Lean Startup for Agile Product Management Workshop

Agile Product Management
Tel Aviv, January 2014
© 2013 Proyectalis Gestión de Proyectos S.L.

More at http://Slideshare.net/proyectalis

Disclaimer:
‘VANITY SLIDES’


edinilla
Angel M
ther,
fa
killed my die!
You
o
prepare t

angel.medinilla@proyectalis.com
www.proyectalis.com/en/AngelMedinilla
(Slides, Videos, Newsletter, Books, Blog, LinkedIn,
Sketchnotes, Twitter...)

Twitter: @angel_m
(would love some instant feedback!)



My
pleasure!



Free Shoulder Pain Check...



Who do we have here today?



Your goals for this seminar? (3 min)



Intro...



THE framework!



THE framework?
????!



Black holes in Agility



The Visionary Myth



The Hacker Myth



Wrong products!



Very wrong products!



Very, very wrong products!



Very, very, very wrong products!



“Double the Sh*t, Double fast”



Agile Development vs Agility


Lean Startup = CustDev + Agile



Success Criteria:
- Do you know who your customers are?
Criterio de éxito:
- What’s their main problem?
- ¿Sabes quiénes son tus usuarios y clientes?
- - ¿Cuáles son los a solution? Customer tus clientes?
Do you have principales problemas de agree?
- - ¿Cuántoyour customers use your product?
Would pagarían por resolverlos?
- - ¿Tienes una solución?you gave your product for free,
Killer question: if ¿Los clientes están de acuerdo?
would your clients use it right now?

MVP

- C-P-S (Cliente-Problema-Solución)
- User Personas
- Validación hipótesis cliente / problema


Criterio de éxito:

Success Criteria:
- Modelo de negocio testado
- Validated business model
- Hipótesis financieras válidas
- Validated financial assumptions
- Canales de venta testados
- Tested sales channels
- Primeros pedidos
- First orders / customers tu producto grátis, ¿lo instalarían
- Killer question: si entregases
y usarían tus clientes ahora mismo?

MVP


PM fit


Workshop Structure
1)
2)
3)
4)
5)
6)
7)

Product Vision
Business Model
C-P-S Statement; User Personas
Validating Assumptions: MVP - MVE
Defining Products
Product Development
Metrics and Analytics



Vote (1 min)
1)
2)
3)
4)
5)
6)
7)

Product Vision
Business Model
C-P-S Statement; User Personas
Validating Assumptions: MVP - MVE
Defining Products
Product Development
Metrics and Analytics



1) The Vision



It all starts with a vision...



Memorable visions...
As#a#company,#and#as#individuals,#we#
value#integrity,#honesty,#openness,#
personal#excellence,#constructive#self9
criticism,#continual#self9improvement,#
and#mutual#respect.#We#are#committed#
to#our#customers#and#partners#and#
have#a#passion#for#technology.#We#take#
on#big#challenges,#and#pride#ourselves#
on#seeing#them#through.#We#hold#
ourselves#accountable#to#our#
customers,#shareholders,#partners,#
and#employees#by#honoring#our#
commitments,#providing#results,#and#
striving#for#the#highest#quality.#



Verb, Target, Outcome..
“Organize world's information, make it universally accessible”
“Find and discover anything you might want to buy online”
“ (Be) Worldwide Authority on Kids, Families and Fun”
“Be #1 car company in America & one of the great American
brands”
“(Find) my iPhone”
“File too big for email”
“Put a Man on the moon and back alive before 1970”
“Run your own hospital online”



Basic Structure
Estructura básica:!
We believe that a determinado porcentaje de
“Creemos que uncertain percentage of Internet users will
Internautason-line so they can save up time, money para
want to buy querran comprar productos on-line and
ahorrar tiempo more product más variedad y mejores
have y conseguir options available
ofertas”!
“Creemos que unadeterminado porcentaje de nuestros
We believe that certain percentage of our users will
usarios buy with just one click so they can saveparatime
want to querran comprar con un solo click up
ahorrar tiempo y hacer más fácil el proceso”!

and make the process easier

Verb, target, outcome!


Exercise: Your Vision (10 min)



Some sources of the vision...



Benchmarking



Customer requests...Carefully!



“What customer requested”



Some wrong sources...



Some problems with the vision



“Product Space”



Products vs.
Solutions



Revenue



Costs reduction



Functional Value
- Something we could not do
- Algo que no podíamos
before
- Something
hacer anteswe can now do
faster, que ahora podemos
- Algo cheaper, easier, stronger...

hacer más rápido, más
barato, más fácil, más
bonito…



Emotional Value
- Control
- Control
- Security
- Status
Seguridad
- nformación
-I Fun
-Diversión,
- Entertainment
- Social interaction
entretenimiento
- Expression
- nteracción Social
-I Information
- ...
- Notoriedad, Status
- Expresión
- …



Product Management



Follow the pain!



Lesson Learned: success is not to
deliver something on time / budget...

Success means solve a problem and
deliver some value!


Clients who *love* our product


From “feature backlog” to...

Backlog...



2) Business Model



From vision to Business Model

Roman Pichler’s Vision Board



C-P-S Statement



Refinar /
redefinir
Validar
resto
hipótesis

Core
Hipótesis

Caract.
personas

…
Id.
Hipótesis

C-P-S

Valid.
Personas
Def. modelo
negocio válido
y escalable

MVP n

“Elevator
Pitch”
Refinar /
redefinir/
pivotar

Visión
Pitch

MVP 2
MVP 1

Primeros
clientes

Sketch
Modelo
Negocio

Refinar /
redefinir/
pivotar

Refinar /
redefinir/
pivotar

Validación C-P-S

Product-Market Fit 


‘C-P-S’ Statement as elevator pitch



C-P-S Statement as User Story



Exercise: “Provide Parents With The
Best Au-Pair” (10 min)
- Customer: Who are the clients? Who
is involved? Who has a problem? How
can you identify these people?
- Problem: What’s the problem? How
are they coping with it? Is there any
Workaround? How important is it?
- Solution: How can we help? What’s
the value we provide? What’s our
killer feature / advantage?



Relationship

Activities

Resources

Channels

Partners
Value
Costs


Customers

Revenues


Lean Canvas:



Business Model vs Business Plan



Ex: MyAupair.com (45 min)
Relationship

Activities

Resources

Channels

Partners
Value
Costs


Customers

Revenues


3) C-P-S Statement and Characterizing
Users



‘C-P-S’ Statement



‘C-P-S’ Statement
tion!
ump
Ass



They are all assumptions!
Hipótesis

Hipótesis

Hipótesis

Hipótesis

Hipótesis
Hipótesis

Hipótesis
Hipótesis

Hipótesis

Hipótesis

Hipótesis

Hipótesis

Hipótesis
Hipótesis

Hipótesis
Hipótesis

Hipótesis

Hipótesis

Hipótesis


Hipótesis

Hipótesis

Hipótesis

Hipótesis


Be careful with your core
hypothesis...



Validate your assumptions



Validated Assumptions = PM Fit!
Hipótesis

Hipótesis

Hipótesis

Hipótesis

Hipótesis
Hipótesis

Hipótesis
Hipótesis

Hipótesis

Hipótesis

Hipótesis

Hipótesis

Hipótesis
Hipótesis

Hipótesis
Hipótesis

Hipótesis

Hipótesis

Hipótesis


Hipótesis

Hipótesis

Hipótesis

Hipótesis


“The Customer”



Roles: fine grain

Rol: Ponente en
Role: Conference
Conferencia
Speaker



Roles: fine grain

Rol: Ponente en
Role: Conference
Conferencia
Speaker

DestinatarioPapers receiver
- Call for de convocatoria

Huesped de Hotel
- Networker

- Submission system user
Usuario sistema de Submissions

- Twitter
Networker

- Traveler
- Coffee consumer
Consumidor de café
- Speaker
- Listener
Ponente
- WiFi User
Asistente a ponencias
- Hotel guest
Viajero

Usuario de WiFi

/ Blogger
- Book seller
Bloguero / Twittero
- Training seller
Vendedor de libros
- Consultancy seller
Vendedor de formación
- Tourist
- Single Malt consumer (two
Turista
ice cubes, thank you...)
Consumidor de Single Malt

Ejemplo deJeff Patton, “Personas, Profiles, Users andand Roles” – Slideshare.net
Jeff Patton, “Personas, Profiles, Users Roles” - Slideshare.net


One person = Several relationships

Mi casa

Home

Cliente

Client
Yo
Me

Asistente a curso

Trainee

Asesor Fiscal

Accountant
Aikidokas
Aikido

Moteros

Biker

Practitioner


Modelling Users
and clients



Real Case
“Jill”,suburban mom estresadaMom
“Jill”, stressed Suburban
“Buzz”, young active y
“Buzz”, joven varón activo
focused man
enfocado
“Ray”, hombre deguy,
“Ray”, family familia, le
gusta lapractical tech
loves tecnología práctica
BB4B – Best Buy 4 Business,
comprador SOHO
“Barry”, profesional acaudalado
que se deja 10.000$ en un Home
Theater



Real Case:
“BB4b”,
“BB4B” – Best Buy 4 Business,
SoHo buyer
comprador SOHO
“Barry”, profesional

“Barry”, wealthydeja
pro,
acaudalado que se
spends en un Home
10.000$ 10$K in a
Theater
Home Theater



Real Case:

- Every BestBuy
- Cada una de las 608
focused on one
tiendas BestBuy se or
enfocó a these dos de
two of uno o
estos cinco segmentos
markets
- Por ejemplo, las “Jill”
- For instance, tiendas
que se centran en “Jill”
stores have
tienen espacios para que
playground and
los niños juegen, y en
relaxing music
lugar de música /
child songs
electrónica hay un hilo
musical familiar,
instrumental o canciones
- Sales increased by
infantiles

7%. First year profits
exceeded $50M.

- Incremento de las
ventas: 7%. Beneficios en
primer año: $50M



A product for Gladys?



Some familiar words:



Some familiar words
Collaborative



Some familiar words
Collaborative
Visual



Some familiar words
Collaborative
Visual

Creative


Personas
-

Contacts
Interactions
Authority
Responsiblity

- Value
proposition
- Expectations

- Role
- Tasks

Not a planet any
more... :(

- Number
- Priority,
importance
- Demographics

-

Profile
Background
Experience
Knowledge

- Motivation
- Values and
principles
- Personality
- Dislikes
- Memorable
quotes


- Problem
- Limitations,
boundaries,
constraints
- Workarounds
- Outcomes

- Problem
- Limitations,
boundaries,
constraints
- Workarounds
- Outcomes

- Product use
- Context
- Frecuency
- Other products
used


Personas
-

Contacts
Interactions
Authority
Responsiblity

- Value
proposition
- Expectations

- Role
- Tasks

Not a planet any
more... :(

- Number
- Priority,
importance
- Demographics

-

Profile
Background
Experience
Knowledge

- Motivation
- Values and
principles
- Personality
- Dislikes
- Memorable
quotes

- Problem
- Limitations,
boundaries,
constraints
- Workarounds
- Outcomes

- Problem
- Limitations,
boundaries,
constraints
- Workarounds
- Outcomes

- Product use
- Context
- Frecuency
- Other products
used

BONUS:
- Get me... Speed, performance, productivity, clients, success...
- Help me... connect, find, reduce, innovate
- Save me... time, risks, costs,


Persona by engagement
http://www.slideshare.net/tamirberkman/the-customer-learning-curve



Target Personas
Secondary Primary

Aspirational

Family/Group
Anti-persona



Persona Canvas
Perfil demográfico
-- Profile, demographics
-- Background, experiencia
Background, experience
-- Hobbies, any other empathy / /social data
Aficiones, otros datos empático sociales

-- Motivation
Motivación
-- Goals
Objetivos
-- Values, principles
Le gusta / no le gusta
- Likes / dislikes
- Otros actores en contacto / interacciones
- Other actors / contacts / interactions

“Memorable
“Memorable
quote”
Quote”

Problema:
-- Problem
Contexto
-- Context
Limitaciones, autoridad, responsabilidad
-- Consecuences, outcomes
-- Workarounds, other solutions
Consecuencias
-- Boundaries, constraints, authority, responsibility
Workaorunds actuales / cómo se enfrenta al problema
Hipótesis de valor:
-- Value proposition curso de Agile Product Management
-- Expectations,factores de diferenciación
Expectativas, competitive advantage
-- Success criteria / interacción con la solución
Actividades / rol

- Consígueme:
Get me...
- Ayúdame
Help me... a:
Save me...
- Ahórrame:



Exercise: “Au pair” (20 min)



“Au Pair” (20 min)
Perfil demográfico

-- Motivation
Motivación
-- Goals
Objetivos
- Likes / dislikes

“Memorable
“Memorable
quote”
Quote”

Problema:
-- Problem
Contexto
-- Context
Consecuencias
Actividades / rol

- Consígueme:
Get me...
- Ayúdame
Help me... a:
Save me...
- Ahórrame:



How it fails:
- real development (“I know
- NoAusencia de desarrollo real (“yo
conozco a
my users”) mis usuarios”)
- real data basadas en datos
- NoPersonas no(not believable)
reales  No creibles
- No managerial support
- Falta de apoyo desde
- Bad communication arriba
- real understanding on
- NoComunicación incorrecta how
to - No se entiende(“Cargo Cult”
use personas cómo usar las
personas
personas) (no se usan en
especificaciones o requisitos,
- Feels childish (because we no
se understand it)
don’tdefinen escenarios…)
- No se entienden, así que nos
sentimos “infantiles” usándolas



4) Validating Assumptions: MVP /
MVE



Persona = Assumption
Mila, la DBA
Mila Kunis, DBA
-Motivación: estar guapa y mejorar
- Motivation: look good, stay fit, el
improve database performace
rendimiento de sus bases de datos
- Activities: spinning, pilates,
- Actividades:Spinning, pilates,
shopping, yoga, database
compras, refactorización de bases de
datos, Oracle,Oracle, MongoDB,
refactoring, MongoDB, MySQL,
NoSQL NoSQL
MySQL,
- Le gusta: la cerveza,of Warcraft,
- Likes: beer, World los
programadores de C++, jugar a World
Python developers
ofHobbies: riding her invisible pink
- Warcraft
- Aficiones: pasear en su unicornio
unicorn
rosa invisible


Persona = Assumption
Mila, la DBA
- otivación: estar guapa y mejorar el
M
rendimiento de sus bases de datos
- Actividades: spinning, pilates,
compras, refactorización de bases de
datos, Oracle, MongoDB, MySQL,
NoSQL
- Le gusta: la cerveza, los
programadores de C++, jugar a World
of Warcraft
- Aficiones: pasear en su unicornio
rosa


From Assumptions to Facts
Pre_MVP:
Pre-Product:
- Entrevistas
- Surveys, interviews, polls
- Demographical data
- Cuestionarios
- Research and publications
- Datos demográficos
- Social networks y publicaciones
- Investigaciones
- Focus groups
- Redes sociales
- Market analysis / segmentation
- Focus groups
- Benchmarking
- Análisis de mercado / segmentación
Post MVP:
- Historial de clientes
- Ventas, marketing
- Testing UX
- Métricas
- Dogfooding
- Gamification
- Beta testing, A/B Tests…



From Assumptions to Facts
Pre_MVP:
Pre-Product:
- Entrevistas
- Surveys, interviews, polls
- Demographical data
- Cuestionarios
- Research and publications
- Datos demográficos
- Social networks y publicaciones
- Investigaciones
- Focus groups
- Redes sociales
- Market analysis / segmentation
- Focus groups
- Benchmarking
- Análisis de mercado / segmentación
Post MVP:
Post-Product
- Historial de clientes
- Client history / analysis
- Sales, marketing
- Ventas, marketing
- UXTesting UX
- testing
- Metrics
- Métricas
- “DogFooding”
- Dogfooding
- Gamification
- Gamification
- Beta testing / AB testing
- Beta testing, A/B Tests…



TTYFU!



Comfort Zone



Iterating your assumptions in the
form of a product



MVP
“The minimum viable product is that
version of a new product which allows
a team to collect the maximum
amount of validated learning about
customers with the least effort..
[…]
We have to manage to learn
something from our first product
iteration. In a lot of cases, this
requires a lot of energy invested in
talking to customers or metrics and
analytics.”
http://www.startuplessonslearned.com/2009/08/minimum-viable-productguide.html



Minimum



Product
“...it’s not about creating
minimal products.”
http://www.startuplessonslearned.com/2009/08/minimum-viableproduct-guide.html



From MVP to MVE
- Stop thinking de pensar en (and,
- Hay que dejar“Final Product” el
producto stop (y, por by phases
of course, final buildingdescontado,
or blocks)construir por bloques o
dejar de
- Instead of “Big Picture”, try to find
fases)
how to create value NOW (in “big
- En lugar de pensar en el one
day, one weekend, one iteration)
picture’, pensar en crear valor

AHORA (en un día, en un fin de
semana, en una iteración…)



Celebrate failure?



Celebrate LEARNING!



Learn, not launch


MVP --> MVE



Canonical MVP’s / MVE’s
- Prototipado simple
- Simple prototype
- Prototipado hi-fi (MockUps)
- HiFi prototype (MockUps)
- Brochure, Power PointStoryboards
- Brochure, Slides,
- Landing page / Signup
- Survey
- Survey of Oz (Flinstoning,
- Wizard
concierge )
- ¿Puedo resolverlo con una lista de correo?
- El Mago de Oz (“Flintstoning”)
- “Conserje” MVP- "Velotransfer"


-- Flashvideo
Flash video
-- Smoketest y 404404
Smoke test / / 500
No testing,
-- A/Bpinche aquíGhetto testing
A/B test y
-- Batching Ghetto Testing
-
- Subcontrata
Outsourcing
- Amazon Mechanical Turk
- Walled garden - Alpha
- Price batching
environment y Focus Groups
- Walled Garden
- Maquetas y entornos alpha


To whom?
“Just enough to deploy / test to
early adopters and no more”
http://www.slideshare.net/jchyip/breaking-down-larger-initiativesinto-mmfs-mvps



Listen to skeptics



There is no “One” MVP / MVE...



Pivot



Problems with MVP



False Negative



Visionary
Complejo de
visionario!
complex



Too busy to learn



MMFS



“If Apple can launch a
smartphone without Find or
Cut-and-Paste, what can you
cut out of your product
requirements?”
Sramana Mitra



“In Many ways, it’s
the things that are not
there that we are
most proud of”
Jony Ive, Apple Senior
VP Design, on the iPad



Evolutive Development
1

1

2

2

3

3

© 2006-2008 Jeff Patton, www.agileproductdesgin.com



MMFS and Quality



MMFS vs. Features
‘Does less’ is OK; ‘flaky/ugly/
c0nfusing’ is not
@drewhouston, DropBox

$400.000.000


MMFS vs. Features



Feature Creep



Feature Creep

http://custdevday.com/pages/content/mvp/



“Kill a
Feature”
Day



Ex: MyAupair.com MVE (15 min)
- Prototipado simple
- Simple prototype
- Prototipado hi-fi (MockUps)
- HiFi prototype (MockUps)
- Brochure, Power PointStoryboards
- Brochure, Slides,
- Landing page / Signup
- Survey
- Survey of Oz (Flinstoning,
- Wizard
concierge )
- ¿Puedo resolverlo con una lista de correo?
- El Mago de Oz (“Flintstoning”)
- “Conserje” MVP- "Velotransfer"


-- Flashvideo
Flash video
-- Smoketest y 404404
Smoke test / / 500
No testing,
-- A/Bpinche aquíGhetto testing
A/B test y
-- Batching Ghetto Testing
-
- Subcontrata
Outsourcing
- Walled garden - Alpha
- Price batching
environment y Focus Groups
- Walled Garden
- Maquetas y entornos alpha


5) Defining your Product



Remember...



Garret

Surface
Superficie

Esqueleto
Skeleton
Estructura
Structure
Scope
Ámbito

Estrategia
Strategy


Objet
iv
mejor o: proporcio
emple
n
o posi ar el
ble a t
odos
Actor
e s: d e
se
person
as que mpleados,
de em
pleo, R quieren cam
biar
headh
R
unters HH,
, form
a d o re
s…
Conte
x
casa, to de uso: d
de
e
en cas sktop en tra sktop en
a, mov
b
il en tr ajo, iPad
e n…

Estrategia: diseño conceptual del producto.
Strategy: Product concept, goals, actors, use
context...
Objetivo, actores, contexto de uso…


Inception Deck

- Why are we here?
- Show the solution
- Vision / Pitch
- What doesn’t let us sleep
- Product Box
- Estimate size
- What it’s NOT
- Trade-offs
- Meet your neighbours / - How long it’s going to
Project community
take



Impact Mapping

- ¿Por qué hacemos esto? ¿Cuáles son los
objetivos?
- ¿Quién puede hacerlo? ¿Quién puede
ayudar? ¿Quién puede obstaculizarlo?
- ¿Cómo podemos cambiar el
comportamiento de esta persona? ¿Cómo
puede ayudarnos a alcanzar nuestro
objetivo? ¿Cómo puede obstaculizarnos?
- ¿Qué podemos hacer como equipo para
conseguir los objetivos? ¿Qué podemos
entregar?



Goal Modelling

ente:

1. Identificar y priorizar objetivos
2. “¿Cómo sabemos si tenemos éxito?”, “¿Qué cambiará en
- Identify and prioritize business goals: revenue, sales, service, markets...
- Howel negocio if we are successfull? If conseguir este objetivo?”
can we tell como resultado de we meet this goal, how would
business change?
3. Definir métricas para los objetivos
- Define metrics for each goal

Incrementar
Ingresos

Mercado:
Incrementar
ventas

Reducir
costes

Mejorar
conversión

Incrementar
Servicio

Abrir nuevos
mercados

Beneficio
Emocional

…



Personas modelling
Perfil demográfico

-- Motivation
Motivación
-- Goals
Objetivos
- Likes / dislikes

“Memorable
“Memorable
quote”
Quote”

Problema:
-- Problem
Contexto
-- Context
Consecuencias
Actividades / rol

- Consígueme:
Get me...
- Ayúdame
Help me... a:
Save me...
- Ahórrame:



Candi
d
oferta ato: crear p
s,
er
revisa apuntarse a fil, buscar
r estad
o ofer oferta,
tas…
RRHH
:
public buscar cand
ar
id
candid oferta, revi atos,
sa
a
candid tos, puntuar r
at
candid os, contacta
r
atos…

Ámbito: tareas de usuario /
Scope: Roles, Journeys, tasks...roles


First clues on Epics!
(refine to stories)

Candi
d
oferta ato: crear p
s,
er
revisa apuntarse a fil, buscar
r estad
o ofer oferta,
tas…
RRHH
:
public buscar cand
ar
id
candid oferta, revi atos,
sa
a
candid tos, puntuar r
at
candid os, contacta
r
atos…

Ámbito: tareas de usuario /
Scope: Roles, Journeys, tasks...roles


Estructura: flowcharts, sitemap, navegación…
Structure: journeys, flowcharts, sitemap,
navigation...


StoryBoards



Story Mapping!

(Jeff Patton tiene 86++ slides sobre el tema –
http://www.slideshare.net/nashjain/user-story-mapping)



Exercise (15 min)



Skeleton: UX, interface, user flow, user
Esqueleto: UX, User Flow, Interacción usuario
interaction


Paper / LowFi Prototypes



Superficie: Look&Feel, aspecto gráfico…
Surface: Look&Feel, visual aspect


Backlog Dimensions



Iceberg Backlog



Walking Skeleton / Evolutionary



6) Product Development



Backlog Management



Iron Triangle



Prioritization
- There are usually more options and ideas than
capacity: the Backlog is a FUNNEL, not a
TUNNEL
- There is an infinite amount of things we are NOT
going to do: be cool with that
- Not everyone can be pleased: that’s a recipe for
mediocracy
- If you can’t say “no”, your “yes” means nothing
(Esther Derby)



“Focus is
about
saying NO”



Backlog grooming and
trimming



Orcs at The Gates



Managing priorities:
“The Muffins’ Oven”

?



+3!

!!!!!

!!??!

?



!!!!!

!!??!

+8!
?

!!



Prioritization Frameworks



Kano Model
Must-have (minimum to use / be happy)

One dimensionals (the more, the better)



Kano Model

Delighters (a.k.a. Sexy)!


Satisfaction vs Importance
Cliente satisfecho

No merece la pena

Competencia

Necesidad no
importante

Necesidad
Importante

No merece la pena

Oportunidad

Cliente insatisfecho



“Buy a
feature” /
User Poll



Urgent vs. Important



Cost vs. Benefit
Beneficio

Semanas de
desarrollo


Risk vs. Opportunity
Oportunidad

Riesgo


Goal Scoring



Cost of Delay (David J. Anderson)

Normal

Fecha Fija

Intangible
Urgente



Cost of Delay
(Jeff Anderson)



Bugs and Technical Stories
As a (blah) I want
(blah) so we can
handle 200
more support
calls per day

As a (blah) I want
(blah) so my boss
stops bugging me
about a comma
missing
somewherwe

As a (blah) I want
(blah) so we can
serve 1.000
more orders a
day

As a (blah) I want
(blah) so 1 out of
every 1M users
can still use the
Mosaic browser


7) Metrics and Analytics



Success Criteria:
Criterio de éxito:
-- Validated negocio testado
Modelo de business model
Hipótesis financieras válidas
-- Validated financial assumptions
Canales sales channels
-- Tested de venta testados
Primeros pedidos
-- First orders
Killer question: if you gave your product instalarían
-- Killerquestion: si entregases tu producto grátis, ¿lofor free,
y usarían tus
would your clientes ahora mismo? now?
clients use it right

MVP


PM fit


Goals and Metrics
We assume that (customer segment)
has (problem / need) that can be
solved through (solution). We will
know that we are right when
(cuantitative metric outcome) or
(cualitative metric outcome), which
will contribute to (KPI)



http://www.slideshare.net/dan_o/early-stage-web-product-management-by-dan-olsen



We asume que las personas tipo (usuario
“Pensamos that (new users) have a
nuevo) tienen un problema para (completar
problem with (registration process) that
el proceso de registro) que puede ser
can be solved through (a better UX
solucionado mediante (un proceso más
design). We will know we are right
sencillo y rediseñado pensando en la
when (dropouts diminish) andque
experiencia de usuario). Sabremos
(customer satisfaction rises) which will
tenemos razón cuando (porcentaje de dropcontribute to (number of activated
outs durante registro disminuya) y
(satisfacción del cliente con
users / conversion rate) el proceso de
registro aumente), lo cual contribuirá a
(aumentar el número de usuarios activados)”



Funnel

David Cancel’s Funnel, citado en http://www.slideshare.net/pathf/customer-acquisition-and-retention



Several possible funnels
- Acquisition
- Retention
- Engagement
- Community
- Reward

- Suspect
- Lead
- Prospect
- Customer
- Reference


- Heard
- Arrived
- Used
- Engaged
- Bought
- Referred

- Acquisition
- Activation
- Retention
- Referral
- Revenue


Acquisition



Activation



Retention



Referral



Critical Metrics (KPI)



What’s your strategy right now?



Which is your funnel’s biggest
problem?

Where does conversion drop?


Acquisition

CAC, Campaign efficiency,
Channels, unique visitors, hits

Activation

Bounce rate, time per page,
pages viewed, UX, A/B

Retention

Churn, time between visits,
cohort analysis, lifespan

Referral

Virality, Net Promoter Score

Revenue

LTV, ARPU, CAC



Key is in CONVERSION



Two per cent!
“2% is the average conversion rate in the USA,
whether you’re selling elephants or iPods”
Avinash Kaushik – Analytics Evangelist Google



Retention is also KEY!
“5% improvement in
customer retention rates
will yield between a 25 to
100% increase in profits
across a wide range of
industries.” (Fred Reichheld,
“The Loyalty Effect”)
1 to 2% retention DOUBLES
LTV and HALVES CAC



Other Metrics

-

Usability
Performance
Comunity
Competitors
...



Drill Down



Actionable Metrics
“An actionable metric is one that
ties specific and repeatable
actions to observed results”
Metrics should help us make
decissions. Every thing we do
should be an attempt to
influence a metric. A variation in
a metric should move us to do
something



Metrics should hurt!



Problems with metrics



Vanity Metrics
- Fans & Followers
- Tráfico, pageviews
- Email Open Rate
- Keyword Ranking
-
…



Moral Hazard



Analysis Paralysis



Dashboard: FAIL



Dashboard: Better...



Correlation is not cause



‘Post Hoc ergo Propter Hoc’



Cargo Cult Metrics



Tools
- Excel / Google Spreadsheets
- Google Analytics
- Google Website Optimizer
- Kissmetrix
- Mixpanel
- Crazyegg Heatmap
Cool! 
- Performable
- ¿Usercycle?
- Adwords
- Facebook Self Service Ads
- De pago: Coremetrix / Ommniture



Wrap Up!
1) Develop a simple vision: Why are
you doing this?
2) Link your product to a business
model and outcome
3) List your assumptions, specially CP-S; know your customers
4) Validate your assumptions iterating
your MVP / MVE
5) Once you have a PM Fit, refine your
product from strategy to surface
6) Develop your product in an Agile
fashion - evolutive and with sense
7) Set actionable metrics and use
them to steer your product



Thank you and... BLOG IT!!

(Oh, yes, and buy the book!)
http://www.proyectalis.com/en/AngelMedinilla


http://creativecommons.org/licenses/by-nc-nd/3.0/
This presentation is based upon the ideas and
work of many people. And while I’ve tried to
recognize copyrights and give credit and
attribution where possible, I cannot possibly
list them all, so if you feel like there’s
something that should be added, changed or
removed from this presentation, please drop
me an e-mail at
angel.medinilla@proyectalis.com



Lean Startup for Agile Product Management Workshop

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (8)

Ähnlich wie Lean Startup for Agile Product Management Workshop

Ähnlich wie Lean Startup for Agile Product Management Workshop (14)

Mehr von Proyectalis / Improvement21

Mehr von Proyectalis / Improvement21 (15)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Lean Startup for Agile Product Management Workshop