lean startup for agile product management workshop
DESCRIPTION
TRANSCRIPT
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Agile Product ManagementTel Aviv, January 2014
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Disclaimer: ‘VANITY SLIDES’
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Angel Medinilla
You killed my father, prepare to die
!
[email protected]/en/AngelMedinilla(Slides, Videos, Newsletter, Books, Blog, LinkedIn, Sketchnotes, Twitter...)
Twitter: @angel_m (would love some instant feedback!)
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My pleasure!
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Free Shoulder Pain Check...
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Who do we have here today?
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Your goals for this seminar? (3 min)
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Intro...
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THE framework!
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????!
THE framework?
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Black holes in Agility
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The Visionary Myth
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The Hacker Myth
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Wrong products!
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Very wrong products!
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Very, very wrong products!
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Very, very, very wrong products!
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“Double the Sh*t, Double fast”
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Agile Development vs Agility
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Lean Startup = CustDev + Agile
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- C-P-S (Cliente-Problema-Solución)
- Validación hipótesis cliente / problema - User Personas
Criterio de éxito: - ¿Sabes quiénes son tus usuarios y clientes? - ¿Cuáles son los principales problemas de tus clientes? - ¿Cuánto pagarían por resolverlos? - ¿Tienes una solución? ¿Los clientes están de acuerdo?
MVP
Success Criteria: - Do you know who your customers are?- What’s their main problem?- Do you have a solution? Customer agree?- Would your customers use your product?- Killer question: if you gave your product for free, would your clients use it right now?
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PM fit
Criterio de éxito: - Modelo de negocio testado - Hipótesis financieras válidas - Canales de venta testados - Primeros pedidos - Killer question: si entregases tu producto grátis, ¿lo instalarían y usarían tus clientes ahora mismo?
MVP
Success Criteria: - Validated business model- Validated financial assumptions- Tested sales channels- First orders / customers
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1) Product Vision2) Business Model3) C-P-S Statement; User Personas4) Validating Assumptions: MVP - MVE5) Defining Products6) Product Development7) Metrics and Analytics
Workshop Structure
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1) Product Vision2) Business Model3) C-P-S Statement; User Personas4) Validating Assumptions: MVP - MVE5) Defining Products6) Product Development7) Metrics and Analytics
Vote (1 min)
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1) The Vision
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It all starts with a vision...
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Memorable visions...As#a#company,#and#as#individuals,#we#value#integrity,#honesty,#openness,#personal#excellence,#constructive#self9criticism,#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.#
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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”
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Estructura básica:!
Verb, target, outcome!
“Creemos que un determinado porcentaje de Internautas querran comprar productos on-line para ahorrar tiempo y conseguir más variedad y mejores ofertas”!
“Creemos que un determinado porcentaje de nuestros usarios querran comprar con un solo click para ahorrar tiempo y hacer más fácil el proceso”!
We believe that a certain percentage of Internet users will want to buy on-line so they can save up time, money and
have more product options available
We believe that a certain percentage of our users will want to buy with just one click so they can save up time
and make the process easier
Basic Structure
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Exercise: Your Vision (10 min)
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Some sources of the vision...
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Benchmarking
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Customer requests...Carefully!
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“What customer requested”
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“What customer requested”
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Some wrong sources...
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Some problems with the vision
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Some problems with the vision
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“Product Space”
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Products vs. Solutions
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Products vs. Solutions
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Revenue
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Costs reduction
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- Algo que no podíamos hacer antes - Algo que ahora podemos hacer más rápido, más barato, más fácil, más bonito…
Functional Value
- Something we could not do before- Something we can now do faster, cheaper, easier, stronger...
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Emotional Value
- Control - Seguridad - Información - Diversión, entretenimiento - Interacción Social - Notoriedad, Status - Expresión - …
- Control- Security- Status- Fun- Entertainment- Social interaction- Expression- Information- ...
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Product Management
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Follow the pain!
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Lesson Learned: success is not to deliver something on time / budget...
Success means solve a problem and deliver some value!
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Clients who *love* our product
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From “feature backlog” to...
Backlog...
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2) Business Model
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From vision to Business Model
Roman Pichler’s Vision Board
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C-P-S Statement
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Visión
Product-Market Fit
C-P-S
Sketch Modelo Negocio
Core Hipótesis Caract.
personas
Validación C-P-S
“Elevator Pitch”
Pitch MVP 2
Id. Hipótesis
Valid. Personas
Refinar / redefinir/pivotar
MVP 1 Refinar / redefinir/pivotar
Refinar / redefinir/pivotar
…
MVP n
Refinar / redefinir
Validar resto hipótesis
Def. modelo negocio válido y escalable
Primeros clientes
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‘C-P-S’ Statement as elevator pitch
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C-P-S Statement as User Story
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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?
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Partners
Costs Revenues
Activities
Resources
Value Customers
Channels
Relationship
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Lean Canvas:
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Business Model vs Business Plan
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Partners
Costs Revenues
Activities
Resources
Value Customers
Channels
Relationship
Ex: MyAupair.com (45 min)
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3) C-P-S Statement and Characterizing Users
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‘C-P-S’ Statement
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‘C-P-S’ StatementAssumption!
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Hipótesis
Hipótesis
Hipótesis
Hipótesis
Hipótesis Hipótesis Hipótesis Hipótesis
Hipótesis Hipótesis
Hipótesis
Hipótesis
Hipótesis
Hipótesis
Hipótesis Hipótesis
Hipótesis Hipótesis
Hipótesis
Hipótesis
Hipótesis
Hipótesis
Hipótesis
They are all assumptions!
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Be careful with your core hypothesis...
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Validate your assumptions
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Hipótesis
Hipótesis
Hipótesis
Hipótesis
Hipótesis Hipótesis Hipótesis Hipótesis
Hipótesis Hipótesis
Hipótesis
Hipótesis
Hipótesis
Hipótesis
Hipótesis Hipótesis
Hipótesis Hipótesis
Hipótesis
Hipótesis
Hipótesis
Hipótesis
Hipótesis
Validated Assumptions = PM Fit!
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“The Customer”
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Roles: fine grain
Rol: Ponente en Conferencia
Role: Conference Speaker
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Roles: fine grain
Rol: Ponente en Conferencia
Usuario sistema de Submissions
Destinatario de convocatoria
Viajero
Consumidor de café
Ponente
Asistente a ponencias
Huesped de Hotel
Networker
Vendedor de libros
Vendedor de formación
Consumidor de Single Malt
Turista
Usuario de WiFi
Bloguero / Twittero
Ejemplo de Jeff Patton, “Personas, Profiles, Users and Roles” – Slideshare.net
Role: Conference Speaker
- Call for Papers receiver- Submission system user- Traveler- Coffee consumer- Speaker- Listener- WiFi User- Hotel guest
- Networker- Twitter / Blogger- Book seller- Training seller- Consultancy seller- Tourist- Single Malt consumer (two ice cubes, thank you...)
Jeff Patton, “Personas, Profiles, Users and Roles” - Slideshare.net
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One person = Several relationships
Yo
Cliente
Asistente a curso Asesor Fiscal
Moteros
Mi casa
Aikidokas
Trainee
Client
Aikido Practitioner
Biker
Accountant
Home
Me
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Modelling Users and clients
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“Jill”, suburban mom estresada
“Buzz”, joven varón activo y enfocado
“Ray”, hombre de familia, le gusta la tecnología práctica
BB4B – Best Buy 4 Business, comprador SOHO
“Barry”, profesional acaudalado que se deja 10.000$ en un Home Theater
Real Case
“Jill”, stressed Suburban Mom
“Buzz”, young active focused man
“Ray”, family guy, loves practical tech
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“BB4B” – Best Buy 4 Business, comprador SOHO
“Barry”, profesional acaudalado que se deja 10.000$ en un Home Theater
Real Case:“BB4b”, SoHo buyer
“Barry”, wealthy pro, spends 10$K in a Home Theater
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- Cada una de las 608 tiendas BestBuy se enfocó a uno o dos de estos cinco segmentos
- Por ejemplo, las tiendas que se centran en “Jill” tienen espacios para que los niños juegen, y en lugar de música electrónica hay un hilo musical familiar, instrumental o canciones infantiles
- Incremento de las ventas: 7%. Beneficios en primer año: $50M
Real Case: - Every BestBuy focused on one or two of these markets
- For instance, “Jill” stores have playground and relaxing music / child songs
- Sales increased by 7%. First year profits exceeded $50M.
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A product for Gladys?
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Some familiar words:
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Some familiar words
Collaborative
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Some familiar words
Collaborative
Visual
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Some familiar words
Collaborative
Visual
Creative
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Personas
- Number- Priority, importance- Demographics
- Contacts- Interactions- Authority- Responsiblity
- Value proposition- Expectations
- Role- Tasks
- 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
Not a planet any more... :(
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Personas
- Number- Priority, importance- Demographics
- Contacts- Interactions- Authority- Responsiblity
- Value proposition- Expectations
- Role- Tasks
- 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
Not a planet any more... :(
BONUS: - Get me... Speed, performance, productivity, clients, success...- Help me... connect, find, reduce, innovate- Save me... time, risks, costs,
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http://www.slideshare.net/tamirberkman/the-customer-learning-curve
Persona by engagement
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Primary Aspirational Secondary
Anti-persona
Family/Group
Target Personas
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Persona Canvas- Perfil demográfico - Background, experiencia - Aficiones, otros datos empático / sociales
- Motivación - Objetivos - Le gusta / no le gusta - Otros actores en contacto / interacciones
- Problema: - Contexto - Limitaciones, autoridad, responsabilidad - Consecuencias - Workaorunds actuales / cómo se enfrenta al problema
“Memorable Quote”
- Hipótesis de valor: curso de Agile Product Management - Expectativas, factores de diferenciación - Actividades / rol / interacción con la solución
- Consígueme: - Ayúdame a: - Ahórrame:
- Profile, demographics- Background, experience- Hobbies, any other empathy / social data
- Motivation- Goals- Values, principles- Likes / dislikes- Other actors / contacts / interactions
- Problem- Context- Consecuences, outcomes- Workarounds, other solutions- Boundaries, constraints, authority, responsibility
- Value proposition- Expectations, competitive advantage- Success criteria
Get me...Help me...Save me...
“Memorablequote”
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Exercise: “Au pair” (20 min)
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“Au Pair” (20 min)- Perfil demográfico - Background, experiencia - Aficiones, otros datos empático / sociales
- Motivación - Objetivos - Le gusta / no le gusta - Otros actores en contacto / interacciones
- Problema: - Contexto - Limitaciones, autoridad, responsabilidad - Consecuencias - Workaorunds actuales / cómo se enfrenta al problema
“Memorable Quote”
- Hipótesis de valor: curso de Agile Product Management - Expectativas, factores de diferenciación - Actividades / rol / interacción con la solución
- Consígueme: - Ayúdame a: - Ahórrame:
- Profile, demographics- Background, experience- Hobbies, any other empathy / social data
- Motivation- Goals- Values, principles- Likes / dislikes- Other actors / contacts / interactions
- Problem- Context- Consecuences, outcomes- Workarounds, other solutions- Boundaries, constraints, authority, responsibility
- Value proposition- Expectations, competitive advantage- Success criteria
Get me...Help me...Save me...
“Memorablequote”
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How it fails:- Ausencia de desarrollo real (“yo conozco a mis usuarios”) - Personas no basadas en datos reales No creibles - Falta de apoyo desde arriba
- Comunicación incorrecta - No se entiende cómo usar las personas (no se usan en especificaciones o requisitos, no se definen escenarios…) - No se entienden, así que nos sentimos “infantiles” usándolas
- No real development (“I know my users”) - No real data (not believable)- No managerial support- Bad communication- No real understanding on how to use personas (“Cargo Cult” personas)- Feels childish (because we don’t understand it)
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4) Validating Assumptions: MVP / MVE
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Persona = Assumption
Mila, la DBA - Motivación: estar guapa y mejorar el 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 invisible
Mila Kunis, DBA- Motivation: look good, stay fit, improve database performace- Activities: Spinning, pilates, shopping, yoga, database refactoring, Oracle, MongoDB, MySQL, NoSQL- Likes: beer, World of Warcraft, Python developers- Hobbies: riding her invisible pink unicorn
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Persona = Assumption
Mila, la DBA - Motivación: estar guapa y mejorar el 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
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From Assumptions to FactsPre_MVP: - Entrevistas - Cuestionarios - Datos demográficos - Investigaciones y publicaciones - Redes sociales - Focus groups - Análisis de mercado / segmentación
Post MVP: - Historial de clientes - Ventas, marketing - Testing UX - Métricas - Dogfooding - Gamification - Beta testing, A/B Tests…
Pre-Product:- Surveys, interviews, polls- Demographical data- Research and publications- Social networks- Focus groups- Market analysis / segmentation- Benchmarking
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From Assumptions to FactsPre_MVP: - Entrevistas - Cuestionarios - Datos demográficos - Investigaciones y publicaciones - Redes sociales - Focus groups - Análisis de mercado / segmentación
Post MVP: - Historial de clientes - Ventas, marketing - Testing UX - Métricas - Dogfooding - Gamification - Beta testing, A/B Tests…
Pre-Product:- Surveys, interviews, polls- Demographical data- Research and publications- Social networks- Focus groups- Market analysis / segmentation- Benchmarking
Post-Product- Client history / analysis- Sales, marketing- UX testing- Metrics- “DogFooding”- Gamification- Beta testing / AB testing
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TTYFU!
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Comfort Zone
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Iterating your assumptions in the form of a product
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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-product-guide.html
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Minimum
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Product
“...it’s not about creating minimal products.”
http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html
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From MVP to MVE
- Hay que dejar de pensar en el producto final (y, por descontado, dejar de construir por bloques o fases) - En lugar de pensar en el “big picture’, pensar en crear valor AHORA (en un día, en un fin de semana, en una iteración…)
- Stop thinking “Final Product” (and, of course, stop building by phases or blocks)- Instead of “Big Picture”, try to find how to create value NOW (in one day, one weekend, one iteration)
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Celebrate failure?
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Celebrate LEARNING!
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Learn, not launch
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MVP --> MVE
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Canonical MVP’s / MVE’s- Prototipado simple
- Prototipado hi-fi (MockUps) - Brochure, Power Point - Landing page / Signup - Survey - ¿Puedo resolverlo con una lista de correo? - ��El Mago de Oz (“Flintstoning”) - “Conserje” MVP- "Velotransfer"
�- Flash video �- Smoke test y 404 / 500 �- No pinche aquí - A/B test y Ghetto Testing
- Subcontrata - Amazon Mechanical Turk - Price batching �- Walled Garden y Focus Groups �- Maquetas y entornos alpha
- Simple prototype- HiFi prototype (MockUps)- Brochure, Slides, Storyboards- Survey- Wizard of Oz (Flinstoning, concierge )
- Flash video- Smoke test / 404- A/B testing, Ghetto testing- Batching- Outsourcing- Walled garden - Alpha environment
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To whom?
“Just enough to deploy / test to early adopters and no more”
http://www.slideshare.net/jchyip/breaking-down-larger-initiatives-into-mmfs-mvps
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Listen to skeptics
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There is no “One” MVP / MVE...
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Pivot
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Problems with MVP
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False Negative
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Complejo de visionario!Visionary complex
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Too busy to learn
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MMFS
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“If Apple can launch a smartphone without Find or Cut-and-Paste, what can you cut out of your product requirements?”
Sramana Mitra
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“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
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Evolutive Development
1 2 3
1 2 3
© 2006-2008 Jeff Patton, www.agileproductdesgin.com
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MMFS and Quality
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MMFS vs. Features
‘Does less’ is OK; ‘flaky/ugly/c0nfusing’ is not
@drewhouston, DropBox
$400.000.000
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MMFS vs. Features
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Feature Creep
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Feature Creep
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Feature Creep
http://custdevday.com/pages/content/mvp/
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“Kill a Feature”
Day
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Ex: MyAupair.com MVE (15 min)- Prototipado simple
- Prototipado hi-fi (MockUps) - Brochure, Power Point - Landing page / Signup - Survey - ¿Puedo resolverlo con una lista de correo? - ��El Mago de Oz (“Flintstoning”) - “Conserje” MVP- "Velotransfer"
�- Flash video �- Smoke test y 404 / 500 �- No pinche aquí - A/B test y Ghetto Testing
- Subcontrata - Amazon Mechanical Turk - Price batching �- Walled Garden y Focus Groups �- Maquetas y entornos alpha
- Simple prototype- HiFi prototype (MockUps)- Brochure, Slides, Storyboards- Survey- Wizard of Oz (Flinstoning, concierge )
- Flash video- Smoke test / 404- A/B testing, Ghetto testing- Batching- Outsourcing- Walled garden - Alpha environment
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5) Defining your Product
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Remember...
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Garret
Ámbito
Estrategia
Estructura
Esqueleto
Superficie
Strategy
Structure
Skeleton
Surface
Scope
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Estrategia: diseño conceptual del producto. Objetivo, actores, contexto de uso…
Objetivo: proporcionar el mejor empleo posible a todos Actores: desempleados,
personas que quieren cambiar de empleo, RRHH, headhunters, formadores… Contexto de uso: desktop en
casa, desktop en trabajo, iPad en casa, movil en tren…
Strategy: Product concept, goals, actors, use context...
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Inception Deck
- Why are we here?- Vision / Pitch- Product Box- What it’s NOT- Meet your neighbours / Project community
- Show the solution- What doesn’t let us sleep- Estimate size- Trade-offs- How long it’s going to take
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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?
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Goal Modelling
Incrementar Ingresos
Reducir costes
Incrementar Servicio
Beneficio Emocional
Cliente: Mercado:
Incrementar ventas
Mejorar conversión
Abrir nuevos mercados
…
1. Identificar y priorizar objetivos 2. “¿Cómo sabemos si tenemos éxito?”, “¿Qué cambiará en
el negocio como resultado de conseguir este objetivo?” 3. Definir métricas para los objetivos
- Identify and prioritize business goals: revenue, sales, service, markets...- How can we tell if we are successfull? If we meet this goal, how would business change?- Define metrics for each goal
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Personas modelling- Perfil demográfico - Background, experiencia - Aficiones, otros datos empático / sociales
- Motivación - Objetivos - Le gusta / no le gusta - Otros actores en contacto / interacciones
- Problema: - Contexto - Limitaciones, autoridad, responsabilidad - Consecuencias - Workaorunds actuales / cómo se enfrenta al problema
“Memorable Quote”
- Hipótesis de valor: curso de Agile Product Management - Expectativas, factores de diferenciación - Actividades / rol / interacción con la solución
- Consígueme: - Ayúdame a: - Ahórrame:
- Profile, demographics- Background, experience- Hobbies, any other empathy / social data
- Motivation- Goals- Values, principles- Likes / dislikes- Other actors / contacts / interactions
- Problem- Context- Consecuences, outcomes- Workarounds, other solutions- Boundaries, constraints, authority, responsibility
- Value proposition- Expectations, competitive advantage- Success criteria
Get me...Help me...Save me...
“Memorablequote”
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Ámbito: tareas de usuario / roles
Candidato: crear perfil, buscar ofertas, apuntarse a oferta, revisar estado ofertas… RRHH: buscar candidatos,
publicar oferta, revisar candidatos, puntuar candidatos, contactar
candidatos…
Scope: Roles, Journeys, tasks...
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Ámbito: tareas de usuario / roles
Candidato: crear perfil, buscar ofertas, apuntarse a oferta, revisar estado ofertas… RRHH: buscar candidatos,
publicar oferta, revisar candidatos, puntuar candidatos, contactar
candidatos…
Scope: Roles, Journeys, tasks...
First clues on Epics! (refine to stories)
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Estructura: flowcharts, sitemap, navegación… Structure: journeys, flowcharts, sitemap, navigation...
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StoryBoards
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Story Mapping!
(Jeff Patton tiene 86++ slides sobre el tema –
http://www.slideshare.net/nashjain/user-story-mapping)
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Exercise (15 min)
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Esqueleto: UX, User Flow, Interacción usuario Skeleton: UX, interface, user flow, user interaction
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Paper / LowFi Prototypes
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Superficie: Look&Feel, aspecto gráfico… Surface: Look&Feel, visual aspect
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Backlog Dimensions
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Iceberg Backlog
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Iceberg Backlog
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Walking Skeleton / Evolutionary
1 2 3
1 2 3
© 2006-2008 Jeff Patton, www.agileproductdesgin.com
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Walking Skeleton / Evolutionary
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MMFS
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MMFS
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MMFS
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MMFS
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MMFS
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MMFS
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6) Product Development
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Backlog Management
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Iron Triangle
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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)
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“Focus is about
saying NO”
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Backlog grooming and trimming
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Orcs at The Gates
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Managing priorities: “The Muffins’ Oven”
?
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“The Muffins’ Oven”
!!!!!
?
+3!!!??!
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“The Muffins’ Oven”
?
!!
!!!!!
+8!
!!??!
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Prioritization Frameworks
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Kano Model
Must-have (minimum to use / be happy)
One dimensionals (the more, the better)
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Kano Model
Delighters (a.k.a. Sexy) !
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Satisfaction vs Importance
Necesidad no importante
Necesidad Importante
Cliente insatisfecho
Cliente satisfecho
No merece la pena
Oportunidad
Competencia
No merece la pena
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“Buy a feature” / User Poll
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Urgent vs. Important
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Cost vs. Benefit
Beneficio
Semanas de desarrollo
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Risk vs. Opportunity
Oportunidad
Riesgo
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Goal Scoring
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Cost of Delay (David J. Anderson)
Normal Fecha Fija
Urgente Intangible
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Cost of Delay (Jeff Anderson)
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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 we can serve 1.000 more orders a 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 1 out of every 1M users can still use the Mosaic browser
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7) Metrics and Analytics
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PM fit
Criterio de éxito: - Modelo de negocio testado - Hipótesis financieras válidas - Canales de venta testados - Primeros pedidos - Killer question: si entregases tu producto grátis, ¿lo instalarían y usarían tus clientes ahora mismo?
MVP
Success Criteria: - Validated business model- Validated financial assumptions- Tested sales channels- First orders- Killer question: if you gave your product for free, would your clients use it right now?
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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)
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http://www.slideshare.net/dan_o/early-stage-web-product-management-by-dan-olsen
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http://www.slideshare.net/dan_o/early-stage-web-product-management-by-dan-olsen
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“Pensamos que las personas tipo (usuario nuevo) tienen un problema para (completar el proceso de registro) que puede ser solucionado mediante (un proceso más sencillo y rediseñado pensando en la experiencia de usuario). Sabremos que tenemos razón cuando (porcentaje de drop-outs durante registro disminuya) y (satisfacción del cliente con el proceso de registro aumente), lo cual contribuirá a (aumentar el número de usuarios activados)”
We asume that (new users) have a problem with (registration process) that can be solved through (a better UX design). We will know we are right when (dropouts diminish) and (customer satisfaction rises) which will contribute to (number of activated users / conversion rate)
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David Cancel’s Funnel, citado en http://www.slideshare.net/pathf/customer-acquisition-and-retention
Funnel
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Several possible funnels
- �Acquisition
- Retention - Engagement - Community - Reward
- �Acquisition
- Activation - Retention - Referral - Revenue
- �Suspect
- Lead - Prospect - Customer - Reference
- �Heard
- Arrived - Used - Engaged - Bought - Referred
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Acquisition
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Activation
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Retention
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Referral
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Revenue
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Critical Metrics (KPI)
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What’s your strategy right now?
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Which is your funnel’s biggest problem?
Where does conversion drop?
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Activation
Acquisition
Retention
Referral
Revenue
CAC, Campaign efficiency, Channels, unique visitors, hits
Bounce rate, time per page, pages viewed, UX, A/B
Churn, time between visits, cohort analysis, lifespan
Virality, Net Promoter Score
LTV, ARPU, CAC
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Key is in CONVERSION
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“2% is the average conversion rate in the USA, whether you’re selling elephants or iPods”
Avinash Kaushik – Analytics Evangelist Google
Two per cent!
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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
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Other Metrics
- Usability- Performance- Comunity- Competitors- ...
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Drill Down
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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
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Metrics should hurt!
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Problems with metrics
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Vanity Metrics
- Fans & Followers - Tráfico, pageviews - Email Open Rate - Keyword Ranking - …
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Moral Hazard
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Analysis Paralysis
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Dashboard: FAIL
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Dashboard: Better...
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Correlation is not cause
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Correlation is not cause
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‘Post Hoc ergo Propter Hoc’
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Cargo Cult Metrics
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Tools
- Excel / Google Spreadsheets�
- Google Analytics - Google Website Optimizer - Kissmetrix - Mixpanel - Crazyegg Heatmap � Cool! - Performable - ¿Usercycle? - Adwords - Facebook Self Service Ads - Amazon Mechanical Turk - De pago: Coremetrix / Ommniture
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Wrap Up!1) Develop a simple vision: Why are you doing this?2) Link your product to a business model and outcome3) List your assumptions, specially C-P-S; know your customers4) Validate your assumptions iterating your MVP / MVE5) Once you have a PM Fit, refine your product from strategy to surface6) Develop your product in an Agile fashion - evolutive and with sense7) Set actionable metrics and use them to steer your product
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Thank you and... BLOG IT!!
(Oh, yes, and buy the book!)http://www.proyectalis.com/en/AngelMedinilla
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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 [email protected]