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INTRO TO PRODUCT MANAGEMENT Ashley Hathaway, Product Manager IBM Watson Developer Cloud @ash_hathaway
AGENDA INTRODUCTION TO PRODUCT MANAGEMENT Discuss the product development lifecycle ‣ Roles and teams ‣ Defining the product ‣ Making the product ‣ Measuring success ‣ People, process, and tools ‣ Q&A ‣
HELLO! ASHLEY HATHAWAY ‣ Previously worked as UX Designer and FED ‣ Currently Product Manager for IBM Watson Developer Cloud ‣ Strong user centered design and design thinking advocate
GENERAL ASSEMBLY: INTRODUCTION TO PRODUCT MANAGEMENT PRODUCT LIFECYCLE
THE MARKETING MIX
THE MARKETING MIX 4P’S ‣ Product
THE MARKETING MIX 4P’S ‣ Product ‣ Price
THE MARKETING MIX 4P’S ‣ Product ‣ Price ‣ Place
THE MARKETING MIX 4P’S ‣ Product ‣ Price ‣ Place ‣ Promotion
THE MARKETING MIX 4P’S + 4C’S ‣ Product. Consumer wants. ‣ Price. Cost to satisfy. ‣ Place. Convenience to buy. ‣ Promotion. Communication.
PRODUCT LIFE CYCLE DEVELOPMENT INTRODUCTION GROWTH MATURITY DECLINE
PRODUCT LIFE CYCLE SALES DEVELOPMENT INTRODUCTION TIME TO MARKET GROWTH MATURITY TIME IN MARKET DECLINE
PRODUCT LIFE CYCLE PROFIT REVENUE SALES DEVELOPMENT INTRODUCTION TIME TO MARKET GROWTH MATURITY TIME IN MARKET DECLINE
THE PRAGMATIC FRAMEWORK
GENERAL ASSEMBLY: INTRODUCTION TO PRODUCT MANAGEMENT ROLES AND TEAMS
CORE TEAM Product Design Development
STAKEHOLDERS Research Sales Product Design Marketing Development Partners
THE USER User
THE ROLE TYPES OF PRODUCT MANAGERS Product Marketing Manager ‣ Technical Product Manager ‣ Product Owner ‣ Project Manager ‣ Scrum Master ‣ Outbound/Inbound ‣
TYPES OF PRODUCT MANAGERS
GENERAL ASSEMBLY: INTRODUCTION TO PRODUCT MANAGEMENT DEFINING THE PRODUCT
MAXIMIZE LEARNING. MINIMIZE RISK. IN THE LEAST AMOUNT OF EFFORT POSSIBLE.
DEFINING THE PRODUCT CLARIFY Develop experiments and hypothesis to remove variables ‣ Gain information to inform high or low risk decision making ‣ Market share ‣ Market fit ‣ Market potential ‣ Go to market strategy ‣
DEFINING THE PRODUCT GATHER INFORMATION Analyst Reports ‣ Gartner ‣ Forrester ‣ RedMonk ‣ BMC ‣ Competitor Analysis ‣ Profile of market competitors ‣ What your customers expect ‣ Identify key success factors ‣
DEFINING THE PRODUCT COMPETITOR ANALYSIS: MAGIC QUADRANT
DEFINING THE PRODUCT COMPETITOR ANALYSIS: MARKET SHARE
SWOT: COMPETITOR ANALYSIS OBJECTIVE STRATEGY ASSUMPTIONS RESOURCES & CAPABILITIES
DEFINING THE PRODUCT BUSINESS MODEL CANVAS Key Partners Key Activities Key Resources Cost structure Value Prop Customer Customer Relationships Segments Channels Revenue Streams
DEFINING THE PRODUCT VALIDATE The customer ‣ The market ‣ The problem ‣ The product ‣ Value prop ‣ Differentiation ‣
GENERAL ASSEMBLY: INTRODUCTION TO PRODUCT MANAGEMENT MAKING THE PRODUCT
MAKE IT ABOUT THE USER
DEFINING THE PRODUCT THE MVP ‣ High fidelity prototype ‣ AdWords campaign ‣ Video explanation ‣ Dummy landing page ‣ Concierge ‣ Parasite
DEFINING THE PRODUCT THE PRODUCT The What. The When. They Why. ‣ 5 Why’s ‣ Continue Build > Measure > Learn ‣
MAKING THE PRODUCT TOOLS ‣ The Roadmap ‣ Gantt Chart ‣ User Stories ‣ Features ‣ Lean ‣ Waterfall vs. Agile ‣ Scrum ‣ Stories. Epics. Themes. ‣ Kanban ‣ Backlog
MAKING THE PRODUCT SAMPLE ROADMAP
MAKING THE PRODUCT SAMPLE GANTT CHART
MAKING THE PRODUCT ROADMAP PRIORITIZATION HIGH VALUE LOW EFFORT HIGH VALUE HIGH EFFORT LOW VALUE LOW EFFORT LOW VALUE HIGH EFFORT
GENERAL ASSEMBLY: INTRODUCTION TO PRODUCT MANAGEMENT MEASURING SUCCESS
IF YOU DON’T MEASURE IT IT DOESN’T EXIST.
SWOT ANALYSIS STRENGTH WEAKNESS OPPORTUNITIES THREATS
MEASURING SUCCESS SETTING GOALS ‣ OKR’s ‣ KPI’s ‣ Conversion Funnel ‣ Pirate metrics
MEASURING SUCCESS TESTING ‣ Client interviews: Win/Loss Analysis ‣ Paper prototypes ‣ High fidelity prototype ‣ AdWords campaign ‣ Video explanation ‣ Dummy landing page ‣ Concierge ‣ Parasite
MEASURING SUCCESS TOOLS ‣ Google Analytics ‣ usertesting.com ‣ Five second test ‣ Unbounce ‣ Heap ‣ CrazyEgg ‣ User research & usability studies ‣ Full story ‣ theuserisdrunk.com
GENERAL ASSEMBLY: INTRODUCTION TO PRODUCT MANAGEMENT PEOPLE > PROCESS > TOOLS
PEOPLE > PROCESS > TOOLS TRAITS OF A GOOD PRODUCT MANAGER ‣ Knows the market, the customer, the product, the development, and the competition better than anyone. At all times. ‣ Listens to the client and market. ‣ Inspires and clearly communicates the vision of the product to teams and stakeholders. ‣ Time and prioritization management skills of a zen master. ‣ Removes barriers. Empower others to do their best work. ‣ No complaining. Full responsibility.
WORK HARD. BE NICE.
GENERAL ASSEMBLY- INTRO TO PRODUCT MANAGEMENT Q&A
THANKS! @ASH_HATHAWAY ‣ Body Level One ‣ Body Level Two ‣ Body Level Three ‣ Body Level Four ‣ Body Level Five