The document provides an overview of the product development lifecycle from understanding customer needs to scaling the product. It discusses gathering customer feedback, defining minimum viable products, continuous development and integration practices, and scaling the product while maintaining quality and addressing technical debt. The lifecycle concludes with regularizing the market as it grows to eventually pursue an IPO.

1. A product to IPO
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2. Product Development Lifecycle
VOC – Voice of the customer
PM - Product manager
PO – Product Owner
VOTE – Voice of the technical executive
MVP – Minimum viable product
CI - Continuous improvement
CD - Continuous development
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• VOC
• Time
Challenge
• PM
• PO
Action
• VOTE
• MVP
Result
• Scalable
• CI/CD
Tech
Tech
Debt
Delighted
Users
Promoter
Sales
Channel
Campaigns
Market Size
New User Old User
Product
Innovation
Net promoter score
Prioritization
(MoSCoW)
1 2 3 4
5
Product
Backlog
6
7

3. Step 1 Challenge and understanding Voice of the customer (VOC)
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• VOC
• Time
Challenge
1
VOC – Voice of the customer
Time as a constraint
Everyone in an organisation is working
towards pleasing the customer
Waterfall Agile
• Customer needs are constantly
evolving
• Understanding the voice of the
customer is an ongoing
process, you don‘t know until
you ask or show
What is waterfall model?
• Scope and Time or cost is constrained
• Follows a set architecture
• Built layer by layer
• Is compatible across layers by virtue
of archierctural design
• Potential risks – Cost and schedule
overrun
• Potential advantages – Clean and
precise work
What is agile model?
• Cost and Time is constrained
• Follows a set rhythm (Scrum)
• Built artefact by artefact
• Architecture that can be updated
(DDD, CQRS, Event driven)
• Potential risks – Bugs, constant
update cycle
• Potential advantages – Quick to
market, proven to scale
Which to choose?

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•PM
•PO
Action
2
Step 2 Action and delegation between Product managers and owners
Product – Tangible and intangible
objects of value that are supplied to
the customer
Designed and organised by PMs and
POs
• A product is constantly evolving
to achieve a certain fit with ist
market
• It requires traction and stickiness
with various participants, check
busiiness model canvas
Product Owner
Product Manager
Program/Product
management
office
Overall
program
B2B sales
KYC
RFI/RFP
B2C sales Payment
B2I
Platform
Scrum
ERP
Component
SAFe
Funnel breakdown –> Features and EPICS
CFO – Audits and controls management spend

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• VOTE
• MVP
Result
3
Step 2 Action and delegation between Product managers and owners
VOTE – Voice of the technical authority
• Marketing and sales act as key drivers in being able to
understand the pulse of the customer
• This acts as a feed forward on what new innovation and
developments are needed to constantly engage the
cusotmer
• However, this has to be balanced with what is technically
viable, feasible and executable within the time frames
requested
• Listening to technical experts in the field is key to
knowing how best one can deploy
Type 1 MVP – Minimum Viable Product
Type 2 MVP – Most Valuable Partner/Player
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Every team member brings a piece and
hands it over, this must be followed by
whether this will stand the test of
market
A first pass need not look great but
can be a working prototype with scope
for improvement
Every team needs a player who can
being the team together, set the pace
and listen to what every team member
In some settings this person is referred
to as the scrum master, in other cases
project manager or product manager

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• Scalable
• CI/CD
Tech
4
Step 2 Action and delegation between Product managers and owners
Plan
Code
Build
Test
Continuous
development
Continuous
Testing
Deploy
Operate
Monitor
Continuous
development
Continuous
Testing
Integration
Continuous Integraton
A good Devops lifecycle should also consider how security fits into the picture
Security Layer

7. Investor
Line of Defence 1
Line of Defence 2
One house One rule
Line of Defence 3
CXO’s
Cash Engine Growth Engine Innovation R&D Operations
Assets and
Maintenance
Hiring Training Deploy Retain Churn
Sourcing Procurement Warehousing Deploy Salvage
HW
Backend Devops Staging Testing Front End
Infrastructure
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8. Product versions
Scale Stabilize Decline
Bootstrap
Scale Stabilize Decline
Scale Stabilize Decline
Scale Stabilize
Time
Version
V1
V2
V4
V3
Phasing out and decline are subject to
• market demand for previous version
• Trade off between maintaing old versus developing new
• Advancement in technology
• Transition costs
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9. Regularisation and inverse scale
Unregulated
Pioneers
Market
Makers
Regulated
Large
marketplace
Multiple
players
Mature
Market ready IPO
10x startups
x startups
0.01x startups
0.001x startups
• There is a large space for
startups who have ideas
but are looking for
investors
• This is followed by these
startups setting up an
unregulated market full
of pioneers and market
makers who tune the
voice of the customer
• Once the marketplace for
such a product or service
is large enough with a
marketplace and multiple
players ready to move in,
regulations are put in
place
• Finally the most uccessful
of these who can
withstand the market
pressures move to IPO
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10. Organisation Matrix
CEO
CFO CMO CTO
CIO
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Finance
Controlling
PMO Deployment
UI/UX
Developers Operate
Monitor
Testing

11. Orchestration (ZOPA + Due diligence)
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12. Product vision – ML ops + Kubernettes
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1. Business Understanding
- Business Logic
- Stakeholder mapping
2. Data Acquisition
- Omni channel model
- Seamless transfer pipeline
3. Data Visualization
- Exploratory data analysis
- Time series and insights
4. Feature Engineering
- SME and Business align
- Minimum success criteria
5. Model Building
- Baseline and model
- Fitting and tuning
6. Deployment
- Precision vs Recall
- Choice of optimizer
7. Model Monitoring
- Clean pipeline flow
- Verification
0. Fuzzy data
- Insight silos
- Decision chaos
Data ETL or LET based on sanity,
cleanliness and domains of business
Identifying key stakeholders and
business leaders who can support with
acquisition
Maintenance, updation and fixing of
broken and lost features
Wheels keep turning, as a nature of
agile there is a need for consistency
with time
Transition phase,
costs, budget,
resources

13. Security
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14. Appendix
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15. Business Model for Netflix (DVD Rentals Business Segment):
Key Partners
Content Creators
Movie Studios
TV Studios
Internet companies that
provide support for the
platform
Key Activities
Content Distribution
Content Creation
24 hour streaming
Multiple profiles
Child blocking
Value Propositions
On demand video
Large selection
Original content
Offline downloads
Cancel anytime
Unlimited access
Algorithm
recommendations
Customer
Relationships
Self service
Customer support
Gift Cards
Social Media
Customer Segments
Mass market consumers
International
Families
Kids
Key Resources
.
Cloud servers
Licensing agreements
Recommendation engine
Channels
Many platforms (i.e.
tablets, game systems,
phones....)
Cost Structure
Platform costs
Content creation
Economy of scale
Purchasing content from studios
Customer service
Revenue Streams
Subscription model
Purchase of original content on DVD / Download
Licensing of brands for t-shirts, accessories....
http://www.businessmodelgeneration.com
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16. Customer Jobs:
Providing
Home
entertainment
Pains:
• Late return fee
• Demand stock out
• In-person pick up and
return
• Limited Choice-only
hits and blockbusters
Gains:
• Transparency on stock
availability
• Access to lesser known
good movies
• Low commitment
• Selection of movies on
demand
• DVD Home movie
experience Pain Reliever:
• Subscription based service
• Online tracking of availability
• In queue demand on a rolling
basis
• Movie recommendation
algorithm
• Convenience of postal
delivery
Gain Creator:
• Tracking availability in
library online
• Movie recommendation
based on preferences
• Easy to subscribe and
un-subscribe
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