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www.attensi.com
Superfast product development
Marthe Prestegaard – Product manager
uxdx Oslo/Stockholm 2020
ATTENSI
B2C: focus a lot on acquisition and retention per user
Source: ASTD.s 2013 State of the industry report Source: The Forrester Wave™: Enterprise Health Clouds, Q3 2019
In B2B SaaS the buyer is often not the user
33 %
Technology-based
training
61 %
Instructor-led
training
6 %
Gamified
training
Source: ASTD.s 2013 State of the industry report Source: The Forrester Wave™: Enterprise Health Clouds, Q3 2019
From … to….
2 designers
50%
2 frontend
1 full-stack
1 backend 10-50%
1 product manager,
also team lead
Superfast – at
the expense
of what?
Superfast product development
Mental models for the product manager
ATTENSI
ATTENSI
VERSION 1: Semi-automatic excel reports distributed weekly or monthly
ATTENSI
VERSION 2: Embedded PowerBI report updated daily
ATTENSI
VERSION X: Custom design and development?
Team A
Team B
“It moves fast, biggest
challenge is feeling we’re
always just ahead of
development”
“Need to take a lot of
ownership when
implementing and work with
designers”
“Need to build trust: with customers,
sales and management so you have
freedom, with team so they run fast, but
speak up at the right time”
“We always have a clear sprint
goal, and work together on
finding the sweet spot for when
it’s good enough”
ATTENSI
We are GAME CHANGERS
We are SUPER FAST
We are PEOPLE POWERED
SUPERFAST PRODUCT DEVELOPMENT – 3 KEY TAKEAWAYS
Small and quick iterations makes you faster
Find the value/effort sweet spot1
Trust the team: hire for autonomy and adjust
way of work to context and people
2
3
www.attensi.com
THANK YOU!
marthe.prestegaard@attensi.com

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Superfast product development

Notas do Editor

  1. A few background for context: Company size B2B – not B2C Team size / product maturityu
  2. https://www.paldesk.com/aarrr-pirate-metrics/ Dave McClure in 2007 B2c: fokusere på en ting og gjøre det bra, fange inn folk og få de gira på å returnere B2b: long term, hvis vi hører noe på tvers, så ser vi hvordan vi kan gjøre det, hvis det passer I strategi/visjon. Eks kalender, skal ikke erstatte outlook
  3. We’re changing a market to game-base simulations – get the same companies and people to think and act differently “existing” market, customers are used to “feature tick-off” in purchasing decisions Enterprise software purchasing is slower, established feature requirements (the more the better) THE US MARKET ALONE IS over 160 billion dollars. Where the gamification segment alone represents close to 10 billion dollars. In addition we believe that there is a huge potential in gaining shares also from the two other segments.
  4. Growing quite fast recent years. Founded in 2012, we’re now over 100 people, almost doubled in a year’s time – the only constant thing is change, meaning how we work and organize ourselves is very much a function of us growing 28 tech We’re not a startup anymore
  5. Benefit of web: quick and continuous. NB! Affects all customers, bigger f**-up potential https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.pinterest.com%2Fpin%2F512143788871750640%2F&psig=AOvVaw07DV6EI1F2QnDCV9S9MVt1&ust=1584003464775000&source=images&cd=vfe&ved=0CAIQjRxqFwoTCJDI1fKGkugCFQAAAAAdAAAAABAJ
  6. This model is classic project management, and it illustrates that you can’t change one of them: time, cost, scope, quality, and get the same result, without changing one of the others. As an example, it would mean that you can get it faster, without throwing more resources on it, reducing the scope, or lowering the quality
  7. Cost = resources: 2 pizza team Time: faster iterations means quicker and better learning, want to keep 2 week sprints Quality: better term here could be tech debt Scope is the only thing you should work with
  8. Be hypothesis driven in product development and work Create iteratively Focus feature development on minimum viable product Think long term, act short term 1 Example customer delight -> my job as product manager ProductTank article by Martin Eriksson https://www.mindtheproduct.com/using-the-kano-model-to-prioritize-product-development/ Lesson 4: Find and focus on sustainable delighters that truly differentiate your product and continue to deliver customer satisfaction over time. 2? 3 4. Internal model NB! Need to know the customer/user well!
  9. Example 1: Early prototyping and iteration was about what can we deliver with the dedicated team in a timeline that both we and customer were happy with. Used 1 sprint to plan and commit to customer. 1 big milestone after 2 sprints – delivered as planned. 2nd big milestone after . Even ended up a bit ahead of plan for last milestone – no one worked overtime
  10. Example 2: Customers are getting quite detailed excel reports today, in a way a first prototype
  11. Instead of building everything from the ground up, and needing a development team to experiment with visual representations, calculations, etc., we have made a frame for a data analyst to experiment, no developers needed how to recognize delight: user testing, “wow”, “that is awesome”. Quick GO to test with all managers
  12. https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.pinterest.com%2Fpin%2F512143788871750640%2F&psig=AOvVaw07DV6EI1F2QnDCV9S9MVt1&ust=1584003464775000&source=images&cd=vfe&ved=0CAIQjRxqFwoTCJDI1fKGkugCFQAAAAAdAAAAABAJ Ikke superfast på bekostning av gamechanger, og hadde ikke gått hvis vi ikke var people powered People powered: tar til øre for input Pm: handler ikke om å ha hele planen klar Designer: Utfordring, går fort, føler at ligger rett foran utvikler/oppi Men betyr at vi er veldig resultatorientert På sprint: klart mål om hva vi har lyst til å gjøre, og et cut-off point Kan alltids perferksjonere, godt nok for nå, men så går vi videre For å være rask, så må man ha et tydleig mål om hva man vil oppnå Hvis for stor ide, for visjon only, blir alle sittende og utforske MVP, eller I hvert fall et mål, lettere å jobbe mer samkjørt
  13. In my company, we have 3 internal values, where one of the is superfast. From designer: not superfast at the expense of being gamechangers. only reason we can be superfast, is that we are people powered at our core: we trust people
  14. Find the right balance between “right decision” and a “quick decision” (Validate the insights with additional data sources, Maturity of product and market will influence what is the right data to consult). Making a decision will give you more data Iterations make you faster “Hire for independence” (self-driven, think for themselves, take initiative. and trust your team (can’t be superfast and gamechanging without people powered) Just because you have data, it doesn’t mean you’ll make the right decision Triangulate data Maturity of product and market will also influence what type of data you have and should use , Find the right balance between “right decision” and a “quick decision”