2. What we will learn?
• How to build product from idea to launch.
• Product development life cycle.
• MVP.
• Product Roadmap.
• Kano model.
• Tools used by products mangers.
• Skills needed to be great Product Manager.
3. Introduction
There isn’t a single definition for product
management however, product management
is simply a way to organize the planning,
production, marketing and other tasks related
to the creation and distribution of a product. It
involves the coordination of teams, data,
processes, business systems and more.
5. Product mangers (cont.)
Product mangers skills
Skills that are essentials to be a successful product management:
Soft skills:
● Leading without authority.
● Strong interpersonal skills.
● Strategic thinking.
Hard skills:
● Problem solving attitude.
● Eye for design.
● strong business sense.
● strong analytical skills.
6. Product development life cycle.
Product development life cycle steps.
1. Creating and conceptualizing an opportunity.
2. Designing the solution.
3. Building the solution.
4. Launching the solution to market.
5. Refining the solution.
8. Building MVP (cont.)
A team effectively uses MVP as the core piece of a
strategy of experimentation. They hypothesize that their
customers have a need and that the product the team is
working on satisfies that need. The team then delivers
something to those customers in order to find out if in
fact the customers will use the product to satisfy those
needs. Based on the information gained from this
experiment, the team continues, changes, or cancels
work on the product.
Building MVP introduction
9. Building MVP (cont.)
MVP example:
To design an app for scheduling many twitter clients accounts, Joel Gascoigne created a landing page for his website
Buffer to see if enough people would register and are willing to pay subscriptions
Building MVP example
10. Building MVP (cont.)
Building MVP advantages
Advantages:
●Building an MVP prior to the final
product saves both time and
money.
●Early testing opportunity.
●User intelligence and gathering
feedback.
●Allows market validation.
11. Writing users’ stories and scenarios.
User stories and scenarios help product manger to better understand
products users, therefore, provide solutions or features that align
with user needs.
●Users stories: who are users? What do they need and why?
As a <Type of user>, I want <some goal>, so that <some reason>.
●Users scenarios:
describe the stories and context behind why a specific user or user
group uses a product or service. They help us to empathize with
the Context of our user and articulate
their goals, motivations and drivers.
12. Building Product Persona.
What is a product persona?
It is a fictional character created from
customer segment.
The main purpose of a user persona is to:
●create empathy for customers.
●Understanding and relating to what
matters to your customers is an
essential part of product
management.
●This requires ongoing research about
target user segments so you can build
an informed roadmap.
13. Product Roadmap.
What is a Product Roadmap?
A product roadmap is a visual communication tool that aligns the company around a high-level
product strategy. Depending on the type of organization, product roadmaps can include upcoming
features and technical considerations, and often explain how the product will evolve over time.
14. Product Roadmap.
Product Roadmap goals
●Describe the product strategy and vision.
●Provide a guiding document for executing strategy.
●Get your stakeholders in alignment.
●Facilitate discussion of options and scenario planning.
15. Product Roadmap.
Product Roadmap examples
How do you know which type of
product roadmap is best to work on?
It depends on the product life cycle
The no-dates product roadmap:
●It is the best choice when your
product is still in its early stage.
●More flexible
●Beneficial for companies whose
priorities are constantly changing
(weekly or daily basis).
16. Product Roadmap (cont.)
Product Roadmap examples
The timeline product roadmap: The
name is self-explanatory: it’s a
roadmap plotted on a timeline.
● sometimes a timeline product
roadmap being complex, so it
become not helpful or necessary.
● It’s useful for product’s long-term
vision
● A timeline product roadmap gives a
visual structure to the many moving
parts that have to work together to
ensure product success.
17. Product Roadmap (cont.)
Product Roadmap examples
The hybrid product roadmap
includes some dates.
● This style of roadmap allows
you to plan into the future
while maintaining flexibility.
● Items here are plotted by
month, and designated as
either Current, Near-Term, or
Future.
● A loose projection that’s
helpful but not constraining.
18. Kano model
What is the Kano model?
Nuriaki Kano, a Japanese researcher and consultant, has published a paper that includes a set of
ideas and techniques that help us determine customer satisfaction with product features. These
ideas are called the Kano model and are based on the following premises:
● Customer satisfaction with product features depends on the level of functionality provided
(how much or how well they are implemented)
● Features can be categorized into four categories.
● By asking a questionnaire, you can determine how customers feel about a feature.
19. Kano model (cont.)
The Four Categories of Features
Performance: The more performance attributes, the greater
the customer satisfaction.
Must-be (basic): Customers expect these features. If the
product does not contain them, it will be considered
incomplete or just bad product.
Attractive (Delighters): There are unexpected features
that, when presented, lead to a positive reaction.
Indifferent: Those whose presence (or absence) makes no
real difference to our reaction to the product.
20. Kano model (cont.)
By asking a questionnaire, you can determine how customers feel about a feature.
In order to reveal the customers' perceptions of the features of a product, using the Kano questionnaire is the solution. It
consists of a pair of questions for each feature you want to evaluate.
One asks our customers how they feel if they have the feature ("Functional“), The other asks how they would feel if they
didn't have the feature (“Dysfunctional“).
Dysfunctional and Functional questions are not open questions. There are very specific options we must use for these
questions
"How would you feel if you had / did not have this feature", the possible answers are:
I like it
I expect it
I am neutral
I can tolerate it
I dislike it
21. Working backward on press release.
"Working Backwards" is a product management approach designed to aid in the process of making new products, features or
product decisions. "Working Backwards" does just what it sounds like; it requires you to work backwards from the customer, as
opposed to releasing a feature and trying to bolt on new customers to it.
The following is a simple guideline for these press releases. They should feature:
1. Heading - A simple name the customer will understand.
2. Sub-Heading - In one sentence, what is the market segment for this product and what do they get.
3. Summary - A summary of the product and benefits (3-4 sentences).
4. Problem - Describe the problem the product solves.
5. Solution - Describe how the product elegantly solves the problem.
6. Quote - A quote from a spokesperson from your company.
7. How to Get Started - Describe how easy it is to get started.
8. Customer Quote - A hypothetical quote that describes how a customer experienced the benefit.
9. Closing and Call to Action - Wrap it up and give pointers on where to go next.
23. Wireframe prototype and mockups.
1. Wireframes
are rough illustration of the app design and although it’s weak in visual design it describes the main function of the product
as well as elements placement withing the application.
Tools example: paper, whiteboard or online tools such as, moqups and mockingbot.
2. Mock-Up
is a static representation of the application which is not clickable. Mock-ups differ from the wireframe as it has color, fonts,
text, images, logos etc. A mockup uses functionalities like buttons, text bars, actual content layout with typography,
navigation graphics etc. to present an improved version of the wireframe, which help in gaining opinions from prospective
users.
Tools example: sketch and photoshop or balsamiq.
3. Prototype
Prototypes are developed to check the usability of the interface, before beginning with the actual development process.
When compared to wireframe and mockup, a prototype is the most engaging form of design documentation as well as the
most expensive one that a team can develop. Prototypes are linked clickable interface, which can help in testing user
engagements with the final product.
Tools example: marvel, invision and mockingbot.
Product manger can help in the representation of the suggested product pre-development through Wireframes, Mock-Ups or
prototypes according to the business needs or users testing requirements.
24. Software development methodologies.
Various methodologies present a set
of rules, processes, and rituals we use
to build software. Some of them are
flexible and lightweight while others
tell exactly how to build your product
and manage your team. Product
manger can choose methodologies
they find suitable for a certain
organization or project. Two popular
examples are:
25. Conclusion.
Product Management is wide topic,
but it was discussed briefly in this
workshop and we hope you find these
tools and approaches helpful when
developing or implementing your
personal products.
