Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License Summary
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Here are the key functions of a Product Manager: - Listening to customers, users, and the market continuously to understand problems, needs, and opportunities - Synthesizing market research and feedback to define clear customer segments and user personas - Prioritizing the product backlog based on business strategy and customer needs - Ensuring the product team stays focused on building solutions that create value for target customers and users The Product Manager is responsible for understanding the market from the customer's perspective and guiding the product development process based on market realities, not just internal opinions. They connect business strategy to customer needs.
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Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License Summary
- 1. This work is licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900, Mountain View, California, 94041, USA. The Hole in Agile. Build Software Products that People Want to Buy Codemotion Rome 3/22/2013 Donato Mangialardo @donatomm donatomm@markt-driven.it
- 2. Helping organizations define, validate, build and market products or services for sustainable commercial success In the middle… 5y 10y 4y
- 3. Inspiration • Linkedin Group Leam Agile Italy • Question: how do capture and use your customers needs in Agile/Lean? • Traction …
- 4. The Hole in Agile. Build Software Products that People Want to Buy Il Brodetto
- 6. • We are AGILE! • We are efficient, independent • Quality and Deadlines now meet! • But… our customers aren’t buying our product! What’s wrong!?
- 7. “We have well executed a plan Eric Ries to achieve failure” Reducing waste is great. A product nobody wants is the ultimate waste Eric Ries (sort of) “Hand gliding is lots of fun, but only if you actually land” Joe Costello(*) (*) http://www.edac.org/htmfiles/KaufmanAward/JoeCostello.htm
- 8. 1 Facts
- 9. 90% of New Product Launch Fails Source: Google free search
- 10. After marketing professionals have spent MILLIONS to understand what their customers wanted. Or, after sales professionals have spent MILLIONS into an army of salespeople to create a need that customers did not have.
- 11. • Or in most cases, by spending MILLIONS into a PRODUCT nobody wanted
- 12. What happened? Market researchers aren’t smart enough? Advertising agencies aren’t creative enough? Developers have forgotten hove to build software products? Customers have become too difficult to
- 13. • We have become much too good at creating products that don’t help customers do the jobs they need to get done Segway Webvan Motorola Iridium $200M $700M $ 2,000 M
- 14. People don’t want to buy a quarter-inch drill. They want a quarter-inch hole!
- 15. We all agree but… • When it’s time to put that in to practice, we always think in terms of drills… Clayton M. Christensen, Scott Cook, and Taddy Hall – The Harvad Business Review OnPoint
- 16. 2 Paolo’s Tale
- 17. Una Storiella Un bel giorno un brillante software architecth, Paolo, lascio’ il suo lavoro per lavorare a tempo pieno sulla sua idea innovativa.
- 18. Paolo creo’ un prodotto di cui aveva la profonda certezza che a molti interessasse.
- 19. • Paolo aveva ragione. • L’azienda cresce, Paolo assume ex colleghi come VP di questo e di quello. L’azienda cresce ancora.
- 20. • Un giorno Luigi, VP of Sales disse: “ma noi siano Technology-Driven. Dovremmo essere Customer-Driven!” • La cosa suono’ bene, e cosi’ si fece.
- 21. • Eccetto che… ogni nuovo cliente richiedeva un progetto speciale da mettere in roadmap • La voce del’ultimo cliente dominava sempre il piano del prodotto. • “Hey, lo chiedono in Ducati! Fallo e basta”. Oppure; “Se non lo facciamo non vendiamo!”
- 22. • “Ma no, cosi’ non va!“ urlarono in molti. • Un membro illuminato della proprieta’, Enrico, tuono’: “Siamo diventati una Sales- Led company. Basta. Dobbiamo essere Marketing-Driven!”
- 23. • Venne quindi deciso di assumere un Top Marketing Executive. • Fu presa Amelie come VP of marketing. • Ed ecco un nuovo scintillante logo, tradeshows con un booth impressionante, eventi spettacolari con gran folla ed awards, brand impeccabile, grande raccolta di collateral, brochures, logo su ogni t-shirt etc.
- 24. • Un anno e 3 mesi dopo…zero incremento delle vendite. “Eh, il brand! Te lo do io il Brand” era la battuta ricorrente. • [ Niente da dire su Amelie ed il Brand. Le e' stato chiesto l'impossibile. ]
- 25. • Allora il CFO, che fino a quel momento era stato zitto, sussurro’ nell’orecchio del CEO: “non e’ ora che controlliamo un po’ i costi?” • Quindi l’azienda divento’ Cost-Driven • Vennero tagliati viaggi, cene premio, supporto, bonus etc. • “E il marketing? Cosa fanno esattamente?” Chiese il CFO al CEO. • Nessuno ebbe una buona risposta e quindi
- 26. • Alla fine il presidente e Paolo il fondatore dissero: • Siamo partiti engineering (tech)-driven • Poi Customer-driven • Poi Sales-Led • Poi Marketing-Driven • Poi Cost-Driven • Le abbiamo provate tutte! • … E’ ora di tornare Engineering-driven!
- 27. • Finche’ un giorno qualcuno disse: • Ma perche’ non diventiamo Market-Driven? • Cioe’ perche’ non ascoltiamo il mercato invece che solo noi stessi?
- 28. • Peccato che il grosso incredibile nuovo aereo che avevano costruito era arrivato alla fine della pista di decollo… • “Bye Bye” disse il Board
- 29. Cosa ci dice questa storiella?
- 30. Cosa ci dice questa storiella? • Big Product “Upfront” gettato sul mercato • Non va? Profumiamolo! Ci pensa Amelie! • Product-Centric • “WE” – centric • “Building”-Centric • Ma quale era il vero problema? • Non vedete l’elefante nella stanza?
- 31. L’elefante nella stanza: IL MERCATO ! Potenziali Buyers Problemi di tali Buyers Che vogliono risolvere presto Users Clienti esistenti
- 32. So, how do we build product customers will buy?
- 33. 3 (MAL)- FUNCTIONS
- 34. The Boss Sales People The Software The Customer The User The Market Marketing People The Scrum Master The UX designer
- 35. The Market Problems. Buyers. Perceptions “marketing” BUILD SELL Development Sales Consultants Quality Assurance Direct Sales Indirect sales (Partners)
- 36. The Market Problems. Buyers. Perceptions “marketing” BUILD SELL Development Sales Consultants Quality Assurance Direct Sales Who listens to the market? Indirect sales (Partners)
- 37. The Market Problems. Buyers. Perceptions “marketing” BUILD SELL Development Sales Consultants Quality Assurance Direct Sales Indirect sales (Partners)
- 38. The Market Problems. Buyers. Perceptions “marketing” BUILD SELL Development Sales Consultants Quality Assurance Product Product/Biz Direct Sales Indirect sales (Partners) Owner Manager
- 39. The Market Problems. Buyers. Perceptions “marketing” BUILD SELL Development Sales Consultants Quality Assurance Product Product Direct Sales Management Marketing Indirect sales (Partners)
- 40. Who is … • Listening to the market every day? • Finding/Validating Problems many buyers want to solve and will pay for? • Finding Patterns? • Developing Buyer’s knowledge • Synthesizing User Personas? • Bringing Facts to the table facilitating Is it informed decisions vs. debate of opinions?
- 41. Who is … • Listening to the market every day? • Finding/Validating Problems many buyers want to solve and will pay for? • Finding Patterns? • Developing Buyer’s knowledge • Synthesizing User Personas? • Bringing Facts to the table facilitating Is it informed decisions vs. debate of opinions?
- 42. • Someone is doing it anyway • Be it either a bossy manager, sales or development • Are they up to the challenge? Do they spend most of their time outside the building?
- 43. • Product Manager • Product Owner • Scrum Master
- 44. 13 requests done A1 B1 C1 D1 E1 F1 G1 H1 L1 K1 R1 S1 P1 T1 W1 Z1 A1 B1 C1 D1 E1 A1 A2 B2 C2 D2 E2 F2 G2 H2 L2 K2 R2 S2 P2 T2 W2 Z2 A2 B2 C2 D2 E2 A2 A3 B3 C3 D3 E3 F3 G3 H3 L3 K3 R3 S3 P3 T3 W3 Z3 A3 B3 C3 D3 E3 A3 Wants A4 A5 B4 B5 C4 C5 D4 D5 E4 E5 F4 F5 G4 G5 H4 H5 L4 L5 K4 K5 R4 R5 S4 S5 P4 P5 T4 T5 W4 W5 Z4 Z5 A4 A5 B4 B5 C4 C5 D4 D5 E4 E5 A4 A5 A6 B6 C6 D6 E6 F6 G6 H6 L6 K6 R6 S6 P6 T6 W6 Z6 A6 B6 C6 D6 E6 A6 A7 B7 C7 D7 E7 F7 G7 H7 L7 K7 R7 S7 P7 T7 W7 Z7 A7 B7 C7 D7 E7 A7 A8 B8 C8 D8 E8 F8 G8 H8 L8 K8 R8 S8 P8 T8 W8 Z8 A8 B8 C8 D8 E8 A8 Needs? A9 A10 A11 B9 B10 B11 C9 C10 C11 D9 D10 D11 E9 E10 E11 F9 F10 F11 G9 G10 G11 H9 H10 H11 L9 L10 L11 K9 K10 K11 R9 R10 R11 S9 S10 S11 P9 P10 P11 T9 T10 T11 W9 W10 W11 Z9 Z10 Z11 A9 A10 A11 B9 B10 B11 C9 C10 C11 D9 D10 D11 E9 E10 E11 A9 A10 A11 A12 B12 C12 D12 E12 F12 G12 H12 L12 K12 R12 S12 P12 T12 W12 Z12 A12 B12 C12 D12 E12 A12 A13 B13 C13 D13 E13 F13 G13 H13 L13 K13 R13 S13 P13 T13 W13 Z13 A13 B13 C13 D13 E13 A13 A14 B14 C14 D14 E14 F14 G14 H14 L14 K14 R14 S14 P14 T14 W14 Z14 A14 B14 C14 D14 E14 A14 A15 B15 C15 D15 E15 F15 G15 H15 L15 K15 R15 S15 P15 T15 W15 Z15 A15 B15 C15 D15 E15 A15 A16 B16 C16 D16 E16 F16 G16 H16 L16 K16 R16 S16 P16 T16 W16 Z16 A16 B16 C16 D16 E16 A16 A17 B17 C17 D17 E17 F17 G17 H17 L17 K17 R17 S17 P17 T17 W17 Z17 A17 B17 C17 D17 E17 A17 A18 B18 C18 D18 E18 F18 G18 H18 L18 K18 R18 S18 P18 T18 W18 Z18 A18 B18 C18 D18 E18 A18 A19 B19 C19 D19 E19 F19 G19 H19 L19 K19 R19 S19 P19 T19 W19 Z19 A19 B19 C19 D19 E19 A19 A20 B20 C20 D20 E20 F20 G20 H20 L20 K20 R20 S20 P20 T20 W20 Z20 A20 B20 C20 D20 E20 A20 A21 B21 C21 D21 E21 F21 G21 H21 L21 K21 R21 S21 P21 T21 W21 Z21 A21 B21 C21 D21 E21 A21 A22 B22 C22 D22 E22 F22 G22 H22 L22 K22 R22 S22 P22 T22 W22 Z22 A22 B22 C22 D22 E22 A22 A23 B23 C23 D23 E23 F23 G23 H23 L23 K23 R23 S23 P23 T23 W23 Z23 A23 B23 C23 D23 E23 A23 A24 B24 C24 D24 E24 F24 G24 H24 L24 K24 R24 S24 P24 T24 W24 Z24 A24 B24 C24 D24 E24 A24 A25 B25 C25 D25 E25 F25 G25 H25 L25 K25 R25 S25 P25 T25 W25 Z25 A25 B25 C25 D25 E25 A25 A26 B26 C26 D26 E26 F26 G26 H26 L26 K26 R26 S26 P26 T26 W26 Z26 A26 B26 C26 D26 E26 A26 A27 B27 C27 D27 E27 F27 G27 H27 L27 K27 R27 S27 P27 T27 W27 Z27 A27 B27 C27 D27 E27 A27 A28 B28 C28 D28 E28 F28 G28 H28 L28 K28 R28 S28 P28 T28 W28 Z28 A28 B28 C28 D28 E28 A28 13 requests from 3 customers 13 features, usually inconsistent with each other (hard to design sw this way) 3 happier customers (IF requests prioritized, captured, designed and build right) Hardly a better product (usually the contrary) On the way of doom (average-ness) vs pervasiveness Remember the Starfish
- 45. 3 problems addressed A1 B1 C1 D1 E1 F1 G1 H1 L1 K1 R1 S1 P1 T1 W1 Z1 A1 B1 C1 D1 E1 A1 A2 B2 C2 D2 E2 F2 G2 H2 L2 K2 R2 S2 P2 T2 W2 Z2 A2 B2 C2 D2 E2 A2 A3 B3 C3 D3 E3 F3 G3 H3 L3 K3 R3 S3 P3 T3 W3 Z3 A3 B3 C3 D3 E3 A3 Wants A4 A5 B4 B5 C4 C5 D4 D5 E4 E5 F4 F5 G4 G5 H4 H5 L4 L5 K4 K5 R4 R5 S4 S5 P4 P5 T4 T5 W4 W5 Z4 Z5 A4 A5 B4 B5 C4 C5 D4 D5 E4 E5 A4 A5 A6 B6 C6 D6 E6 F6 G6 H6 L6 K6 R6 S6 P6 T6 W6 Z6 A6 B6 C6 D6 E6 A6 A7 B7 C7 D7 E7 F7 G7 H7 L7 K7 R7 S7 P7 T7 W7 Z7 A7 B7 C7 D7 E7 A7 A8 B8 C8 D8 E8 F8 G8 H8 L8 K8 R8 S8 P8 T8 W8 Z8 A8 B8 C8 D8 E8 A8 Needs? A9 A10 A11 B9 B10 B11 C9 C10 C11 D9 D10 D11 E9 E10 E11 F9 F10 F11 G9 G10 G11 H9 H10 H11 L9 L10 L11 K9 K10 K11 R9 R10 R11 S9 S10 S11 P9 P10 P11 T9 T10 T11 W9 W10 W11 Z9 Z10 Z11 A9 A10 A11 B9 B10 B11 C9 C10 C11 D9 D10 D11 E9 E10 E11 A9 A10 A11 A12 B12 C12 D12 E12 F12 G12 H12 L12 K12 R12 S12 P12 T12 W12 Z12 A12 B12 C12 D12 E12 A12 A13 B13 C13 D13 E13 F13 G13 H13 L13 K13 R13 S13 P13 T13 W13 Z13 A13 B13 C13 D13 E13 A13 A14 B14 C14 D14 E14 F14 G14 H14 L14 K14 R14 S14 P14 T14 W14 Z14 A14 B14 C14 D14 E14 A14 A15 B15 C15 D15 E15 F15 G15 H15 L15 K15 R15 S15 P15 T15 W15 Z15 A15 B15 C15 D15 E15 A15 A16 B16 C16 D16 E16 F16 G16 H16 L16 K16 R16 S16 P16 T16 W16 Z16 A16 B16 C16 D16 E16 A16 A17 B17 C17 D17 E17 F17 G17 H17 L17 K17 R17 S17 P17 T17 W17 Z17 A17 B17 C17 D17 E17 A17 A18 B18 C18 D18 E18 F18 G18 H18 L18 K18 R18 S18 P18 T18 W18 Z18 A18 B18 C18 D18 E18 A18 A19 B19 C19 D19 E19 F19 G19 H19 L19 K19 R19 S19 P19 T19 W19 Z19 A19 B19 C19 D19 E19 A19 A20 B20 C20 D20 E20 F20 G20 H20 L20 K20 R20 S20 P20 T20 W20 Z20 A20 B20 C20 D20 E20 A20 A21 B21 C21 D21 E21 F21 G21 H21 L21 K21 R21 S21 P21 T21 W21 Z21 A21 B21 C21 D21 E21 A21 A22 B22 C22 D22 E22 F22 G22 H22 L22 K22 R22 S22 P22 T22 W22 Z22 A22 B22 C22 D22 E22 A22 A23 B23 C23 D23 E23 F23 G23 H23 L23 K23 R23 S23 P23 T23 W23 Z23 A23 B23 C23 D23 E23 A23 A24 B24 C24 D24 E24 F24 G24 H24 L24 K24 R24 S24 P24 T24 W24 Z24 A24 B24 C24 D24 E24 A24 A25 B25 C25 D25 E25 F25 G25 H25 L25 K25 R25 S25 P25 T25 W25 Z25 A25 B25 C25 D25 E25 A25 A26 B26 C26 D26 E26 F26 G26 H26 L26 K26 R26 S26 P26 T26 W26 Z26 A26 B26 C26 D26 E26 A26 A27 B27 C27 D27 E27 F27 G27 H27 L27 K27 R27 S27 P27 T27 W27 Z27 A27 B27 C27 D27 E27 A27 A28 B28 C28 D28 E28 F28 G28 H28 L28 K28 R28 S28 P28 T28 W28 Z28 A28 B28 C28 D28 E28 A28 Problems! P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 Try to keep a backlog of problems Then try to keep a backlog of enhancements
- 46. THE MARKET Potentials Our customers + Competition’s customers Potential Customers! They exist regardless of what we do or don’t do
- 47. Problemi che il mercato ha • Business problems that are 1. Urgent 2. Pervasive 3. Critical • That a market of buyers is ready to pay to be solved
- 48. That’s trivial! • True, but then why do we keep doing the same mistakes? • Do we think that “this time” we’ll have a different result?
- 49. 3 PIGS AND CHICKENS
- 50. • Why marketing executives last ½ than other execs? That is, <12 months? • Because they are asked for the impossible: • Creating the need of a product with an unclear benefit for an unknown customer (buyer) Source: pragmaticmarketing.com, Article by Steve Johnson
- 51. BASTA DI PROFUMARE IL MAIALE!
- 52. Dev and Marketing ?? • The same is asked to the DEV and MKTG team • They have to GUESS or MAKE UP contents, features Unknown Users, Unknown Buyers and Unknown Problems • They produce well-written, professional copy or code, but…. For whom? To whom they are talking to?
- 53. Unfortunately, buyers don’t need what they don’t need! • Creating software, integrated solutions, messages, events, campaigns, websites, SEO/SEM without knowing TO WHOM you are talking to and WHAT they really care about is total waste
- 54. There is no amount of perfume that can cover the stench of a tech product that no one needs
- 55. Il Pollo
- 56. Ma come parliamo coi ns buyers? PLM SaaS(Cloud): Tramite il nostro ERP deliverato via SaaS …che è il “vero” SaaS, il vero “Cloud” –non e’ “On-Premise” Soluzione scalabile basata su una istanza unica ma multi-tenant Alta ridondanza e 2 colocation facilities in 2 stati diversi, Uptime del 99.95% …
- 57. E’ come se “Amadori” dicesse: “Vorreste acquistare dei pezzi di pollo morto impacchettati?” Noi offriamo una The Secrets of Tuned In Leaders: How technology company CEOs create success (and why most fail)
- 58. SaaS(Cloud): • Tech Language • Buyer Language • SaaS • Basso costo di • Single Instance, ingresso ai benefici multi-tenant del prodotto • Redundancy • Basso rischio, prova ROI prima, poi • Colocation facilities investi. • Uptime • Espandi e riduci • Cloud secondo il bisogno,
- 59. Allineamento, connessione con Buyer e User (per farlo bisogna conoscerli)
- 60. 3 What’s the Product anyway
- 61. Il prodotto non è il prodotto! Niente di questo • Che problema risolviamo? è “Il Software” • Per chi? • Lo facciamo in modo unico? • Quali sono le alternative possibili per I buyers? • Siamo capaci di costruire soluzione “minime” per “proof of concept” (MVP)? • Che strategia abbiamo per la Piattaforma technologica ?
- 62. Il prodotto è il business model Modellazione tramite Lean Canvas
- 63. Quasi tutto il feedback del mercato arriva DOPO la 1.0 Metodo Classico Buyer Feedback
- 64. Quando si è gia’ speso quasi tutto il budget! Metodo Classico Rework Overhead Spese Dev Mktg Mktg Sales Sales Dev
- 65. Invece noi … Market Unique Buyer Revenue Cost Problem Value /User Model Structure Prop Persona
- 66. Minimal Viable Product • Understand the smallest feature set (product set) customers will pay for in the first release
- 67. Cicli di test, learn e measure sul MVP MVP1 MVP2 MVP3 Real, Measurable Progress
- 68. There are new ways to do things that until 2 years ago sounded like jokes
- 69. But that today are part of
- 70. So what are we talking about here? We are talking about how to build products people want to buy How do I effectively develop and use the 1. AGILE knowledge of my potential customers ? 2. LEAN 3. MARKET-DRIVEN
- 71. 4 PROBLEMS
- 72. Il Problema • Spesso elusivo • Non è quello che il cliente chiede • Non guardiamo il prodotto per primo • Spesso crediamo di averlo capito e la chiudiamo lì • SINTOMI – SOLUZIONE - PROBLEMA
- 73. Customer says... Too many alerts! The system shall flag actions requiring human intervention as soon as possible
- 74. Tina says... Too many alerts I want to sort alerts by sender. Also, I need to sort by attributes. Sender must be the first column. How is it possible you cannot sort alerts?
- 75. Il Problema Too many alerts Throughout the day, Tina gets alerts on her console but she only needs to know about the ones requiring action on her part SO THAT she does not miss important ones by browsing among hundreds of them. • Adesso capiamo cosa significa “Too many” ? • Ne capiamo l’importanza is T ina o Wh
- 76. Describe problems like a user story • Describe a user that needs to resolve a problem so that he gets a benefit (In a given scenario) As a technical reviewer, As a <Persona> • I want to access the information I am asked to I want to <Intent> review in an univocal manner. I don’t want to so that <Valuable> fish for the files I need every time. • So that I have the required time to review them before submission and save costly errors Frequency?
- 77. • The deeper the problem (root) • The more innovative the solution can be • INNOVATIVE?
- 78. 5 Methodologies
- 79. Metodologia di base Prendiamo tutte le assunzioni ed ipotesi che abbiamo fatto nel nostro business model
- 80. Metologia • Quindi, prendiamo tutte le assunzioni ed ipotesi che abbiamo fatto e le ordiniamo secondo le seguenti aree
- 81. LEAN CANVAS Modellazione tramite Lean Canvas
- 82. Attenzione! • Il prodotto non è il prodotto! • Il prodotto è il Business Model – Come attirare clienti – Come differenziarsi – Modelli di Pricing e Ricavi – Modello di Costi – Value Proposition – Canali
- 83. 9 Aree 1. PROBLEM • I principali problemi che la nostra iniziativa risolve 2. CUSTOMER SEGMENTS • Chi sono i clienti che vogliamo attirare • Buyer Personas
- 84. 9 Aree 3. UNFAIR ADVANTAGE • Qualcosa del ns business plan che non puo’ essere facilmente copiato, emulato o acquistato dalla concorrenza 4. SOLUTION • Le 3 funzionalità principali (descritte in termini di Primary User Persona)
- 85. 9 Aree 5. UNIQUE VALUE PROPOSITION Un singola, chiaro ed attraente messaggio che dichiara perchè siamo diversi e perchè siamo senza ombra di dubbio la scelta giusta
- 86. 9 Aree 6. CHANNELS Percorso, connessione tra noi ed il cliente 7. KEY METRICS Attività chiave che vogliamo misurare (es. Crescita sottoscrizioni al variare dell’otttimizzazione del sito web, cohort analysis)
- 87. 9 Aree 8. COST STRUCTURE Costi di acquisizione clienti, distribuzione, hosting people etc. 7. REVENUE STREAM Revenue Model, Lifetyme Value, Revenue, Gross Margin
- 88. Work Smarter not Harder The question is not "Can this product be built?" Instead, the questions are: 1. "Should this product be built?" 2. "Can we build a sustainable business around this set of products and services?"
- 90. SHIP DATE PERSONAS RECALLS Primary Buyer persona: Brad VP of Operations ERRORS I want my product out the door on time and at the right cost, maintaining quality standards. I WANT TO Brian needs the product record updated as BE AN ENGINEER!often as possible. The information provided by engineer forms the foundation for many of his decisions and forecasts. Therefore any barriers to adoption or use of the tool he can
- 91. Buyer Persona (summary) Brad, Responsabile delle Operazioni (VP Of Operations). “Sono costantemente sotto pressione affinche’ il prodotto venga consegnato ai clienti nei tempi stabiliti e con la qualita’ stabilita”. Non dormo bene di notte perche’ so che che il minimo errore potrebbe costarmi la carriera nel caso di un recall. Brad deve essere certo che tutti I dati del prodotto, dalle specifiche funzionali alla lista di fornitori certificati siano sempre aggiornati L’informazione creata a manuntenuta dai tecnici ed ingegneri che usano svariati sistemi CAD e di data management sono la base di molte delle decisioni che prendiamo ogni giorno, tecniche e non. Se queste non sono accurate o sono particolarmente prone ad errore umano, certamente non dormo sogni tranquilli. L’ultima cosa che voglio vedere succedere e’ che il prodotto venga ritirato dal mercato causando il fallimento dell’azienda e la cassa integrazione per I dipendenti.
- 92. Primary User Persona: Matt This new product will get in my way! I don’t want and need to use it. Mechanical Design Engineer His company produces Tablets (eBook-like) I am an engineer and want to be an engineer! Matt’s Business Goals: • Develop products that meet functional requirements, delivered on time, maximize part reuse, meet cost targets and regulatory compliance etc. Matt’s Personal Goals • Matt thrives on designing parts, resolving all sort of technical challenges and conflicting constraints, and he excels at that. • Matt wants to get work done more easily. Matt has a family and even a life. He wants to get the job done during “normal hours” to spend time with his family. • Matt hates spending time in activities that not only are tedious, labor-intensive and error- prone, but that also can pose risks in accomplishing his assigned objectives. • Matt is not familiar and non-versed in data crushing and cleanup through spreadsheets Environment • 92 Team of 15 Mech engineers on MCAD and xPDM and 3 locations around the world (US,
- 93. Primary User Persona: Matt This new product will get in my way! I don’t want and need to use it. Mechanical Design Engineer His company produces Tablets (eBook-like) I am an engineer and want to be an engineer! Matt’s Daily Activitiy • Matt is a power user of MCAD. He lives and breathes in MCAD. He enjoys designing with MCAD, which he believes it’s the best CAD product available in the market today. Matt’s Nightmare • Last year his team was responsible of an alleged design mistake which caused the product to ship one month past the deadline. Too bad that the fierce competitors did not miss the launch window for Xmas shopping. • Matt does not know how much that loss was in terms of money and missed opportunity for his company, but he remembers very well the faces of the management team, including his boss. What will happen to me if that happens again? Besides, it’s not even under my control. It is about data errors, not design shapes or physical constraints 93
- 94. The Power of personas • The product team understands whether a feature should be implemented for power or ease-of-use • The team members will focus on delighting personas instead of themselves. Dev1:This is so cool. Customers will like it Dev2: Mike does not need that. Mike needs this! Dev1: Right, But it would have been cool? Dev2: true, but let’s make Mike happy first!
- 95. Primary User Persona: Matt This new product will get in my way! I don’t want and need to use it. Mechanical Design Engineer His company produces Tablets (eBook-like) I am an engineer and want to be an engineer! Matt’s Personal Goals • Matt thrives on designing parts, resolving all sort of technical challenges and conflicting constraints, and he excels at that. • Matt wants to get work done more easily. Matt has a family and even a life. He wants to get the job done during “normal hours” to spend time with his family. • Matt hates spending time in activities that not only are tedious, labor-intensive and error-prone, but that also can pose risks in accomplishing his assigned objectives. 95
- 96. Brad, Responsabile delle Operazioni (VP Of Operations). “Sono costantemente sotto pressione affinche’ il prodotto venga consegnato ai clienti nei tempi stabiliti e con la qualita’ stabilita”. Non dormo bene di notte perche’ so che che il minimo errore potrebbe costarmi la carriera nel caso di un recall.
- 97. Persona: • Un ritratto composito di un gruppo di persone reali, che viene visto come una persona vera. • Una descrizione “umanizzata”, non un semplice elenco di attributi. • Devi poter vedere il mondo attraverso i suoi occhi
- 98. La chiave • Una persona è la “personificazione” di dati provenienti da una ricerca • Ovvero, una serie di esperimenti da cui impariamo sistematicamente • Il valore aggiunto delle personas e’ fornito dalla “vivificazione” dei dati. • Il risultato è una persona vera, che ti parla, che ha un nome, un volto, problemi e necessità, desideri e doveri, punti dolenti e
- 99. La chiave • E’ immediatamente riconoscibile, internalizzabile, comunica da sola, ci permette di vedere il mondo con i suoi occhi • E’ una tecnica di modellazione della realta’, che esiste indipendentementa da nostro prodotto
- 100. The Power of personas • The product team understands whether a feature should be implemented for power or ease-of-use • The team members will focus on delighting personas instead of themselves. Dev1:This is so cool. Customers will like it Dev2: Mike does not need that. Mike needs this! Dev1: Right, But it would have been cool? Dev2: true, but let’s make Mike happy first! “PERSONIFICATION”
- 102. HOW? Use the LOOP methodology to develop your personas
- 103. HOW? • At this point you may be able to take advantage from surveys • for quantitative data to get answers to the right questions • “Interview 5, survey 100”
- 104. Process • Ricerca, assunzioni, elementi chiave • Start with something (MVP) • Test • GET Outside the Building • Iterate (LOOP) – persevere/pivot • Brad 1.0 – use it, share it, see if others recognize him • Iterate (LOOP) – persevere/pivot
- 105. Details about the persona discovery process Just like a “Product Requiremnent Document” is not a useful final deliverable, Personas
- 106. Ricerca (prima, dopo e durante) • Read everything they read • Attend seminars they attend • Monitor conference topics • Talk with Sales people • Gain info from winloss analysis • Use your website to capture persona info (who looks for what, how much time etc) • Interview where they work
- 107. Se avete gia’ clienti … • Potete parlarci direttamente (BEST) • Leggere i logs del customer support • Usate i vs social media • Intervistate le vendite (!) • Conducete Win-Loss Interviews (BEST) Attenzione: il vostrop focus NON sono i clienti che gia’ avete. Sono quelli che NON avete ancora!
- 108. Se non li avete • Operate in modo startup. • Fate assunzioni ma state abbastanza “larghi” • Leggete quello che leggono • Frequentate eventi che frequentano • Partecipate a discussioni a cui partecipano • Leggete i loro blogs • Rifinite le assunzioni
- 109. LIVE INTERVIES • E’ semplicemente il metodo piu’ efficace ed efficiente • NO focus groups • NO surveys • NO sales interviews only • Abbiamo detto LIVE INTERVIEW • Potenziali clienti nel loro ambiente lavorativo
- 110. LIVE INTERVIES • Non andate a mostrare un prodotto né un idea (anche se lo potete usare come pretesto) • Il Prodotto (MVP) lo facciamo vedere dopo • Andate per imparare, imparare, imparare. • Capire quello che non sapete di non sapere • Avere delle sorprese e’ un buon indicatore di questo tipo di learning
- 111. LIVE INTERVIES • Non chiedete “quello che vogliono” • Ascoltate ma deviate se cominciano a “confessarsi”. • Assecondate ego anzi usatelo per l’ultima domanda sotto • Girate larghi e poi chiudete la rete! – Priority initiatives – Dove vanno gli investimenti –
- 112. Elementi da catturare • Priority Initiatives • Sleep deprivation • Success Factors • Perceived Barriers • Buying Process • Decision Criteria • Personal drivers (not hygienic drivers)
- 113. Non e’ Facile • Un giro di interviste deve avere gli stessi obiettivi per poter poi comparare i risultati e trovare PATTERNS • L’abilita’ di individuare PATTERNS e’ fondamentale • Il management deve capire e dare la giusta priorita’ a questa attivita’. Sta a voi! • ESEMPIO: JEFF • (fatelo anche di nascosto)
- 114. Sleep • What keeps your buyer’s awake at night? • Why? • Why? • Why again? Always ask why. Several times. Don’t accept “because” as an answer
- 115. Success Factors • To understand the buyer ’s approach to a Priority, identify what tangible or intangible rewards she associates with success. – Grow revenue by X, cut costs by Y.” – Getting fired or demoted if … – The real story may be about ego inflation or the desire to “get rid” of rivals. Note: Personal objectives are often stronger than “corporate” ones They always must be taken into account (Who would not want to grow revenue by X?)
- 116. Ma non c’e’ un modo piu’ veloce? • Basta chiedere alle vendite ! • Ma facciamo un focus group! • Facciamo dei gran surveys!
- 117. Resist this temptation • Surveys are useful when you know what the question is. • Focus groups can get people to choose the best of three alternatives. • But these techniques are OK for validating what you already know. • The buyer persona interview process goes deeper to identify the questions you don’t
- 118. Impersonali, “impostate” Non comunicano The Picture OK ma manca Perfetta (contesto = Vino) OK OK contesto
- 119. THE POWER OF PERSONAS
- 120. The Power of Personas • Quando abbiamo la persona “in pugno” accadono cose meravigliose • The dev team… – Understands requirements with less detail and specification – Makes good, reasonable implementation decisions independently – Raises valid concerns and opportunities – Stays focused on the real requirements and
- 121. The Power of Personas The marketing Team knows what language to use and what topics are more valuable when: • Writing anything in the website • Setting up a campaign • Writing whitepapers • Organizing events • Design the social platform • Design the content marketing process and
- 122. Management Team • The Management team understands better what we are doing and why • It’s easier to “convince” if needed • Knows we know what we are doing • Knows who they should invite or visit, read about. • Knows why a painful decision has been made (see Adele’s example)
- 123. Another powerful connection • The diamonds
- 124. Market + Vision/Strategy Business Case Il Management da la direzione ma non riesce ad avere la visibilita’ necessaria a capire come vanno le cose. Troppi tecnicismi e dettagli Specifiche Funzionali
- 125. Market + Vision/Strategy Business Case Chi sviluppa non ha sufficiente contesto, ha molte domande e deve spesso indovinare (scegliendo cosa gli piace piu’ fare)
- 126. Market + Vision/Strategy Business Case DIAMANTI
- 127. Bisogni delmercato Visione e Strategia Aziendale Market + Vision/Strategy Business drivers Business Case I DIAMANTI Collegano il Business con le Specifiche Sono Misurabili, Visibili, Comunicabili Il Come La Soluzione
- 128. Diamanti • Requisiti ad alto livello, solution-free, che: • Dicono cosa fare in modo chiaro ed incontrovertibile • Legano il business case con le specifiche funzionali • Forniscono a tutti un linguaggio comune - dal cliente al venditore • Sono piu’ semplici da comunicare e
- 129. I DIAMANTI – uno schema infallibile
- 130. Conclusion • How can you build something buyers will buy, users will use, if nobody knows them? 1. Get to know your Buyers, Users and their Problems (market-driven: PROBLEM-PERSONAS) 2. The product is the whole thing (LEAN CANVAS) 3. Put it in the loop! (LEAN)
- 131. Conclusion GET OUTSIDE THE BUILDING
- 132. Sources and acknowledgments Pragmaticmarketing.com – The Buyer Personas Institute The lean Startup, Eric Ries Running Lean, Ash Maurya Management 3.0, Jurgen Appelo The buyer persona institute, Adele Ravella The Inmates Are Running the Asylum, Alan Cooper The New Rules of Marketing and PR, David Meerman Scott Tuned-in, C.Stull, P.Myers, D.Scott Market-driven.it, Donato Mangialardo Malcolm McDonald, http://www.malcolm-mcdonald.com/biog.htm
- 133. More Sources • Mary and Tom Poppendiecks • Allan Cooper • joelonsoftware.com • productpersonas.com • Rally software • Sinan Si Alhir • Ken Schwaber • Mike Cohn