Nimble Framework | Product Management - Life Cycle
- 1. NIMBLE FRAMEWORK PRODUCT LIFECYCLE PRACTICAL PRODUCT MANAGEMENT SERIES MANOJ AGARWAL & TEAM
- 2. TOPICS HOW TO DEFINE A PRODUCT PRIORITISATION - To be or not to be User Needs and wants and Struggles Identify user needs - why do we need the product VROOM - The art of sizing Ask the question Why? Ask the question Why 5 times What is Product Management and what it is not User centric product design Data enabled product design A/B testing and the 'C' How to eat the elephant Art of trialing a Product MVP Demistified External guest speakers - ad-hoc schedule Define the product concept The One Thing Untangle the spaghetti Creating a Product roadmap Product Life Cycle How to write great user stories MVP or PoC or Prototype - myths Demistified How to measure and iterate and discard Importance of Meaningful User Actions and how to capture them How to run a successful design sprint How UX Design integrates with Agile and Scrum Demistified - if we build it they will come Microservices as a Product Product of products NIMBLE FRAMEWORK 2
- 3. PRODUCT LIFECYCLE OBJECTIVE: I WANT TO BE ABLE TO DEFINE MY PRODUCT’S LIFE CYCLE USING A SIMPLE METHOD NIMBLE FRAMEWORK 3
- 4. PRODUCT LIFECYCLE WHAT IS A LIFE CYCLE? 4 2 ONE PRODUCT LIFECYCLE CAN LOOK VERY SIMILAR TO ANOTHER’S, BECAUSE IT EXPRESSES A PROCESS TO FOLLOW WHEN MANAGING A PRODUCT 1 A PRODUCT LIFECYCLE DESCRIBES THE STAGES PRODUCT WILL MOVE THROUGH FROM THE START TO END OF LIFE 3 THERE ARE FIVE STAGES OF A PRODUCT’S LIFE CYCLE WHICH CAN BE PLOTTED 4 THESE ARE ENVISION, DESIGN, BUILD, LAUNCH AND SUCCESS & SUSTAIN
- 5. PRODUCT LIFECYCLE 1 Ask the questions needed to understand the product. Why are we building and for whom? 2 How will we know if it works? 3 Use the product definition to answer these questions and build the vision ENVISION NIMBLE FRAMEWORK 5 WHY? WHAT? FOR WHOM?
- 6. Product lifecycle 1 Create the features and interactions 2 Create development cards from the stories Design 3 Vroom and prioritise 4 Prototype the ui Nimble framework 6
- 7. 1 Define the contents of sprints, 2-3 sprints in advance. 2 Explain the vision to the dev team during scrum calls when required, and answer queries Build 3 Validate the sprint items are functioning correctly. Testing = success 4 Socialise the sprint outcomes Product lifecycle Nimble framework 7 PLAN CREATE VALIDATE SHARE REPEAT
- 8. Product lifecycle 1 Ensure the business is ready and waiting 2 Be on-point to manage issues. Launch 3 Monitor analytics 4 Collect feedback Nimble framework 8
- 9. Product lifecycle 1 Continue to manage the backlog, and incorporate user feedback 2 Free the dev team from providing support Success & sustain 3 Look for opportunities to increase success 4 Keep it relevant Nimble framework 9
- 10. PRODUCT LIFECYCLE PRODUCT LIFECYLE TOOL NIMBLE FRAMEWORK 10
- 11. THANK YOU NIMBLE FRAMEWORK 11
Editor's Notes
- #6: As discussed in previous sessions, understanding why, what and who a product is for is vital to success To do this the product manager needs to clearly understand the problems and pain points the product is meant to ease. The product manager also needs to be able to describe the product concept, or vision, to stakeholders. An opinion on medium and long term goals is also important to show the product has the potential to build value over time. All of this together requires vision. Before any building starts this vision is vital. The source and original vision of the product may not come from the product manager personally, a senior stakeholder could have identified a business need, for example. In this case the product manager needs to understand the vision, and turn it into a structured definition.
- #7: The product definition and clarity of vision now contribute to the creation of features and interactions. We have seen how these features start with user interviews or role playing to generate a list of what the product needs. Collecting these together, and creating development cards from them readies them to be used during the build phase. That is only the first part of the design however. Prioritization and vrooming of the user stories is needed to identify where solutions are required to decrease complexity, and to determine the correct order of development. This should leave you with an agreed MVP scope. Having a prototype UI will help enormously to convey the vision of the product, and discover how user stories slot together. Without this moving to the next stage of the life cycle is likely to result in lost time.
- #8: The product can now start being built. The build phase is a cycle of sprints which culminate in a useable, functional product. The product manager will now help the team with the sprint cycle. Sprints need their content defined, which the pm can help to do by identifying the order in which user stories which are needed. During each sprint the pm will attend scrum calls to clarify issues with the requirements, contribute to UI reviews, and help make decisions where required. At the end of the sprint the pm can help demo the new features, and test them to ensure they match expectations. Finally at the end of the sprint, the released features are published. This process repeats until the product is ready for launch.
- #9: The product is now ready for launch. A number of sprints will have been released up until now, and now the product is ready for the business to start getting the value promised by the definition. The product might be ready, but are you and the business? To have a successful launch the agreed MVP should be well understood by the stakeholders, so they know what they are getting. Training materials should be ready, which the PM should check to ensure they are accurate, assuming they didn’t create them personally. The PM is the expert on how the product works and should be used, and so is the best person to help with questions/validate issues etc that could arise on launch day. Using GA or other metrics the product can be monitored to check the uptake, and to look for issues, places where users drop off and the like. This will give insight into where the UI might be less than optimal, or where the product is too slow to load a page. Watching users using the system will show if users are following the journeys and interactions as predicted, or is the UI causing unexpected results Monitor, test and contribute to defect reports. Defects will occur, and the PM should be aware of what has been reported. They should be able to suggest workarounds, and prioritize what needs fixing first. Collect feedback from users, using surveys and interviews. This will help assess the content of future sprints. Finally have some feedback questions prepared which you can use to gauge the user’s experiences.
- #10: The final phase of the product’s lifecycle is the ongoing maintenance of it. This can range from a dedicated team continuously adding new features to the base MVP, or defect fixes only. If the product is being continuously developed the sprint cycle will also be occurring at this time, with the PM performing their normal duties During this phase the PM should regularly review the product’s definition document to check that it’s core purpose is still true, and to see if new features could add value. The product will be handed over to BAU support which will require the PM to demo the product to the support team, share details of previous defects found, and make sure the support/monitoring processes are understood. The PM must be one of the best placed people to identify when the product aligns to a new business initiative. They must be able to champion how the product helps achieve the new goals. Keeping the product relevant doesn’t just mean updating it. It also includes promoting it, raising awareness of its purpose and value, and asking how its value can be increased. Changes to how the business operates could mean the product is no longer needed, and should be left to wither, conversely a new business direction could bring a new lease of life, which the PM should spot.