Moving from an idea to a Minimum Viable Product
A quick introduction to the notion of the MVP – what a Minimum Viable Product is, why you need, and why it is a critical success factor for startups
How to move from a problem to a properly-defined MVP - steps, activity and best practices to follow
the book: https://www.theinnovationmode.com/
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Why do startups need a minimum viable product (MVP)? How do we define the features for a MVP? What are the principles that we can use to move the team towards building that MVP which can be subjected to a lot of distractions in the market? In this session, I will guide the students in Singapore University of Technology & Design on a product development session and teach them to think, construct and work out a MVP.
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
The Product Market Fit Cycle (Updated to v. 2.0)Carlos Espinal
This presentation was used for my talk at HowToWeb 2014 in Bucharest Romania and is the updated presentation to my blog post on the subject - http://thedrawingboard.me/2013/05/03/the-product-market-fit-cycle/
What should new products or startups focus on first on the journey to achieving Product/Market Fit. How do you know if yo have achieved it? If you think you have Product/Market fit, what are the next steps?
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
Open Innovation: New Opportunities, New Challenges
Many companies are moving beyond the basics of open innovation making this new paradigm of innovation even more complex, challenging – and rewarding. This is the outset for this session with Stefan Lindegaard in which we get into these topics:
• the essentials: What open innovation is and why it matters?
• an overview of the mindset and skills needed to succeed with open innovation
• insights from companies on the leading edge of open innovation
The Minimum Viable product and why it is critical for a startup. How to get from an idea to an MVP through a prototype. How to speed up your software prototyping process. Techniques to help you experiment and capture feedback.
As a founder, It is very important to deeply understand the notion of the MVP. You need to use it as part of a method or a framework to help you make better product decisions – and mitigate or avoid known risks. So this definition by Eric Ries, defines the MVP as ‘ …a product with just enough features to satisfy early customers, and to provide feedback’.
Your MVP must solve the problem for your customers; your users should get value out of it; your MVP should be good enough so the users engage with it and potentially pay for it;
Your early customers should be so happy with your product to act as promoters – to recommend it to others and publicly share positive feedback.
https://www.theinnovationmode.com/
Why do startups need a minimum viable product (MVP)? How do we define the features for a MVP? What are the principles that we can use to move the team towards building that MVP which can be subjected to a lot of distractions in the market? In this session, I will guide the students in Singapore University of Technology & Design on a product development session and teach them to think, construct and work out a MVP.
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
The Product Market Fit Cycle (Updated to v. 2.0)Carlos Espinal
This presentation was used for my talk at HowToWeb 2014 in Bucharest Romania and is the updated presentation to my blog post on the subject - http://thedrawingboard.me/2013/05/03/the-product-market-fit-cycle/
What should new products or startups focus on first on the journey to achieving Product/Market Fit. How do you know if yo have achieved it? If you think you have Product/Market fit, what are the next steps?
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
Open Innovation: New Opportunities, New Challenges
Many companies are moving beyond the basics of open innovation making this new paradigm of innovation even more complex, challenging – and rewarding. This is the outset for this session with Stefan Lindegaard in which we get into these topics:
• the essentials: What open innovation is and why it matters?
• an overview of the mindset and skills needed to succeed with open innovation
• insights from companies on the leading edge of open innovation
The Minimum Viable product and why it is critical for a startup. How to get from an idea to an MVP through a prototype. How to speed up your software prototyping process. Techniques to help you experiment and capture feedback.
As a founder, It is very important to deeply understand the notion of the MVP. You need to use it as part of a method or a framework to help you make better product decisions – and mitigate or avoid known risks. So this definition by Eric Ries, defines the MVP as ‘ …a product with just enough features to satisfy early customers, and to provide feedback’.
Your MVP must solve the problem for your customers; your users should get value out of it; your MVP should be good enough so the users engage with it and potentially pay for it;
Your early customers should be so happy with your product to act as promoters – to recommend it to others and publicly share positive feedback.
https://www.theinnovationmode.com/
Building & launching mobile & digital productsAnurag Jain
These slides are an introduction to Product Management for building & launching mobile & digital products for consumers. It covers the basics of Product Management as well as gives an overview of the Product Management process and a practical, iterative approach to building products.
How to leverage your work with a Product Mindset - Mark Opanasiuk.pdfMark Opanasiuk
How to leverage your work with a Product Mindset - Mark Opanasiuk
1. What is a Product Mindset?
2. Product Thinking Mindset on Personal level.
3. Product Mindset on Organization level.
Lean Product Development for Startups- Denver Startup Week Cloud Elements
Mark Geene, CEO/Co-founder of Cloud Elements presented "Lean Product Development for Startups" at Denver Startup Week 2013. Check out the presentation for information on how to build a Lean startup. Based on principles from 'Lean Startup' by Eric Ries, 'Running Lean' by Ash Maurya and '500 Startups' by Dave McClure.
5 Lessons Learned in Product Management by Twitch Senior PMProduct School
Main takeaways:
- How to take a non traditional path to product management
- How to leverage your unique background to differentiate yourself as a Product Manager
- Steps you can take to build your product management skills/portfolio while in other fields
Introduction to Product Management. You will understand what product management is and what does a product manager do.
Product Manager is a job position highly demanded in tech companies. They assure to deliver great quality products.
Mark Geene, CEO/Co-founder of Cloud Elements, presented "Lean Product Development" at Fort Collins Startup Week 2014. Check out the presentation for information on how to build a Lean startup. Based on principles from 'Lean Startup' by Eric Ries, 'Running Lean' by Ash Maurya and '500 Startups' by Dave McClure.
Pin the tail on the metric v01 2016 octSteven Martin
This presentation takes a different approach to metrics. Instead of listing the Top 10 field-tested metrics, we first talk about goals as prerequisites for metrics. Next, we discuss characteristics of good and bad metrics. We end with walking through an activity called “Pin the Tail on the Metric,” a technique to facilitate the critical thinking needed to determine what types of metrics can help your organization discuss trade-offs, options, and ultimately make better forward-looking decisions.
How to Identify Relevant Product KPIs by Roomgo Head of ProductProduct School
Main takeaways:
- Identifying fit-for-purpose KPIs: what to measure and why, the common mistakes that Product Managers makeand when to start measuring KPIs in a project
- Avoiding analysis rabbit holes: going too granular & orphaned KPIs, testing in a bubble and application ins A/B testing + Root Cause analysis
-Telling engaging stories through product data: the power of product KPIs, building business buy-in through relevant KPIs and how less can be more when sharing with the wider business
Highest quality code in your SaaS project. Why should you care about it as a ...The Codest
We are launching a SaaS report dedicated to the whole SaaS market.
It is a useful pill of knowledge for the non-technical founders who are struggling with many challenges, especially the technological ones. In the report, we cover the specific problems/dilemmas such as:
- Is it worth making SaaS start-up if you are a non-technical founder?
- What are the biggest challenges to a non-technical founder?
- MVP as the most popular way to deliver product time to market
- Useful tips on how to build a SaaS product in 6 simple steps
Check out the report and make sure to eliminate common mistakes that can hurt your business. Are you a non-technical founder? Don’t worry!
In the short tutorial, you will learn how to successfully build a SaaS product with no programming skills.
Aligning Product Strategy with Customer Feature RequestsProductPlan
We’ve all been on customer calls where we’re asked for a feature that just does not align with our product strategy. It’s not a problem if one request is an outlier, but how should you handle recurring requests from your customers that do not align with your product strategy? In this webinar, product management veterans share real examples of feature requests that did not naturally fit with the company’s vision.
No matter the type (corporate or public one) a hackathon is always a great opportunity to showcase your talent and skills: yes, hackathons are also about team spirit, innovation, collaboration and fun but the primary motivation of the typical participant is to win it and capitalize on that (reputation, opportunity, networking).
The competition is tough, the event itself is demanding with several hours or even days of ideation, coding, iterations and in some cases team challenges.
Is a great idea enough to win a hackathon? The short answer is NO.
You also need the right team, working practices, mentality and the right strategy. Consider the following practical hints to … hack the next hackathon.
Corporate hackathons provide a great way to inspire your team. They can also promote creativity, collaboration, and innovative thinking!
Hackathons are technology-driven and primarily about software — hence the software-centric element in the definition. A Hackathon is very demanding on participants — it requires not only great technical and coding skills but also ideation and presentation skills.
Participants are asked to come up with great ideas, formulate a prototype and prioritize wisely; then self-organize and execute — do quick research, prepare resources, write code, reuse existing components and systems and finally prepare a presentation — all in time-boxed scenario. The Hackathon may be focusing on known problems or business opportunities or technologies (stated upfront) or it could be open to any ideas with no particular constraints.
What’s next on Artificial Intelligence, Augmented Reality, Robotics, Data & Visualization and Blockchain
Technology is moving at an incredible pace. We live in an amazing era where things like autonomous cars, personalized medicine and quantum computing are becoming real as we speak; Artificial Intelligence, crypto-currencies, advanced automation, deep learning and concepts like Universal Basic Income are about to reshape our world.
The years to come will bring impressive technological breakthroughs with massive impact on our lives, markets and societies. In our connected world, with the unprecedented level of information, knowledge and ideas exchange, innovation is happening continuously, at scale and in several forms; it is driven by corporations, secret labs, universities, startups, research scientists or simply by thousands of creative individuals across the globe.
Datamine provides data-intensive information technology solutions & services for Telecoms, Banking & Retail industry. Our offering answers the needs of modern management for analytics, process insight, business & market intelligence.
Our products are based on CAS platform - Competition Analysis System - which enables a new range of capabilities for Market insight, price analytics, personalized customer offerings & market strategy. Click 'download' below to get a full corporate profile.
Expertise
Business Intelligence
Market Intelligence
Price Analytics
Data mining
Customer Segmentation
Marketing databases
Recommendation engines
Online CRM components
Campaign Optimization
An interactive product development & evaluation framework …… enabling quick definition of new banking products, and analysis against actual usage
A powerful Customer Interaction framework …… automating and optimizing product recommendations, according to strict business rules
A sophisticated Customer Analytics platform …… enabling customer, billing & usage analysis along with product suitability measures
CAS/R enables marketing users to browser and analyze competition in terms of pricing on specific products. Beyond competition insight, CAS/R offers powerful tools for actionable decisions on your pricing policies, loyalty programs, personalized offers and more.
Intelligent Online marketing
CAS/R can be defined as an analytics framework for modern online retailers offering a wide range of marketing applications including product management, market analysis, Business Intelligence and predictive modeling. It is based on a powerful pricing database against your product catalogue and the ‘market’.
CAS/R includes several additional components enabling real-time, activity-based proposal generation for existing customers, dynamic product pricing schemes, personalized discount models, interactive market analysis and the intelligent alerting suite.
Competition Analysis, for Telcos
Datamine’s Competition Analysis System is a sophisticated, highly engineered data processing and visualization platform providing telcos with outstanding analytical capabilities.
Tariff Optimization, Market Insight
CAS encapsulates the complexity of the typical, fuzzy telecom market enabling telecom professionals and decision makers to understand, study and model competitors, products and strategies through a set of well-defined, easy-to-use business components. By utilizing a powerful billing engine and numerous intelligent data management components, CAS makes tariff optimization and relevant decision-making a simple, robust and fruitful business procedure.
CAS extends to an interactive decision support environment with a wide range of KPIs and statistical figures on the evolution of the customer, tariff suitability, tariff performance, market positioning, competitor’s strategy and more.
Customer Feedback Management
Corporate Criterion enables systematic, on-going user experience management and analysis, across a wide range of customer touch points - continuous user experience feeds towards your management dashboards.
The Survey process. Redefined
Design complex, structured questionnaires, define surveys in terms of target group (consumers to be contacted), execution resources, planning and administration. Depending on the configured channels and timing, consumers will be invited to participate as they become eligible according to target group membership, triggers and randomization.
Customer experience measurements through Corporate Criterion become parts of the customer record – within the data warehousing or the Marketing database – ready to be cross-analyzed against any customer dimension and attribute.
Example apparatus and methods provide a gamified adaptive digital disc jockey (DDJ) that optimizes a media presentation based on an audience response according to a gamification process. The DDJ receives data about audience members and determines a state and dynamic of the audience in response to a portion of the media presentation or the dynamics of the media presentation. The DDJ identifies audience leaders or laggards from gamification data or patterns about audience members. The gamification scores may be computed from the reactions or behaviors of audience members. The DDJ automatically adapts the media presentation based on the state and dynamic of the audience in general and/or based on the reactions of people with certain gamification scores. Data relating states, dynamics, gamification scores, and tracks or sequences of tracks from previous presentations may help plan and optimize the presentation and may be stored for planning future presentations.
A device is disclosed for enabling a user to navigate between content using gaze tracking. The device includes a presentation component for presenting a plurality of content to a user in user interface (UI) windows. A camera captures the gaze of the user, and components described herein control focus of the UI windows presented to the user based on the gaze. Multiple UI windows of varying content may be displayed to the user. A processor determines, from the captured gaze, where the user is looking, and the UI window located at the user's gaze point is brought into focus and controlled by the user's gaze. As the user looks to other UI windows, focus is seamlessly moved from one UI window to the next to correspond with what the user is looking at, providing an implicit way to control digital content without conventional computer commands, actions, or special requests.
ORGANIZATION, RETRIEVAL, ANNOTATION AND PRESENTATION OF MEDIA DATA FLES USING...George Krasadakis
A computer system automatically organizes, retrieves, anno
tates and/or presents media data files as collections of media
data files associated with one or more entities, such as
individuals, groups of individuals or other objects, using
context captured in real time from a viewing environment.
The computer system presents media data from selected
media data files on presentation devices in the viewing
environment and receives and processes signals from sen
sors in that viewing environment. The processed signals
provide context, which can be used to select and retrieve
media data files, and can be used to further annotate the
media data files and/or other data structures representing
collections of media data files and/or entities. In some
implementations, the computer system can be configured to
be continually processing signals from sensors in the view
ing environment to continuously identify and use the context
from the viewing environment.
An interactive tariff development & evaluation framework enabling quick definition of new tariffs, validation and analysis against actual usage; A powerful Customer Interaction framework automating and optimizing tariff recommendations, according to strict business rules; A sophisticated Customer Analytics platform enabling customer, billing & usage analysis along with tariff suitability measures
Feedback Management System The Criterion platform is a modern IT infrastructure which simplifies and empowers customer and employee survey lifecycle. Offers a new range of possibilities including continuous data flows (towards your marketing databases) and real-time analysis of the results. Corporate Criterion lets you design complex questionnaires and define surveys in terms of participants - consumers to be asked, execution resources, planning and administration. Electronic questionnaires become available to the authorized users, posting the answers directly to your database systems (data warehouse or marketing database). Data analysis and presentation is easier than ever through powerful reports performing in real time mode. Either
Το ςφγχρονο ανταγωνιςτικό περιβάλλον, ςε ςυνδυαςμό με τθ διαρκϊσ εντεινόμενθ προςπάκεια των
επιχειριςεων για άμεςθ και εφςτοχθ ανταπόκριςθ ςτισ ανάγκεσ του πελάτθ, οδθγεί ςε απαιτθτικζσ και ςφνκετεσ
διαδικαςίεσ πϊλθςθσ - τόςο ωσ προσ τθν εκτζλεςθ όςο και ωσ προσ τθν παρακολοφκθςι τουσ. Ταυτόχρονα, οι
διαδικαςίεσ αυτζσ πρζπει να είναι ευκυγραμμιςμζνεσ με ςυγκεκριμζνεσ εςωτερικζσ πολιτικζσ, ςτόχουσ ανάπτυξθσ
ι και περιοριςμοφσ – όπωσ κακορίηονται από τθν εκάςτοτε διοίκθςθ. Η νζα αυτι πραγματικότθτα - πολλαπλζσ
(και κατά περίπτωςθ ανταγωνιςτικζσ) διαδικαςίεσ που εμπλζκονται ςτον κφκλο πώλθςθσ τθσ τυπικισ επιχείρθςθσ,
ςε ςυνδυαςμό με τισ ιδιαίτερα αυξθμζνεσ απαιτιςεισ από τθν πλευρά του πελάτθ- αναδεικνφει τθν ανεπάρκεια
των παραδοςιακϊν μεκόδων ανάλυςθσ πωλιςεων και προςδιορίηει τθν ανάγκθ για αποτελεςματική ανάλυςη
του κφκλου πώληςησ.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
1. In a startup context
George Krasadakis
Feb 2019
Photo by Hal Gatewood on Unsplash
2. The structure of this session
Background
The MVP and why it is critical for a startup1
From an idea to an MVP
Steps to follow to properly define your MVP2
Rapid prototyping
Techniques to help you experiment and capture feedback3
3. From a problem to an MVP
Problem Idea(s) Concept(s) Prototype(s) MVP
A learning process via prototyping, experimentation & feedback loops
Problem statement
Users involved
Stakeholders
Market scan
Possible competitors
Failed attempts
Ideas – one pagers
State-of-the-art
Competition
Solutions – one pagers
Wireframes
Users and personas
Product Architecture
Technology Architecture
Feasibility & cost estimates
Realistic UX
Technical description
Exit criteria
Feedback summary
Product Backlog
Product Roadmap
Tech architecture
Market strategy
Feedback mechanisms
Experiments
4. The product management function
Problem Ideas Concepts
Product Management Function
Prototype MVP MVP +1 MVP +n
Product
Backlog
…
Targets
Planning
Insights
KPIs
User Feedback
Priorities
Ideas
Inflow: User
feedback,
telemetry
Outflow: New
releases, new
features
5. Product Management is critical for startups
75 percent of venture-backed startups fail1
1 FastCompany, "Why Most Venture Backed Companies Fail," Harvard Business School -Shikhar Ghosh.
1. Startups have extremely limited resources
2. They are ‘driven by passion’
3. They have little or no structure
The product risk: To build something nobody wants or poorly build a
product with great demand
7. Why do Startups fail?
My own list of failure reasons!
1. Over-engineered products
Even if the MVP is properly defined, the engineering work become far more sophisticated than needed;
this leads to waste of energy and resources – with huge opportunity cost. Engineering-heavy teams need
to be aware of this risk and follow a lean, agile approach.
2. Ignore or mis-interpret user feedback
Startups may ignore the signals from their userbase; or confirmation bias may responsible for reading only
the ‘compatible’ patterns; this is where predefined Success criteria – specific metrics and KPIs could make a
difference.
3. MVP – they just don’t get it
They don’t get the notion of the MVP and, as a result, they fail to focus and set the right priorities
8. Why do Startups fail?
It’s the product!
Make sure you have the right product
management skills in your team!
9. The MVP
1. The definition of the MVP
2. Popular misconceptions regarding the MVP
3. Why a good MVP is critical for startups
4. Characteristics of a good MVP
5. Signs of a poor MVP
1
10. But what is an MVP anyway?
“In product development, the minimum viable
product (MVP) is a product with just enough
features to satisfy early customers, and to
provide feedback for future development” —
Minimum_viable_product
Ries, Eric (August 3, 2009)
11. But what is an MVP anyway?
“In product development, the minimum viable
product (MVP) is a product with just enough
features to satisfy early customers, and to
provide feedback for future development” —
Minimum_viable_product
Ries, Eric (August 3, 2009)
12. But what is an MVP anyway?
“In product development, the minimum viable
product (MVP) is a product with just enough
features to satisfy early customers, and to
provide feedback for future development” —
Minimum_viable_product
Ries, Eric (August 3, 2009)
13. But what is an MVP anyway?
“In product development, the minimum viable
product (MVP) is a product with just enough
features to satisfy early customers, and to
provide feedback for future development” —
Minimum_viable_product
Ries, Eric (August 3, 2009)
14. Frequent misconceptions about MVP
People confuse the MVP with the Prototype
People confuse the MVP with the Proof of Concept
People think of the MVP as ‘just something to start with’
People think of the MVP as a ‘quick and dirty’ product
15. With a proper MVP you will be able to:
Think Big, but start small, iterate fast
Build your product with less
Test your product with real users, faster
Go to market faster
Pivot, earlier
16. A good MVP …
Focuses on the user
Reflects tested user needs
Has great feedback loops
Solves the core problem
17. A bad MVP …
Is over-engineered or not engineered :)
Is not aligned with user needs
Does not enable user feedback loops
Is over-complicated or oversimplified
18.
19. The Problem Statement
Make sure you don’t solve the wrong problem ☺
Describe the problem you are solving with a solid problem
statement: ”… a concise description of an issue to be
addressed or a condition to be improved upon. It identifies the
gap between the current (problem) state and desired (goal)
state of a process or product
https://en.wikipedia.org/wiki/Problem_statement
20. Validate the Problem
Is it really a problem worth solving?
1. Who are the key-users – the ones impacted by this problem?
2. What are the pain-points you are trying to eliminate?
3. Did you validate your problem statement with your team, your
stakeholders and selected users – does it reflect the real problem?
21. Articulate your solution
Describe in a single page:
1. The context – the situation
2. How your product solves the problem?
3. Start describing your personas
4. How you address the major pain points for your users?
5. Think big at this stage – describe your product vision
6. State your assumptions
22. Identify your users
Who are you solving for?
1. List all different classes of users –who will benefit from your solution?
2. Document your users, their needs, their pain points
3. Describe the ideal scenarios/ experience for each class of users
4. Collect metadata for your users – anything that could be correlated
with needs, expectations, point of view
5. Define named personas
23. Understand your users
Who the users are vs what the users need
1. Construct user profiles and personas; use empathy
2. Interview users – capture signals, pain points, expectations
3. Analyse available studies and metadata – public domain
4. Validate your problem with selected users
5. Validate your solution with selected users
24. Define your product
Think as a user: define your product with user stories
1. Describe product features <as a user>
2. Apply empathy – use what you know for your users/ personas and
try to express their needs and the desired user experience
3. Think Big – write Epic user stories
4. Think Small – its OK to write user stories at the lowest level of detail
5. Don’t bother about feasibility and priorities at this stage
25. Define your MVP
Post-process your user stories; rank them; get your MVP
1. Your product backlog should have all the user stories/ product
features you can think of
2. Process each user story to estimate [a] its expected value for the
user/ its importance in solving the problem and [b] its feasibility
3. For each story, you can combine these estimates into a single score
4. When all your stories have a score, rank them to reflect the priority
26. Define Success
You need a solid definition of success … to get there
1. At this point you have a prioritized product backlog; you need to
describe what ‘success will look like’
2. Identify the key metrics which will be used to measure success
3. Combine the metrics to the right KPIs
4. Prepare your data capturing mechanisms to support your metrics
5. Design a single ‘product performance dashboard’ as your source of truth
27. Problem Ideas Concepts
Product Management Function
Prototype MVP MVP +1 MVP +n
Product
Backlog
…
Targets
Planning
Insights
KPIs
User Feedback
Priorities
Ideas
You are here How can you get there… faster?
28.
29. The Prototype Defined
Types of prototypes
1. Static prototypes – wireframes could serve the purpose in certain
cases
2. Clickable prototypes – approximating the experience but with no real
back-end and data services
3. Functional prototypes – but under numerous assumptions and
conventions; they can look realistic enough to support real user
interaction scenarios
30. Rapid prototyping techniques
Why build a prototype?
1. To get a realistic, functional instance of your product, really fast
2. Expose it to selected users and capture feedback
3. Test certain aspects of your product – the ones which have high
uncertainty and/ or implementation cost
4. Test certain technologies or experiences which might be new to end-
users – for example voice-driven interactions
31. Prototype ≠ MVP
MVP
1. Minimum but Production
ready and real product
2. Secure and Reliable
3. Accessible by all users
4. Integrated with real data
services
Prototype
1. Does not address
production requirements
2. Security/ Reliability not
concerns (static/ limited
security risks)
3. Accessible by limited
number of users only
4. Reusing existing
components and artificial
data and static content
vs
32. How to speed up your prototyping
Build only what needs to be tested
1. Set the right focus – do not build ‘conventional features’
2. Find the features with higher uncertainty
3. Define an overall experience by combine all ‘static’ features and those
built for the prototype
33. How to speed up your prototyping
Use static data; reuse existing components
1. Don’t spend time building real data models and data stores;
2. Quickly design your key entities as static JSON files
3. Expose them via a simple APIs and you have a realistic integration
scenario
34. How to speed up your prototyping
Use existing, 3rd party services
1. Even for advanced AI scenarios there are ready to use commercial APIs to
quickly integrate and use
2. Even if you plan to build your own AI algorithm, you should be able to
approximate your results with existing commercial services
3. For all of your key scenarios – search what is already out there in terms of
APIs and use it!
35. How to speed up your prototyping
Use prototyping tools
1. There are great prototyping tools out there – especially for designing
UI/UX for web and mobile devices
2. There are great prototyping tools even for VR/AR experiences
3. Scan the market, select the right tools for you and use them for quick,
static or clickable prototypes
36. How to speed up your prototyping
Make assumptions, move fast!
1. When prototyping you have to deal with uncertainty, fast!
2. When you do not have all the answers, just make assumptions; just make
sure you will go back to validate them as you learn about the problem
and your users
3. Maintain simple, to-the-point documentation on the objectives,
assumptions and success criteria of the rapid prototyping effort; share it
with your team and your key stakeholders
37. How to speed up your prototyping
Rethink Quality
1. Quality is great – but you have to put it in the right context
2. You are not building a production system – even if the prototype is
hugely successful, chances are that you will through away the code
3. Focus on the user experience; back end processes could be hard-coded,
based on static, artificial data and the overall experience supported by
just a script
38. How to speed up your prototyping
Define exit criteria
1. A prototype is a kind of experiment/ test, to enable you to validate a
concept and learn
2. You need to define the key questions and the specific points your are
‘testing’.
3. Document the definition of success and exit criteria; and what you are
hoping to get out of the prototype, upfront.
39. How to speed up your prototyping
Build, capture feedback, iterate fast!
1. Build a basic UX – wireframes or real UI
2. Connect static data to make it realistic
3. Present it in the right context with a story – the right flow
4. Capture feedback
5. Iterated as needed; but fast!
40. How to speed up your prototyping
Use UI libraries & templates
1. There are great resources online – from web page templates, mobile
apps, images and videos – even public data sets which could make sense
in your scenario; use them!
2. If you plan to prototype frequently, build your own, internal library of
resources
3. If you have UI/UX experts in your team, consider setting up a set of
reusable UI elements and resources to speed up UI/UX development
41. How to speed up your prototyping
Use DevOps, Automation, Monitoring
1. Normally you need to host your prototype – so get ready in terms of
hosting scenarios and DevOps
2. Assuming a large group of users to expose your prototype to, you need
an effective way to capture feedback – via the prototype and/or with
online tools
3. You might need to setup monitoring processes to summarize user
engagement and interaction, during the prototyping phase
42. How to speed up your prototyping
Set the right expectations
1. Make sure that your key-stakeholders understand what a prototype is
and have the right expectations
2. Make sure your users get the full context when they are asked to interact
with the prototype
3. Make sure that you get honest, objective feedback from your users and
stakeholders; summarize and communicate appropriately the feedback
and insights
43. Talking about feedback …
Did you find this useful?
I would appreciate your feedback and thoughts!
Scan the QR code or use this link https://goo.gl/j8L7uw to submit your
thoughts, questions or suggestions.
Video version: https://www.youtube.com/watch?v=Buy8Ki-P0T8
44. Building data-driven and AI-powered products;
leading technology innovation programmes;
17+ US patents on Artificial Intelligence,
Analytics and IoT • 20 years of digital product
development – from concept to launch • 80+
innovative, data-driven projects • 10 multinational
corporations • 3 technology startups • Founder of
‘Datamine decision support systems’
g.krasadakis@gmail.com
https://medium.com/@gkrasadakis