Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov

1. 1
Crafting a product
narrative
Alex Pandel & Nikki Lee, 18F
In partnership with the Department of the Interior’s Office of Natural Resources Revenue

2. 2
The principles of
pitching

3. In the world of Venture Capital,
everyone has to pitch for funding.
3

4. A good pitch answers two questions:
1. Why should I care about what
you’re trying to do?
2. Why should I trust you to get it
done?
4

5. A good pitch answers two questions:
1. Why should I care about what
you’re trying to do?
2. Why should I trust you to get it
done?
5

6. A good pitch answers two questions:
1. Why should I care about what
you’re trying to do?
2. Why should I trust you to get it
done?
6

7. You are pitching every single time
that you interact with someone who
influences your budget, headcount,
user adoption, whatever.
7

8. 8
1
Motivating the
problem

9. Your audience has to believe that the
problem you’re solving is worthwhile.
You also have to convince them that
your solution to that problem is
noteworthy.
9

10. Your audience has to believe that the
problem you’re solving is worthwhile.
You also have to convince them that
your solution to that problem is
noteworthy.
10

11. Problem:
It’s hard to get potable water after
major natural disasters.
Solution:
Start a vlog to rate different water
filters.
11

12. Problem:
It’s hard to get potable water after
major natural disasters.
Solution:
Start a vlog to rate different water
filters.
12
Yes!

13. Problem:
It’s hard to get potable water after
major natural disasters.
Solution:
Start a vlog to rate different water
filters.
13
No.

14. A compelling problem is necessary
but not sufficient. You also need a
compelling solution.
14

15. So… why should anyone care about
what you’re trying to do?
15

16. 16
2
Proving yourself
(and your team)

17. Your vision doesn’t mean anything if
you don’t make it real.
17

18. 18
time
vision that
inspires

19. 19
time
optimistic but
believable plan

20. 20
time
compelling
design

21. 21
time
something that
feels real

22. 22
time
releasable
product

23. 23
time
progresspotential

24. *
you will almost certainly have to
teach people what progress looks
like
24

25. **
User research is progress. Design
sketching is progress. Prototypes
are progress. Infrastructure is
progress. Hiring is progress.
Anything that gets you towards done
is progress.
25

26. **
User research is progress. Design
sketching is progress. Prototypes
are progress. Infrastructure is
progress. Hiring is progress.
Anything that gets you closer to your
goal is progress.
26

27. It’s up to you to explain why.
27

28. 28
Practice

29. How is each of these things progress?
29
● Synthesizing 3 weeks of user
research
● Spending a month paying off
technical debt
● Deploying code to an
integration environment
● Hosting a core user
roundtable
● Usability testing a prototype
● Hiring a new product
manager
● Writing a blog post about the
project
● Meeting with an oversight
committee
discussion

30. How is each of these things progress?
30
● Synthesizing 3 weeks of user
research
● Spending a month paying off
technical debt
● Deploying code to an
integration environment
● Hosting a core user
roundtable
● Usability testing a prototype
● Hiring a new product
manager
● Writing a blog post about the
project
● Meeting with an oversight
committee
discussion

31. How is each of these things progress?
How do these get you closer to your goal?
31
● Synthesizing 3 weeks of user
research
● Spending a month paying off
technical debt
● Deploying code to an
integration environment
● Hosting a core user
roundtable
● Usability testing a prototype
● Hiring a new product
manager
● Writing a blog post about the
project
● Meeting with an oversight
committee
discussion

32. 32
The right pieces of
the story

33. Everyone you talk to cares about a
different part of the project. You
need to lead with what they care
about. You also have to make sure
that all the pieces line up.
33

34. Everyone you talk to cares about a
different part of the project. You
need to lead with what they care
about. You also have to make sure
that all the pieces line up.
34

35. Everyone you talk to cares about a
different part of the project. You
need to lead with what they care
about. You also have to make sure
that all the pieces line up.
35

36. Imagine you’re modernizing a legacy
system...
36

37. 37
Legacy DB
Encapsulation API
UX layer
Modern DB
DevOps
Data-driven policy & practice
End-user outcomes

38. Some folks care most about the
efficiency and reliability that comes
from better technical infrastructure.
38

39. 39
Legacy DB
Encapsulation API
UX layer
Modern DB
DevOps
Data-driven policy & practice
End-user outcomes

40. Others are interested in continuously
deploying better and better user
experiences.
40

41. 41
Legacy DB
Encapsulation API
UX layer
Modern DB
DevOps
Data-driven policy & practice
End-user outcomes

42. Some care most about how the
system will support policy (and
practice).
42

43. 43
Legacy DB
Encapsulation API
UX layer
Modern DB
DevOps
Data-driven policy & practice
End-user outcomes

44. 44
Legacy DB
Encapsulation API
UX layer
Modern DB
DevOps
Data-driven policy & practice
End-user outcomes
It’s all the same
story.

45. No matter what parts of the system
your audience is interested in, the
story adds up.
45

46. No matter who does the talking, the
story adds up.
46

47. 47
Practice

48. Who cares about your product?
What about it interests them?
48
● Agency leadership?
● Legislators?
● Adjacent agencies?
● Oversight bodies?
● Unrelated agencies?
● Local residents?
● US citizens?
● Non-citizen residents?
● Local press?
● National press?
discussion