Topics covered :
Product Discovery – a concept to identify basic need
Design Direction, User Persona
Understanding of MVP, MVE and MLP with examples
How we can do prioritization – A brief with real time examples on each
How we can Feature identification
How we can do mapping to user stories
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Building products that are cheap,fast and good by Anand Murthy RajAgile ME
Lean Product Development developed by Toyota had some wonderful hidden secrets that have not been understood by the masses. In this talk, I would like to share you the wonderful principles that govern the concept of product development which results in building products that are cheap, fast and good (cost effective, Quick and good quality).
Agile is not just for software development, it’s for the whole business! by O...Bosnia Agile
In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
The talk will begin with the experiences in the current organization w.r.t implementing Agile. It will start from the complexities that exist in the organization due to the way it has grown traditionally.
The next section will then focus on specific challenges , along with project examples, in the areas of
a. Client expectations on Agile
b. Estimation
c. Execution
d. Metrics
e. Project Comparison
Then the summary on where are we as an organization with these challenges and how are we trying to resolve these.
Finally, the session will conclude with some learning’s which can potentially help others.
The predominant mindset around complex problem solving is decomposition; we inevitably jump to ways of ‘chunking up’ a solution. At Aginic, our experience of delivering hundreds of engaging data experiences is that this often misses a step that is crucial to creating compelling digital experiences: experimentation. In this talk we’ll describe how we have baked in experimentation to our ability to explore and navigate complex problem spaces and how this has helped deliver engaging outcomes for our customers.
This talk is a must for anyone tackling complex projects, particularly involving data.
Kanban is the New Scrum! Failure Transformation Patterns, Similarities, and L...Shahin Sheidaei
You are in charge of a whole organization (or a number of teams). Your ultimate desire is for them to become more productive. You would ask yourself which is a golden key here, Kanban or Scrum? Is it an either/or question? Shall you start by practicing Scrum for a while and switch when matured? What can lead to a successful Kanban Transformation compared to Scrum? Is there a golden ratio of Scrum practices v.s. Kanban that makes your transformation successful? Are there any fundamental differences between them? What are the pitfalls that you want to avoid? Join me in this session to share with you my experience as both Scrum and Kanban coach. I will be sharing lessons learned to help organizations and leaders realize the true potential of their organization focusing on factors that really matter the most.
You are in charge of a whole organization or a number of teams. Your ultimate desire is for them to become more productive, which translates into effectiveness and/or efficiency. You would ask yourself which is a golden key here, Kanban or Scrum? Is it an either/or question? Shall you start by practicing Scrum for a while and switch when matured? Is there a golden ratio of Scrum practices v.s. Kanban that make your transformation successful? Do you find yourself in Scrumfalls? Is Kanban the magic solution? You are telling yourself: It’s time to switch to Kanban. Others have done it, so it must be the magic solution. If that’s you, most probably you are spending now time and money on a new “method” while barely moving the needle. I can assure you It can become successful, it has been done!
Kanban is the new Scrum these days. Let’s look at the failure modes of adopting Kanban deeper and together. What are the conditions needed for a Kanban method to flourish and find its roots in an organization? What can lead to a successful Kanban introduction compared to Scrum? Are there any fundamental differences between them? How can you make sure if you are moving from Scrum to Kanban, or having the thought of it, to become successful? What are the pitfalls that you want to avoid?
Join me in this session to share with you my experience as both Scrum and Kanban coach helping organizations transform. I will be sharing lessons learned and coaching techniques to help organizations and leaders realize the true potential of Kanban.
Building products that are cheap,fast and good by Anand Murthy RajAgile ME
Lean Product Development developed by Toyota had some wonderful hidden secrets that have not been understood by the masses. In this talk, I would like to share you the wonderful principles that govern the concept of product development which results in building products that are cheap, fast and good (cost effective, Quick and good quality).
Agile is not just for software development, it’s for the whole business! by O...Bosnia Agile
In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
The talk will begin with the experiences in the current organization w.r.t implementing Agile. It will start from the complexities that exist in the organization due to the way it has grown traditionally.
The next section will then focus on specific challenges , along with project examples, in the areas of
a. Client expectations on Agile
b. Estimation
c. Execution
d. Metrics
e. Project Comparison
Then the summary on where are we as an organization with these challenges and how are we trying to resolve these.
Finally, the session will conclude with some learning’s which can potentially help others.
The predominant mindset around complex problem solving is decomposition; we inevitably jump to ways of ‘chunking up’ a solution. At Aginic, our experience of delivering hundreds of engaging data experiences is that this often misses a step that is crucial to creating compelling digital experiences: experimentation. In this talk we’ll describe how we have baked in experimentation to our ability to explore and navigate complex problem spaces and how this has helped deliver engaging outcomes for our customers.
This talk is a must for anyone tackling complex projects, particularly involving data.
Kanban is the New Scrum! Failure Transformation Patterns, Similarities, and L...Shahin Sheidaei
You are in charge of a whole organization (or a number of teams). Your ultimate desire is for them to become more productive. You would ask yourself which is a golden key here, Kanban or Scrum? Is it an either/or question? Shall you start by practicing Scrum for a while and switch when matured? What can lead to a successful Kanban Transformation compared to Scrum? Is there a golden ratio of Scrum practices v.s. Kanban that makes your transformation successful? Are there any fundamental differences between them? What are the pitfalls that you want to avoid? Join me in this session to share with you my experience as both Scrum and Kanban coach. I will be sharing lessons learned to help organizations and leaders realize the true potential of their organization focusing on factors that really matter the most.
You are in charge of a whole organization or a number of teams. Your ultimate desire is for them to become more productive, which translates into effectiveness and/or efficiency. You would ask yourself which is a golden key here, Kanban or Scrum? Is it an either/or question? Shall you start by practicing Scrum for a while and switch when matured? Is there a golden ratio of Scrum practices v.s. Kanban that make your transformation successful? Do you find yourself in Scrumfalls? Is Kanban the magic solution? You are telling yourself: It’s time to switch to Kanban. Others have done it, so it must be the magic solution. If that’s you, most probably you are spending now time and money on a new “method” while barely moving the needle. I can assure you It can become successful, it has been done!
Kanban is the new Scrum these days. Let’s look at the failure modes of adopting Kanban deeper and together. What are the conditions needed for a Kanban method to flourish and find its roots in an organization? What can lead to a successful Kanban introduction compared to Scrum? Are there any fundamental differences between them? How can you make sure if you are moving from Scrum to Kanban, or having the thought of it, to become successful? What are the pitfalls that you want to avoid?
Join me in this session to share with you my experience as both Scrum and Kanban coach helping organizations transform. I will be sharing lessons learned and coaching techniques to help organizations and leaders realize the true potential of Kanban.
What is Product/Market Fit? Why is it the Holy Grail of entrepreneurship?
Let me help you answer and understand the fundamental question for every early stage entrepreneur: Are you building a product/service people really want? Watch the video and learn everything about Product/Market Fit.
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog/
Learn build measure building products customers loveRahul PruthI
An in depth introduction to building products with a focus on software. Slides are from the Product Management Bootcamp at General Assembly, Austin, Texas.
The focus is on the basics of learning, building and measuring as a cycle.
Innovation is one of the ultimate buzzwords of our era but what is it really? What is its meaning? How can we see it? Replicate it? Scale it? In his talk, I propose that innovation really is the “removal of friction” from a system; and that through this lens we can understand the rise of design, lean startup, Silicon Valley and possibly many other innovative happenings across time.
The talk covers the following topics:
1. The Real Lesson Steve Jobs Taught Us
2. The Rise of Design
3. Innovation = The Removal Of Friction?
4. Co-opting Innovation
Product Strategy for Startups (english) #UnitedNations #WorldFoodProgramme Benno Lœwenberg
Countless numbers of products are put out in the wild, that nobody asked for. Building something, that people actually need or want is enabled through a well shaped product strategy.
This talk illuminates how a propper product strategy looks like and what the crucial success factors are. How it helps translating business goals & vision into product design and business model, that take customer needs and market affordances into account.
#ProductStrategy, #ProductMarketFit, #MinimumViableProduct, #MVP, #JobsToBeDone, #JTBD, #LeanStartup, #LeanProductProcess, #ProductLifecycle, #RiskiestAssumptionTests
Product Strategy for Startups (english) #WFPinnovationBenno Lœwenberg
Countless numbers of products are put out in the wild, that nobody asked for. Building something, that people actually need or want is enabled through a well shaped product strategy.
This talk illuminates how a propper product strategy looks like and what the crucial success factors are. How it helps translating business goals & vision into product design and business model, that take customer needs and market affordances into account.
#ProductStrategy, #ProductMarketFit, #MinimumViableProduct, #MVP, #JobsToBeDone, #JTBD, #LeanStartup, #LeanProductProcess, #ProductLifecycle, #RiskiestAssumptionTests
“From The Money and The Maker” : The relationship between Product Management and Fundraising
This talk will reveal the secret of how much (if at all) is it important to communicate Product Vision when fundraising and will present both investors and entrepreneurs perspectives of the fundraising process for startups.
Similar to Webinar on "What we should know to Ask" The Art of Product management (20)
Unleash Your Inner Demon with the "Let's Summon Demons" T-Shirt. Calling all fans of dark humor and edgy fashion! The "Let's Summon Demons" t-shirt is a unique way to express yourself and turn heads.
https://dribbble.com/shots/24253051-Let-s-Summon-Demons-Shirt
7 Alternatives to Bullet Points in PowerPointAlvis Oh
So you tried all the ways to beautify your bullet points on your pitch deck but it just got way uglier. These points are supposed to be memorable and leave a lasting impression on your audience. With these tips, you'll no longer have to spend so much time thinking how you should present your pointers.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
7. How this webinar is Designed:
*All information shared are learning, views, and experience gained by the speaker. Please feel free to have interactive question session or can be done as per time
or may be later using google drive or whatsapp group mode etc.
❏ Not to talk about Agile Scrum or talk about
any agile canopy
❏ Not to talk about ‘how’ as we all know and
practice well in real time engagements
❏ to get info about - WHAT TO ASK
❏ Flow of talk will help audience to correlate
with HOW for their working engagement
❏ Correlate with B2B and B2C model
❏ Product management refers to Software Product Management
17. History and Evolution
Inventors and Geniuses
Developed Products, they had
product and vision with TRIAL
& ERROR experiments
In this era, mainly innovations
and product development where
by Individual Contribution only
Most products were not driven
by consumer needs
1930
Until 1920s:
18. History and Evolution
Until 1920s:
In this era, mainly innovations
and product development where
by Individual Contribution only
Most products were not driven
by consumer needs
1930
P&G started focusing on Product Market issues and root
causes, implement awareness to RCs and identify solutions
Inventors and Geniuses
Developed Products, they had
product and vision with TRIAL
& ERROR experiments
19. History and Evolution
Until 1920s:
Inventors and Geniuses
Developed Products, they had
product and vision with TRIAL
& ERROR experiments
In this era, mainly innovations
and product development where
by Individual Contribution only
Most products were not driven
by consumer needs
1930
In 1930s, First Time, new business
Technique “Brand Management”
was created
P&G started focusing on Product Market issues and root
causes, implement awareness to RCs and identify solutions
20. History of Product Management
❏ In 1980s: Intuit started to use field studies
21. History of Product Management
❏ In 1980s: Intuit started to use field studies
A Financial Software company founded by Scott Cook, a former
P&G PR employee, whose prior work at Procter & Gamble helped
him realize that personal computers would lend themselves
towards replacements for paper-and-pencil based personal
accounting.
22. History of Product Management
❏ In 1980s: Intuit started to use field studies
A Financial Software company founded by Scott Cook, a former
P&G PR employee, whose prior work at Procter & Gamble helped
him realize that personal computers would lend themselves
towards replacements for paper-and-pencil based personal
accounting.
Intuit was one of the earliest company to apply
Brand Management in a software hi-tech company
23. History of Product Management
❏ In 1990s: An article published by ‘Regis McKeena’, a
consultant wrote an article “Marketing is
Everything” in the year 1991, said that a Marketing
Person must be an integrator
24. History of Product Management
❏ In 1990s: An article published by ‘Regis McKeena’, a
consultant wrote an article “Marketing is Everything” in
the year 1991, said that a Marketing Person must be an
integrator
❏ In 1990s: The role of product manager emerged to
integrate Business, Customer and Technical
know-how.
a Technology and
Marketing consultant
25. History of Product Management
❏ In 1990s: Finding the ‘Product Market Fit’ was
envisioned and identified by ‘Regis McKeena’
26. History of Product Management
❏ In 1990s: Finding the ‘Product Market Fit’ was
envisioned and identified by ‘Regis McKeena’
❏ In 1991: concept came - Work with Customer,
New Product Development, Production Team
and identify new market segment
27. History of Product Management
❏ In 1990s: Finding the ‘Product Market Fit’ was
envisioned and identified by ‘Regis McKeena’
❏ In 1991: concept came - Work with Customer,
New Product Development, Production Team
and identify new market segment
❏ First time - Customers and Partners was
introduced to work for Sales & Profits
29. Let’s Consolidate
❏ Historically, Product management were done by Inventors and
Geniuses
❏ Later, due to Technology complexity and competition, product
development became more focused and organized
❏ Companies were forced to better understand ‘what a
customer need is’
❏ P&G was the 1st company to work with problem, market need,
perform RCA to improvise product and take corrective actions
❏ 1980s - Intuit was the first financial tech company to work with
field studies
❏ In 1990s - Product Market Fit, Work with customers and
Partners comes in frame
31. What is Product Management
An organizational function within a
company dealing with the
planning, forecasting, and
production or marketing of
a products at all stages of the product
life cycle.
38. 2 sides of the same coin
❏ Innovation starts with
discovery
❏ Ideation comes only after
the problem or opportunity
is well understood
❏ Experimentation to be cost
effective and quick
❏ It’s a series of divergence
and convergence steps
❏ It’s an Iterative process
Innovation
Process Model
105. Flipkart - B2C model
Online Platform is a B2C portal which provides shopping
experience-opportunities to the Indian consumers
○ Flipkart website
○ The web app
○ The mobile app
○ Social websites
○ Affiliated networks like review websites, coupon websites, bloggers, etc.
The various options for selling and buying through Flipkart are through:
114. Let’s have a look on floating jargons
MVP, MVE,
MVF, MLP
115. What is MVP
Wikipedia says “In product development, the Minimum Viable
Product (MVP) is a product with just enough
features to satisfy early customers and to receive
feedback about the product and its continued
development.”
116. What is MVP
“We have $5 million in funding and we have one try to get it right!
How can you guarantee we won’t fail?
Well, figuring out a Minimum Viable Product (MVP) is a great
place to start. But how do we create a good MVP? And why MVPs?
What “Viable” Means
121. on a personal note and exp.
MVP is dead
now we have
MVE
122.
123. What is MVE
The minimum viable experience (MVE) is a product which has
complete customer journeys.It is task orientated
and enables customers to start and complete a full
process.
124. What is MVE
The minimum viable experience (MVE) is a product which has complete
customer journeys. It is task orientated and enables customers to start and
complete a full process.
125. What is MVE
The minimum viable experience (MVE) is a product which has complete
customer journeys. It is task orientated and enables customers to start and
complete a full process.
A problem has been
identified and a basic
way is done to solve
current problem with
early entry, learning
and validation
MVP is already present,
but we need a complete
customer journey, as
to-n-fro along with more
needs
134. Kano Model
Kano Model, a paper was published and introduced in 1984, by Noriaki Kano,
with a set of ideas and techniques that help us determine our customers (and
prospects) satisfaction with product features.
135. Kano Model
Kano Model, a paper was published and introduced in 1984, by Noriaki Kano, with a set of ideas and techniques that help
us determine our customers (and prospects) satisfaction with product features.
136. Kano Model
Must be: product features are simply expected by
customers. If the product doesn’t have them, it will
be considered to be incomplete or just plain bad.
This type of features is usually called Must-be or
Basic Expectations.
Performance: product features behave as what we
might intuitively think that Satisfaction works: the
more we provide, the more satisfied our customers
become.
Attractive: There are unexpected features which,
when presented, cause a positive reaction. These
are usually called Attractive / Exciters / Delighters.
These falls for MLP.
Indifferent: Those features whose presence (or
absence) doesn’t make a real difference in our
reaction towards the product.
137. Kano Model
Must be: product features are simply expected by
customers. If the product doesn’t have them, it will
be considered to be incomplete or just plain bad.
This type of features is usually called Must-be or
Basic Expectations.
Performance: product features behave as what we
might intuitively think that Satisfaction works: the
more we provide, the more satisfied our customers
become.
Attractive: There are unexpected features which,
when presented, cause a positive reaction. These
are usually called Attractive / Exciters / Delighters.
These falls for MLP.
Indifferent: Those features whose presence (or
absence) doesn’t make a real difference in our
reaction towards the product.
examples - Confluence survey, Jira Survey,LinkedIn Survey,
OLA survey, OLA survey at trip end etc.
144. Scorecard
Goal is to prioritize feature over a set of criteria that have been
negotiated with stakeholders and keep evolving.
❏ Start with a clear strategy that has been validated by user
❏ Select the features that are most relevant and related to
overall vision-strategy
❏ Define a criteria and weights for scoring (keep evolving)
❏ Meet with stakeholders and fine tune criteria and weights
145. Classification Ranking
Feature Category Rank Total
The process is simple: each feature is classified into some category, and
then a ranking is produced. Categories must be sortable in some way, e.g.
1-2-3-4-5, High-Medium-Low.
146. Feature Bucket
The Feature Buckets technique by Adam Nash is also very popular.
Adam believes that feature prioritization varies a lot across different product types and industries and
that’s why he emphasizes that this technique was thought specifically for consumer internet products.
147. Feature Bucket
The Feature Buckets technique by Adam Nash is also very popular.
Adam believes that feature prioritization varies a lot across different product types and industries and
that’s why he emphasizes that this technique was thought specifically for consumer internet products.
Metric
Movers
Customer
Requests
Delights Strategic
148. Feature Bucket
The Feature Buckets technique by Adam Nash is also very popular.
Adam believes that feature prioritization varies a lot across different product types and industries and
that’s why he emphasizes that this technique was thought specifically for consumer internet products.
Metric
Movers
Customer
Requests
Delights Strategic
Features that are
included for strategic
reasons
These are features that
have been requested
directly by customers. They
are usually incremental
enhancements, but it’s
important to consider them.
Features that will move the
target business and product
metrics significantly.
ex - AARRR
Innovative features that are
internally generated based
on insights in design or
technology. (refer to Kano
model)
151. Key Takeaways
❏ Prioritize at High Level
❏ Set goals, measure and adjust
❏ Don’t do it alone
❏ Quantitative vs. Qualitative
❏ External vs. Internal
152. Key Takeaways
❏ Prioritize at High Level
❏ Set goals, measure and adjust
❏ Don’t do it alone
❏ Quantitative vs. Qualitative
❏ External vs. Internal scale goes something like this: You < Team < Stakeholders <
Customers < Business
Know what you’re getting out of the method and
when to use it. These things are tools, not
oracles.
Prioritization should not be a solo effort.
The objective is not to set priorities
and ship them. The objective is to
constantly be aware if what we’re doing
is really adding value and working out
as expected; when it’s not, we will at
least have some clues as to what
needs adjustment.
all prioritization methods work with
high-level features (themes) and user
goals
153. Let’s have a look on metrics
What we want to
measure !
155. What to measure - B2B
❏ Time to activation - How long does it take for end-users to start using
your solution
❏ Frequency of use - How often do they use the solution? Are there period
of high activity
❏ Length of use - How much time do they spend using the solution? Are
used logged in for full day?
❏ Task of completion - what is the main task, is it completed or not? How
easy is it to completed the other task?
❏ Support Request - How many email requests, support request, new
feature request received? How many support calls generated? Does it
vary by user group?
❏ Feature Request w.r.t. business needs - internal or external request
❏ Availability - is solution available for all time?
❏ Feature usage - Are there features that are not being used (refer to 1st
slide with remote)
156. What to measure - B2C
Marketing
Customer Success
and Product
Engagement
Business Success
157. Are we measuring right things?
❏ Monthly Unique visitors
❏ CAQ (customer acq.
cost)
❏ Organic Traffic vs. Paid
Traffic
❏ Product Usage /
adoption (sign-in freq,
sharing etc.)
❏ % of users who perform
similar actions
❏ % of users who perform
specific actions
❏ Feature usage (usage
vs. other features)
❏ Retention rate
❏ Quality (defects, iWish)
❏ Support ticket vs. closed
❏ Active users
❏ LTV (lifetime value)
❏ MRR (monthly recurring
revenue)
❏ ARR (annual recurring
revenue)
❏ ARU (average revenue
per user)
❏ Conversion (site lead to
conversion)
❏ ACV (annual contract
value), ex -
amazon-prime
Marketing
Customer Success
and Product
Engagement
Business Success
169. “In a boxing game, Defeat is
not declared when one fall
down, it’s declared only
when One fails to get up”
- No one can defeat oneself, except himself / herself !
Conclude thought: