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Product Management & Design At Startups
- 2. My Background
Education
BS, Electrical Engineering, Northwestern
MS, Industrial Engineering, Virginia Tech
MBA, Stanford
UI design, XHTML, CSS, JavaScript, PHP, MySQL
18 years of High‐tech Product Experience
Managed submarine design for 5 years
5 years at Intuit, led Quicken Product Management
Led Product Management at Friendster
Olsen Solutions LLC, PM consultant for startups
CEO & Founder of YourVersion, real‐time discovery startup
Speaker: Web 2.0 Expo, Startonomics, FB fund, Stanford
Will post slides to http://slideshare.net/dan_o
Copyright © 2010 YourVersion
- 5. Key Roles and Interactions
Prospective Existing
Customers Customers
External
Marketing
Listening to customers
Product UI
Interface Management Design Support
Engineering QA
Internal
Copyright © 2010 YourVersion
- 6. The Design Gap at Most Startups
Level Define Design Code
1 Engineering
2 Product Mgmt big gap Engineering
3 Product Mgmt gap Engineering
Product Mgmt gap Engineering
4 PM Eng
UI
5 PM Eng
Copyright © 2010 YourVersion
- 7. The UI Design Iceberg
What most
people see
and react to Visual
Design What good
PMs and
Designers
Interaction think about
Design
Information
Architecture
Conceptual
Design
Recommended reading: Jesse James Garrett’s
“Elements of User Experience” chart, free at www.jjg.net Copyright © 2010 YourVersion
- 8. Elements of User Interface Design
Information Architecture
Structure and layout at both site and page level
How site is structured (sitemap)
How site information is organized (site layout)
How each page is organized (page layout)
Interaction Design
How user and product interact with one another
User flows (e.g., navigation across multiple pages)
User input (e.g., controls and form design)
Visual Design
“How it looks” vs. “What it is”, often called “chrome”
Typography, colors, graphical elements
Usability testing (Ramen Usability: see my fbFund talk)
Copyright © 2010 YourVersion
- 9. Product Management’s Job:
Understand customer Prioritize and plan
needs product ideas to
Ensure the product maximize ROI on
meets customer needs engineering resources
Ensure the product is Work with marketing
better than the rest on user acquisition
Work with team to Ensure the product is
design & build great meeting business
product objectives
Copyright © 2010 YourVersion
- 11. Problem Space vs. Solution Space
Problem Space Solution Space
A customer problem, A specific
need, or benefit that the implementation to
product should address address the need or
A product requirement product requirement
Example:
Ability to write in space NASA: space pen
(zero gravity) ($1 M R&D cost)
Russians: pencil
Copyright © 2010 YourVersion
- 12. Problem Space vs. Solution Space
Product Level
Problem Space Solution Space
(user benefit) (product)
Pen and
Prepare paper
my taxes
TurboTax
File my
taxes
TaxCut
Copyright © 2010 YourVersion
- 13. Problem Space vs. Solution Space
Feature Level
Problem Space Solution Space
(user benefit) (feature)
Gmail
Make it easy importer
to share a
link with my
friends
Design Design Design
#1 #2 #3
Preview with User can edit
Allow me to Design checkboxes before import
reuse my
email #1 No No
contacts #2 Yes No
#3 Yes Yes
Copyright © 2010 YourVersion
- 15. PM=Problem Space,
Design=Solution Space
Product management’s primary job is to define the
problem space
“The user problem we’re trying to address is x”
“If we build a product that does y, people will pay us z dollars”
Design’s primary job is to explore the solution space
(before coding begins)
“Here are 3 different approaches to solving the problem”
Rapid wireframes/prototypes
Each can help the other
By working together, they try to identify the best
solution to the problem
Copyright © 2010 YourVersion
- 17. Which is More Valuable to a Startup?
Specialist or generalist?
Lots to do + limited resources = many hats
Many designers are specialized
Many product managers are generalists
If time demand < 1 FTE = project, not a job
For startups, have a broad skillset
Acquiring Copy Metrics Product Spec User Wireframes Mockups HTML Java‐
users writing planning writing research & flowcharts (visual & CSS script
(IA & ID) design)
Copyright © 2010 YourVersion
- 19. Case Study: Product Validation
Developing Product Concept
Product Concept was a “marketing report” that
let consumers more directly control the direct
marketing mail that they receive
Concept was fuzzy with various components, so
we broke it into 2 different “flavors”:
#1 “Shield”: Service to reduce/stop junk mail
#2 “Saver”: Opt in to receive money‐saving offers
Within each concept, got feedback on modules that
mapped to a specific user benefit
Worked with UI designer created paper mockups
of pages for each concept (5 pages each)
Copyright © 2010 YourVersion
- 20. Clustering Potential User Benefits to
Create Product Concepts
“Shield” Concept “Saver” Concept
Reduce Find out what Money Compare Social
Junk Mail “they” know Saving Yourself Networking
about you Offers to Others
Save Marketing
Trees Report
Marketing Marketing
Score Profile
Copyright © 2010 YourVersion
- 23. Case Study: Product Validation
Recruiting People
Telephone recruit of prospective customers
Wrote screener using intuition for psychographic
segmentation
Wanted users who work full‐time & use internet
Fit for opt‐in concept: use coupons, Costco membership
Fit for anti‐junk mail concept: use paper shredder, block
caller ID
Recruiters used screener to recruit
Scheduled 3 groups of 3 people to discuss each
concept for 90 minutes
Moderated each group through the paper
mockups to hear their feedback
Copyright © 2010 YourVersion
- 25. Case Study: Product Validation
Learnings from Research
Learned that “Shield” (anti‐junk mail) concept was
stronger than “Saver”
People didn’t like many of the “Saver” concept
components
Learned users’ concerns / questions about “Shield”
concept
Refined “Shield” concept:
Removed irrelevant components
Improved messaging to address user concerns / questions
Validated revised “Shield” concept with quick 2nd
round of tests
No customer concerns
Clear willingness to pay
Copyright © 2010 YourVersion
- 27. Case Study: Product Validation
Summary
4 weeks from 1st meeting to validated
product concept
Cost $1,500 to talk with 20 users ($75
each)
1 round of iteration on product concept
Identified winning concept that users are
willing to pay $10/month for
Trimmed away non‐valuable pieces
You can achieve similar results
Copyright © 2010 YourVersion
- 28. PM & Design at Startups
Cheat Sheet
Adding a PM or Designer is beneficial, nice to have both
Mockup cycles are faster & cheaper than code
Product Manager:
Problem space: product strategy & requirements
Scoping, prioritization, business goals, marketing
Designer:
Solution space: wireframes, mockups, IA, ID, visual design
Both:
Listen to customers
Product Metrics
Help engineering build a product great that meets user needs,
is differentiated, and is easy to use
Startups value generalists more than specialists
Copyright © 2010 YourVersion
- 29. PM & Design
The Dynamic Duo
@danolsen
dan@yourversion.com www.yourversion.com
Copyright © 2010 YourVersion