1.
LEARN. BUILD.
MEASURE.
REPEAT…

2.
AGENDA

3.
AGENDA
LEARN
‣ Market
‣ Customers
BUILD
‣ What to build
‣ How to build
MEASURE
‣ User Research
‣ Role of Metrics
‣ What to Measure
BEING AN AWESOME PM
‣ Influencing
‣ Storytelling

4.
INTRODUCTIONS

5.
HELLO!
‣ PM | PM Coach | Startup Co-Founder
Background:
‣ SaaS | QA | BA | Marketing | Advertising
‣ Launched two service businesses
‣ Building digital products; consumer & enterprise
What I like:
‣ Understanding human behavior
‣ Building consumer products that a global footprint
RAHUL PRUTHI
HELLO!

6.
HELLO
‣ Who you are, where you're from and what you do?
‣ What are two outcomes you hope to achieve for which you are spending $ on this
bootcamp?
‣ What’s your one pet peeve about working in teams?
‣ Favorite Product or Website
‣ Favorite Vertical to build a product for (e.g. Travel, Retail, Social etc.)
But…Tell this to the person next to you and they’ll share with the group

7.
WHAT IS A
PRODUCT?

8.
GOOD VS. BAD
PRODUCTS

9.
HABITS ARE
PROBLEMS
WORTH
SOLVING

10.
WHAT IS A GOOD PRODUCT?
source: https://www.linkedin.com/pulse/what-makes-truly-great-product-jeff-weiner

11.
BUILD
LET’S
TRY THIS

12.
WHAT IS
PRODUCT
MANAGEMENT

13.
WHAT IS PRODUCT MANAGEMENT?
The process of conceiving, planning, developing,
testing, launching, delivering and withdrawing
products for your team and company to your users

14.
WHAT DOES
A PRODUCT
MANAGER DO

15.
WHAT DOES A PRODUCT MANAGER DO?
Stakeholders
“Viability”
Designing the Product
“Usability”
“Desirability”
Building the product
“Feasibility”
Source: http://www.mindtheproduct.com/2011/10/what-exactly-is-a-product-manager/

16.
WHAT A PRODUCT MANAGER IS?
The Visionary
Mini CEO Passionate
Voice of the
Customer
Jack of All Trades
The Influencer
The Project
Manager
Operations
Finance
Sales
Support
Marketing

17.
WHO IS A PRODUCT MANAGER
if the product is a success, don’t expect to get the credit
if the product is a failure, don’t expect to not get the credit

18.
LEARN: MARKET

19.
WHAT PROBLEM DO
YOU WANT TO
SOLVE?

20.
CUSTOMERS
+
PRODUCT
+
THE MARKET

21.
1 2
3
4
5
6
7
8
9
Source:https://en.wikipedia.org/wiki/Alexander_Osterwalder

22.
PRODUCT SOLUTION FIT
“DOES THE PROBLEM EXIST”

23.
PRODUCT SOLUTION FIT
“DOES THE PROBLEM EXIST”
PRODUCT MARKET FIT
“IS MY PRODUCT/SOLUTION DESIRABLE”

24.
PRODUCT / MARKET FIT
THE
MARKET
GAP IN THE
MARKET
MARKET IN
THE GAP

25.
PRODUCT / MARKET FIT
GET IN FRONT OF CUSTOMERS AND VALIDATE YOUR
ASSUMPTIONS (MAKE SURE YOU VALIDATE ASSUMPTIONS
BEFORE YOU START BUILDING)
LISTEN TO YOUR CUSTOMERS – VALIDATION IS NOT A
SALES PITCH
MAKE SURE THE PROBLEM YOU’RE TACKLING IS
IMPORTANT TO THE CUSTOMER – IF NOT, THEN PIVOT
MAKE SURE THE PRODUCT REALLY SOLVES THE PROBLEM
FINDING THE FIT

26.
YOU
ARE THE VOICE OF
THE CUSTOMER

27.
YOU
ARE ‘NOT’
THE CUSTOMER

28.
LEARN: UNDERSTANDING YOUR CUSTOMERS
WHO ARE MY
CUSTOMERS?
WHAT ARE
THEIR PAIN
POINTS?
LIST ALL
FEATURES
YOUR PRODUCT
WILL HAVE
HOW WILL
CUSTOMERS
FIND YOUR
PRODUCT?
WHY ARE
CURRENT
SOLUTIONS NOT
ENOUGH?
HOW WILL
CUSTOMERS
BENEFIT FROM
MY PRODUCT?

29.
BUILD
LET’S
TRY THIS

30.
BUILD: ASSUMPTIONS & HYPOTHESIS
STEP 1: WRITE DOWN YOUR HYPOTHESIS
We believe that people like
have a need for/problem doing
We know we will have succeeded when , or
which will contribute to
[Customer Type]
[needs/actions/behaviors]
[measurable outcome] [observable outcome]
[KPI’s/Metrics]

31.
BUILD

32.
THE MVP PHILOSOPHY
THE LEAST
AMOUNT OF WORK
YOU CAN DO TO
LEARN THE MOST
OF SOMETHING.

33.
MVP (EXPERIMENTATION + LEARNING)

34.
THE MVP PHILOSOPHY
• REDUCE RISK
• MAXIMIZE SUCCESS
• FASTER FEEDBACK
• REDUCED OVERHEAD
• MEASURABLE PROGRESS
WHY MVP?

35.
MVP (APPROACH + ATTITUDE)
Source: fastmonkeys.com

36.
MVP (APPROACH + ATTITUDE)
Source: fastmonkeys.com

37.
MVP (APPROACH + ATTITUDE)

38.
FAMOUS MVPS

39.
FAMOUS MVPS

40.
FAMOUS MVPS

41.
FAMOUS MVPS

42.
FAMOUS MVPS

43.
FAMOUS MVPS

44.
MVP IN 5 STEPS
1. DECLARE YOUR ASSUMPTIONS AND RISKS
2. ORGANIZE THEM INTO TESTABLE
HYPOTHESES
3. DETERMINE WHAT RESULTS WILL VALIDATE
/ INVALIDATE THE HYPOTHESES
4. PLAN AN MVP TO TEST YOUR HYPOTHESES
5. LAUNCH IT!
BUILD: CREATING AN MVP

45.
MVP (APPROACH + ATTITUDE)
Source: fastmonkeys.com

46.
WHAT IF YOUR
HYPOTHESIS IS
WRONG?
PIVOT, LEARN, AND
ITERATE.
BUILD: CREATING AN MVP

47.
BUILD: DESIGNING
WIREFRAMES MOCKUPS PROTOTYPES

48.
BUILD: DESIGNING
A low fidelity representation of a
design should clearly show:
• The main groups of content (what?)
• The structure of information (where?)
• A description and basic visualization of
the user – interface interaction (how?)
WIREFRAMES
Quick : Easy : Faster feedback loop

49.
BUILD: DESIGNING
MOCKUPS
A middle to high fidelity, static, design
representation. A visual design draft, or
even the actual visual design.
A well created mockup:
• Represents the structure of information,
visualizes the content and demonstrates
the basic functionalities in a static way
• Encourages people to actually review the
visual side of the project
Closer to the real thing : Qualitative feedback

50.
BUILD: DESIGNING
PROTOTYPES
Often confused with a
wireframe, it is a middle to high
fidelity representation of the
final product, which simulates
user interface interaction.
It should allow the user to:
• Experience content and
interactions with the interface
• Test the main interactions in a
way similar to the final product
Interactive : Qualitative &
Quantitative feedback

51.
BUILD: WIREFRAMES VS. PROTOTYPES VS. MOCKUPS

52.
BUILD: WIREFRAMES VS. PROTOTYPES VS. MOCKUPS

53.
BUILD: WIREFRAMES VS. PROTOTYPES VS. MOCKUPS

54.
BUILD
LET’S
TRY THIS

55.
MEASURE

56.
CUSTOMER
TESTING

57.
CUSTOMER
DEVELOPMENT

58.
ALPHA & BETA
TESTING

59.
MEASURE: USER RESEARCH & INTERVIEWS
These are the questions we are trying to answer.
• What do we need to know at this point in the design process?
• What are the knowledge gaps we need to fill?
source: https://www.smashingmagazine.com/2013/09/5-step-process-conducting-user-research/

60.
MEASURE: USER RESEARCH & INTERVIEWS
These are what we believe we already know.
• What are our team’s assumptions?
• What do we think we understand about our users, in terms of
both their behaviors and our potential solutions to their needs?

61.
MEASURE: USER RESEARCH & INTERVIEWS
These address how we plan to fill the gaps in
our knowledge.
• Based on the time and people available, what
methods should we select?

62.
MEASURE: USER RESEARCH & INTERVIEWS
Answer our research questions, and prove
or disprove our hypotheses.
Make sense of the data we’ve gathered to
discover what opportunities and implications
exist for our design efforts.
source: https://www.smashingmagazine.com/2013/09/5-step-process-conducting-user-research/

63.
BEST PRACTICES ON RUNNING THE INTERVIEW
‣ Let the person know why you are doing the interview
‣ Use the script as a guide not a bible
‣ Make the interviewee feel comfortable
‣ Keep it on track
‣ Invite your teammates to listen in & help you capture data.
‣ DO NOT ask any leading questions
‣ DO NOT interpret
‣ Leave all bias aside
‣ Avoid using ‘why’ - Rather use phrases such as ‘what
made you do that’

64.
WHERE TO FIND PEOPLE

65.
LET’S
INTERVIEW!

66.
Step 1: Pick one idea (2 mins)
Step 2: Think of what information you would
need from your potential customers (5 mins)
Step 3: Three to four questions for the interview
to validate your hypothesis (6 mins)
Photo
sharing
app
Restaurant
reservation
app
Your
pick!
Interview Prep
The Interview
Step 1: Pick the interviewer & observer
Step 2: Each person interviews once
Step 3: Share the qualitative feedback on your
hypothesis

67.
METRICS

68.
IF YOU DON’T
MEASURE IT, ITS
AN ________?

69.
IF YOU DON’T
MEASURE IT, ITS
AN OPINION?

70.
IF YOU ARE NOT
THE ‘HIPPO’ YOU
NEED METRICS

71.
TYPE OF
METRICS

72.
MEASURE: THE RIGHT METRICS
• COMPARATIVE
• UNDERSTANDABLE
• A RATIO OR RATE
• BEHAVIOR CHANGING

73.
MEASURE: TYPE OF METRICS
QUANTITIVE
EXPLORATORY
LEADING
CORRELATED
QUALITATIVE
REPORTING
LAGGING
CAUSAL
vs
vs
vs
vs

74.
TAKE MEASURES TO MEASURE THE METRICS
‣ What metrics should we measure?
‣ Possible examples
‣ Unique visitors
‣ Number of emails collected
‣ Number of downloads
‣ Facebook likes & followers
Vanity Metrics

75.
TAKE MEASURES TO MEASURE THE METRICS
‣ What metrics should tell us?
‣ Possible examples
‣ How do you gain or lose revenue?
‣ How do you gain or lose customers?
‣ What are the key functions and benefits that people are coming to you for?
Actionable Metrics

76.
TAKE MEASURES TO MEASURE THE METRICS
‣ What metrics should tell us?
‣ Possible examples
‣ Lifetime Value
‣ Total Revenue (Month, Quarter, Annual)
‣ Net Profit
‣ Average Order Value
‣ Number of Transactions
‣ Average Length of Subscription (for subscription business models)
‣ Where do your leads and customers come from? Social Media? Google?
Paid traffic? (NOT visitors!)
Actionable Metrics

77.
TAKE MEASURES TO MEASURE THE METRICS
‣ Metrics should help us decide
‣ A/B Testing | Multivariate Testing
‣ Think of it as a funnel
‣ Measure in Cohorts
‣ Execute in form of campaigns
Actionable Metrics

78.
WHAT METRICS
WOULD YOU
TRACK?

79.
MEASURE: CUSTOMER ACQUISITION FUNNEL

80.
MEASURE: PIRATE METRICS
ACQUISITION
ACTIVATION
RETENTION
REFERRAL
REVENUE

81.
BEING AN
AWESOME PM

82.
BE WILLING TO
START A
MOVEMENT

83.
THE ART OF
STORYTELLING

84.
GOALS
EXPERIENCE GAP
INITIATIVES
FEATURES
STORIES

85.
FEATURE—STORY + ACCEPTANCE CRITERIA
‣ “As a” user/role
‣ “I want to” or “I need to” do this
‣ “because” it will help me achieve this
‣ and “I will know this when”
**Acceptance criteria**
e.g. pivotal tracker

86.
WOW’ING THE
INTERVIEWER

87.
BRINGING IT ALL
TOGETHER…

88.
‣ Body Level One
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GOOD READS & RESOURCES
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BOOKSHELF
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‣ The Hard Thing About Hard Things: Building a Business When There
Are No Easy Answers
‣ Inspired: How To Create Products Customers Love
‣ How to Win Friends and Influence People
‣ The Four Steps to the Epiphany
‣ The Design of Everyday Things
‣ How Google Works
‣ Cracking the PM Interview
‣ The Innovator's Dilemma
‣ Running Lean

89.
‣ Body Level One
‣ Body Level Two
‣ Body Level Three
‣ Body Level Four
‣ Body Level Five
‣ Body Level One
‣ Body Level Two
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GOOD READS & RESOURCES
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ONLINE
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‣ Good Product Manager/Bad Product Manager
‣ How to get startup ideas
‣ Leading Cross-functional Teams
‣ How to Work With Software Engineers
‣ We are Product Managers
‣ What distinguishes the Top 1% of Product Managers from the Top 10%?
‣ How to Work with Designers
‣ Top Hacks from a PM Behind Two of Tech's Hottest Products
‣ The Art of Decision Making as a Product Manager
‣ What are the best ways to prioritize a list of product features?
‣ Product Prioritization at Pandora
‣ How to Avoid Delusional Thinking in Start-up Growth Strategy
‣ The Lego Block Exercise
‣ Top Hacks from a PM Behind Two of Tech's Hottest Products
‣ Working Backwards
‣ Design for Continuous Experimentation

90.
‣ Body Level One
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‣ Body Level Three
‣ Body Level Four
‣ Body Level Five
‣ Body Level One
‣ Body Level Two
‣ Body Level Three
‣ Body Level Four
‣ Body Level Five
THANKS! KEEP IN TOUCH
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‣ Body Level Five
NAME
‣ Body Level One
‣ Body Level Two
‣ Body Level Three
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‣ Body Level Five
‣ rahulpruthi@gmail.com
‣ @rahulpruthi
‣ www.linkedin/in/rahulpruthi