / makers / dreamers / innovation PMs
product manager
em r&d partners / innovation PMs
pmk / ipm/ em product manager
staff product manager
product marketingmanager product managerlead designer
involvement

28. ∂∂
Design and
prototyping
Positioning
Test (User &
Mkt)
Redesign
Reconsider
PROTOTYPE AND TEST MODE
effort&responsibility

29. YES
GO TO
THE NEXT
LEVEL…
DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
6. ROLES AND PERSONAS
ANALYSIS
7B. MARKETING PLAN
DEFINITION
7A. INTERACTION &
VISUAL DESIGN
8. “HIGH FIDELITY
PROTOTYPE”
CONSTRUCTION
9A. USER TEST
9B. MARKET TEST
DECISION
10.BUSINESS
CASE
(DEFINITIVE)
10.PRODUCT
COUNCIL (2ND
ROUND)
NO
COME BACK TO
THE FIRST SQUARE
AND GOOD LUCK
NEXT TIME…
ALERT
IT’S TIME TO DESIGN
THE NEXT VERSION…
steps

30. DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
6. ROLES AND PERSONAS ANALYSIS
7A. INTERACTION &VISUAL DESIGN
7B. MARKETING PLAN DEFINITION
8. “HIGH FIDELITY PROTOTYPE CONSTRUCTION
9A. USER TEST
9B. MARKET TEST
10. BUSINESS CASE (DEFINITIVE) / PRESENTATION
TO PRODUCT COUNCIL (2ND ROUND)
lead designer / interactiondesigner product manager
product manager
product marketingmanager / industrymanager product manager
lead designer / interactiondesigner / visualdesigner / product owner product manager
interaction designer / visualdesigner product manager
lead designer / interactiondesigner / visualdesigner
staff product manager
product marketingmanager / industrymanager product manager
product owner
involvement

31. Technical
development
Commercial
development &
Branding
Test (validation)
Rebuild
Rebrand
IMPLEMENTATION MODE
effort&responsibility

32. YES
GO TO
THE LAST
LEVEL…
DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
11. PROTOTYPE REVIEW
AND ANALYSIS
14. USERTEST
(VALIDATION) DECISION
12A. INCREMENTAL
PRODUCT
CONSTRUCTION
12B.BUSINESS
VALIDATION POINTS
13. MARKETING PLAN
EXECUTION
12C.ENGINEERING
VALIDATION POINTS
NO
IT SEEMS
IMPOSSIBLE BUT
YOUR PRODUCT
STINKS…
steps

33. DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
11. PROTOTYPE REVIEW AND ANALYSIS
12A.INCREMENTAL PRODUCT CONSTRUCTION
13B. BUSINESS VALIDATION POINTS
13C. ENGINEERING VALIDATION POINTS
14. MARKETING PLAN EXECUTION
15. USER TEST (VALIDATION)
engineering manager/ project manager product manager
product owner / engineeringmanager / project manager
project manager / productowner product manager / staff
ld / id / vd
product owner / engineeringmanager / project manager
product manager marketing/ industrymanager
ld / id product managerem / pm
involvement

34. LAUNCH
BackOffice &
Launch plan
execution
LAUNCH MODE
effort&responsibility

35. DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
17A. MARKETING PLAN
EXECUTION (LAUNCH)
17B.INTERNAL
DISSEMINATION
16. BACK-OFFICE
PRODUCT RECEPTION
18. FINAL CHECK
19. RAPID RESPONSE
PHASE
LAUNCH
steps

36. DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE
16. BACK-OFFICE PRODUCT RECEPTION
17A. MARKETING PLAN EXECUTION (LAUNCH)
17B. INTERNAL DISSEMINATION
18. FINAL CHECK
19. RAPID RESPONSE PHASE
product marketingmanager product manager
product manager
engineering manager/ operation manager
engineering manager/ operation manager
product manager marketing/ industrymanager / sales manager
involvement

37. 10 REMINDERS

38. 1Separate the Product Manager role from the Product
Marketing role as much as you can…

39. 2Give enough time to play and create.

40. 3Stretch the prototype as much as you can to get a
“High fidelity prototype”.

41. 4Get Engineering involved since the very beginning.

42. 5Focus on obtaining the “Minimum Viable Product”,
not anything more…

43. 6Think always in the product. Each phase of the cycle
needs a strong leadership from the product manager.

44. 7Be forward thinking. Once you start building a
release, define the next one.

45. 8Use the right KPIs to measure the success of the
product.

46. 9Differentiate the WHAT and the HOW. Each one has its
own responsible…

47. 10Have direct access to the users in order to do your best
at testing and validation.

48. And always remember…

49. ENJOY…
AND BE CREATIVE

50. Pablo Rodríguez
pablo@pablorodriguez.info
Pablo Rodríguez
pablo@pablorodriguez.info
Dani Cardelús
danicardelus@gmail.com
Dani Cardelús
danicardelus@gmail.com

51. Credits