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                How to be a
                Lean Product
                Ninja
                Dan Olsen
                Olsen Solutions

                Silicon Valley
                Product Camp
                March 24, 2012

+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+
My	
  Background	
  
n    Educa6on	
  
       n    BS,	
  Electrical	
  Engineering,	
  Northwestern	
  
       n    MS,	
  Industrial	
  Engineering,	
  Virginia	
  Tech	
  
       n    MBA,	
  Stanford	
  
       n    Web	
  development	
  and	
  UI	
  design	
  
n    20	
  years	
  of	
  Product	
  Management	
  Experience	
  
       n  Managed	
  submarine	
  design	
  for	
  5	
  years	
  
       n  5	
  years	
  at	
  Intuit,	
  led	
  Quicken	
  Product	
  Management	
  
       n  Led	
  Product	
  Management	
  at	
  Friendster	
  
       n  CEO	
  &	
  Cofounder	
  of	
  YourVersion,	
   Pandora	
  for	
  your	
  
           real-­‐6me	
  news 	
  
       n  PM	
  consultant	
  to	
  startups:	
  Box.net,	
  YouSendIt,	
  Epocrates	
  
                                                      	
  
                   Will	
  post	
  slides	
  to	
  hVp://slideshare.net/dan_o	
  	
  
                                                                   Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
What	
  does	
  “Lean”	
  mean?	
  
n    Lean	
  Startup	
  
      n  Achieving	
  product-­‐market	
  fit	
  
      n  Valida6ng	
  product	
  with	
  users	
  
      n  Improving	
  &	
  itera6ng	
  your	
  
          product	
  quickly	
  
      n  Tes6ng	
  hypotheses	
  &	
  learning	
  

n    Product-­‐market	
  fit	
  =	
  product	
  
      management’s	
  responsibility	
  
      	
  
      	
  

                                                      Copyright	
  ©	
  2011	
  YourVersion	
  
Why	
  “Ninja”?	
  
n  High	
  level	
  of	
  exper6se	
  
n  Self-­‐sufficient	
  
n  Uses	
  wide	
  array	
  of	
  skills	
  
   to	
  get	
  the	
  job	
  done




                                                Copyright	
  ©	
  2011	
  YourVersion	
  
What’s	
  the	
  Formula	
  for	
  
                       Product-­‐Market	
  Fit?	
  
n    A	
  product	
  that:	
  
       n  Meets	
  customers’	
  needs	
                                    Focus of my
                                                                             talk today
       n  Is	
  beVer	
  than	
  other	
  alterna6ves	
  

       n  Is	
  easy	
  to	
  use	
                             See my other talks
       n  Has	
  a	
  good	
  value/price	
  




                                                             Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
The	
  Lean	
  Product	
  Ninja	
  Way:	
  
Steps	
  to	
  Achieving	
  Product-­‐Market	
  Fit	
  
1.    Understand	
  underserved	
  customer	
  needs	
  
2.    Define	
  your	
  product’s	
  value	
  proposi6on	
  
3.    Build	
  wireframe/mockup	
  
4.    Get	
  user	
  feedback	
  
5.    Iterate	
  




                                            Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Understanding	
  
  Customer	
  
   Needs	
  




      7	
     	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
    Problem	
  Space	
  vs.	
  Solu6on	
  Space	
  
     	
  
n  Problem	
  Space	
                                 n    Solu6on	
  Space	
  
        n  A	
  customer	
  problem,	
                      n  A	
  specific	
  
            need,	
  or	
  benefit	
  that	
  the	
              implementa6on	
  to	
  
            product	
  should	
  address	
  
          n  	
  
                                                                address	
  the	
  need	
  or	
  
        n  A	
  product	
  requirement	
  
              	
                                                product	
  requirement	
  
                                                                	
  
 Example:	
  
 n  Ability	
  to	
  write	
  in	
  space	
   	
   NASA:	
  space	
  pen	
  
                                               n 
     (zero	
  gravity)	
                            ($1	
  
                                                    	
   M	
  R&D	
  cost)	
  
                                               n  Russians:	
  pencil	
  


                                                                      Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Problem	
  Space	
  vs.	
  Solu6on	
  Space:	
  
                Product	
  Level	
  
     Problem	
  Space	
          Solu6on	
  Space	
  
      (user	
  benefit)	
           (product)	
  
        Prepare                      Pen and
        my taxes                      paper


Check my        File my            TurboTax
  taxes          taxes

 Maximize      Reduce                TaxCut
deductions     audit risk

                                      Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Problem	
  vs.	
  Solu6on	
  Space:	
  Feature	
  Level	
  
          Problem	
  Space	
              Solu6on	
  Space	
  
                	
       Help me                   Tax Interview
                       prepare taxes                  Wizard

Empowerement/            Reduce my                    Audit Risk
   Confidence             audit risk                  Analyzer
                         Check my                  Tax Return
                          return                  Error Checker

                          Save time                  Tax Data
                       preparing taxes              Downloader
      Save Time        Save time filing           Electronic Tax
                           taxes                  Return Filing

                        Maximize my               Tax Deduction
    Save Money         tax deductions                 Finder
                                          Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Priori6zing	
  Benefits	
  &	
  Features	
  based	
  
           on	
  Customer	
  Value	
  
n  How	
  do	
  you	
  priori6ze:	
  
   n  Which	
  user	
  benefits	
  should	
  you	
  address?	
  
   n  Which	
  product	
  features	
  to	
  build	
  (or	
  improve)?	
  

n  Priori6za6on	
  should	
  be	
  based	
  on	
  customer	
  
    value	
  
n  Importance	
  vs.	
  Sa6sfac6on	
  Framework	
  
   n  Importance	
  of	
  user	
  need	
  (problem	
  space)	
  
   n  Sa6sfac6on	
  with	
  how	
  well	
  a	
  product	
  meets	
  the	
  
      user’s	
  need	
  (solu6on	
  space)	
  
                                                 Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
High	
  Importance	
  +	
  Low	
  Sa6sfac6on	
  =	
  
                      Opportunity	
  to	
  Add	
  Customer	
  Value	
  
Importance	
  of	
  User	
  Need	
  

                                       High	
  
                                                                                          Compe66ve
                                                         Opportunity	
                      Market	
  




                                                                 Not	
  Worth	
  Going	
  Aner	
  

                                       Low	
  
                                                   Low	
                                              High	
  
                                                  User	
  Sa6sfac6on	
  with	
  Current	
  Alterna6ves	
  
                                                                                                Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Kano	
  Model:	
  User	
  Needs	
  &	
  Sa6sfac6on	
  
                    User	
  Sa6sfac6on	
  
                                         Delighter	
  (wow)	
  


                                                                   Performance	
  
                                                                  (more	
  is	
  beVer)	
  


  Need	
                                                                      Need	
  
 not	
  met	
                                                               fully	
  met	
  
                                               Must	
  Have	
  


                                         Needs	
  &	
  features	
  
                                         migrate	
  over	
  6me	
  


                   User	
  Dissa6sfac6on	
          Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Importance	
  vs.	
  Sa6sfac6on	
  
  	
  Ask	
  Users	
  to	
  Rate	
  for	
  Each	
  Feature	
  
              100                                                                                  98
                                                                               Great	
  
               95
                                                                          84 87
               90
                                   Bad	
                                    86
               85                                                   79    84
                                     55               70
                                                                    80
 Importance




               80

               75                                        72
                                                                    80
               70
                                                              75
               65

               60

               55
                         41
               50
                    40        50          60        70             80            90               100
                                               Satisfaction

Recommended	
  reading:	
   What	
  
Customers	
  Want 	
  by	
  Anthony	
  Ulwick	
                          Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
What	
  is	
  Your	
  Value	
  Proposi6on?	
  
n  Which	
  user	
  benefits	
  are	
  you	
  providing?	
  

n  How	
  are	
  you	
  beVer	
  than	
  compe6tors?	
  

	
                                       Compe&tor	
  A	
   Compe&tor	
  B	
                      You	
  
       Must	
  Have	
  Benefit	
  1	
             Y	
                 Y	
                             Y	
  

       Performance	
  Benefit	
  1	
            High	
             Low	
                           Med	
  

       Performance	
  Benefit	
  2	
            Low	
              High	
                          Low	
  

       Performance	
  Benefit	
  3	
            Med	
              Med	
                           High	
  

       Delighter	
  Benefit	
  1	
                Y	
                 -­‐	
                            -­‐	
  

       Delighter	
  Benefit	
  2	
                -­‐	
               -­‐	
                           Y	
  
                                                                 Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Building	
  
Wireframes/	
  
 Mockups	
  




                  16	
     	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Geqng	
  Customer	
  Feedback:	
  
    Problem	
  Space	
  vs.	
  Solu6on	
  Space	
  
n  Customers	
  CAN’T	
  ar6culate	
  problem	
  space	
  

n  Customers	
  CAN	
  react	
  to	
  solu6on	
  space	
  

n  That’s	
  why	
  you	
  need:	
  
   n  Wireframes:	
  low	
  to	
  medium	
  fidelity	
  visual	
  
       representa6on	
  of	
  your	
  product	
  
   n  Mockups:	
  high	
  fidelity	
  visual	
  representa6on	
  of	
  
       your	
  product	
  
   n  Prototype:	
  	
  working	
  version	
  of	
  your	
  product	
  
       that	
  emulates	
  its	
  func6onality	
  (throw-­‐away)	
  
                                               Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Quick	
  Survey	
  of	
  Wireframing	
  Tools	
  
n  Visio	
  /	
  OmniGraffle	
  

n  Powerpoint	
  

n  Photoshop	
  /	
  Illustrator	
  /	
  Fireworks	
  

n  Balsamiq	
  

n  Others?	
  




                                            Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Prototype	
  Fidelity	
  vs.	
  Effort
                                                            	
  

                                                  3   Photoshop
                        Product
Fidelity of Prototype




                        Manager
                            2     Balsamiq

                        1         Visio
                                                      UI Designer
                        Hand
                        sketch

                             Effort to Create Prototype
                                                      Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
How to be a Lean Product Ninja by Dan Olsen
Product	
  Managers	
  Should	
  Wireframe	
  
n  In	
  case	
  you	
  don’t	
  have	
  UX	
  designer	
  (onen)	
  

n  To	
  clarify	
  and	
  refine	
  your	
  thinking:	
  
   n  Informa6on	
  Architecture,	
  layout,	
  naviga6on	
  

n  To	
  communicate	
  your	
  product	
  ideas	
  to	
  
    other	
  team	
  members	
  
n  Modern	
  tools	
  make	
  it	
  easy	
  




                                                Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Why	
  Every	
  PM	
  Should	
  Use	
  Balsamiq	
  
n  Super	
  easy	
  to	
  learn	
  and	
  use	
  
n  Widget	
  library	
  has	
  most	
  UI	
  elements	
  
n  Can	
  annotate	
  with	
  s6cky	
  notes	
  
n  Can	
  add	
  click	
  naviga6on	
  between	
  pages	
  to	
  
    illustrate	
  a	
  user	
  story	
  
n  Can	
  export	
  as	
  PDF	
  (so	
  others	
  don’t	
  need	
  to	
  
    have	
  Balsamiq),	
  mul6ple	
  pages	
  in	
  1	
  PDF	
  
n  Best	
  $79	
  you’ll	
  spend	
  
n  hVp://www.balsamiq.com	
  
                                                     Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Learning	
  from	
  
           Customers	
  




23	
     	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
What	
  Are	
  You	
  Going	
  to	
  Get	
  Feedback	
  &	
  
                Learnings	
  About?	
  
     Problem	
  Space	
                  Solu6on	
  Space	
  
   (your	
  mental	
  model)	
     (what	
  users	
  can	
  react	
  to)	
  


                                                  Feature	
  Set	
  
         Customer	
  
       Understanding	
  
          (needs	
  &	
  
        preferences)	
  
                                       UI	
  Design	
                      Messaging	
  	
  




                                                  Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Ramen 	
  User	
  Feedback	
  for	
  Startups	
  
n  Anyone	
  can	
  do	
  it!	
  

n  Ingredients:	
  
    n  Solu6on-­‐space	
  product/mockup	
  to	
  test	
  

    n  1	
  customer	
  (with	
  laptop	
  if	
  tes6ng	
  code)	
  

    n  1	
  desk	
  

    n  1	
  person	
  to	
  conduct	
  the	
  session	
  

    n  Pen	
  and	
  paper	
  

    n  Op6onal	
  note-­‐taker	
  and	
  observers	
  

                                                     Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Typical	
  Format	
  for	
  Customer	
  Session	
  
n  5	
  -­‐	
  10	
  min:	
  Ask	
  ques6ons	
  to	
  understand	
  user	
  
    needs	
  and	
  solu6ons	
  they	
  currently	
  use	
  
n  30	
  -­‐	
  50	
  min:	
  User	
  feedback	
  
       n  Show	
  user	
  product/mockup	
  
       n  Non-­‐directed	
  as	
  much	
  as	
  possible	
  
       n  When	
  necessary,	
  direct	
  user	
  to	
  aVempt	
  to	
  
          perform	
  a	
  specific	
  task	
  
n    5	
  -­‐	
  10	
  min:	
  Wrap-­‐up	
  
       n  Answer	
  any	
  user	
  ques6ons	
  that	
  came	
  up	
  
       n  Point	
  out/explain	
  features	
  you	
  want	
  to	
  highlight	
  
       n  Ask	
  them	
  if	
  they	
  would	
  use	
  the	
  product	
  


                                                               Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Dos	
  &	
  Don’ts	
  of	
  User	
  Feedback	
  Sessions	
  
n    Do	
  
       n    Explain	
  to	
  the	
  user:	
  
               n  Their	
  feedback	
  will	
  help	
  improve	
  the	
  product	
  
               n  Not	
  to	
  worry	
  about	
  hur6ng	
  your	
  feelings	
  
               n  Think	
  Aloud	
  Protocol 	
  

       n    Ask	
  user	
  to	
  aVempt	
  the	
  task,	
  then	
  be	
  a	
  fly	
  on	
  the	
  wall	
  
       n    Ask	
  non-­‐leading,	
  open-­‐ended	
  ques6ons	
  
       n    Take	
  notes	
  and	
  review	
  them	
  anerwards	
  for	
  take-­‐aways	
  
n    Don’t	
  
       n    Ask	
  leading	
  ques6ons	
  
       n     Help 	
  the	
  user	
  or	
  explain	
  the	
  UI	
  (e.g.,	
   click	
  over	
  here )	
  
       n    Respond	
  to	
  user	
  frustra6on	
  or	
  ques6ons	
  (un6l	
  test	
  is	
  over)	
  
       n    Get	
  defensive	
  
       n    Blame	
  the	
  user	
  
                                                                                 Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Iterate	
  Your	
  
Wireframes	
  Based	
  
  on	
  Feedback  	
  




                          Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Itera6ng	
  Your	
  Product	
  Vector	
  Based	
  on	
  
    User	
  Feedback	
  in	
  Solu6on	
  Space	
  
         Problem	
  Space	
                            Solu6on	
  Space	
  
      (your	
  mental	
  model)	
               (what	
  users	
  can	
  react	
  to)	
  
 Help	
  user	
      Help	
  user	
  
book	
  travel	
     plan	
  travel	
  




                                Mockups	
  /	
  Code	
  


                              	
  Customer	
  Feedback	
  
                                                              Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Case	
  Study	
  on	
  Product-­‐Market	
  Fit:	
  
         Marke6ngReport.com	
  




                          30	
     	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Product-­‐Market	
  Fit	
  Case	
  Study:	
  
          Marke6ngReport.com	
  
n  My	
  consul6ng	
  client,	
  CEO	
  of	
  TrustedID,	
  
    had	
  an	
  idea	
  for	
  a	
  new	
  product	
  
n  Team:	
  me,	
  CEO,	
  head	
  of	
  marke6ng,	
  
    UI	
  design	
  consultant	
  
n  Goal:	
  
   n  Validate	
  product-­‐market	
  fit	
  quickly,	
  cheaply	
  
       without	
  wri6ng	
  a	
  single	
  line	
  of	
  code	
  
   n  Determine	
  if	
  their	
  was	
  a	
  business	
  
       opportunity	
  here	
  

                                                     Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Product-­‐Market	
  Fit	
  Case	
  Study:	
  
              Developing	
  Product	
  Concept	
  
n    Product	
  Concept	
  was	
   marke6ng	
  report 	
  that	
  let	
  
      consumers	
  control	
  the	
  direct	
  mail	
  that	
  they	
  receive	
  
n    Concept	
  was	
  fuzzy	
  with	
  various	
  components,	
  so	
  I	
  
      broke	
  it	
  into	
  2	
  different	
   flavors :	
  
       n  #1	
   Marke6ng	
  Shield :	
  Service	
  to	
  reduce/stop	
  junk	
  mail	
  
       n  #2	
   Marke6ng	
  Saver :	
  Opt	
  in	
  &	
  receive	
  money-­‐saving	
  offers	
  
       n  Each	
  product	
  concept	
  consisted	
  of	
  several	
  modules	
  that	
  
           each	
  mapped	
  to	
  a	
  specific	
  user	
  benefit	
  
n    Worked	
  with	
  UI	
  designer	
  to	
  create	
  paper	
  mockups	
  of	
  
      pages	
  for	
  each	
  flavor	
  concept	
  (5	
  pages	
  each)	
  



                                                                  Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Copyright	
  ©	
  2011	
  YourVersion	
  
Copyright	
  ©	
  2011	
  YourVersion	
  
Clustering	
  Poten6al	
  User	
  Benefits	
  to	
  
        Create	
  Product	
  Concepts	
  
Shield Concept                       Saver Concept



 Reduce          Find out what         Money    Compare                       Social
Junk Mail          they know           Saving    Yourself                   Networking
                   about you           Offers   to Others


 Save             Marketing
 Trees             Report


            Marketing    Marketing
             Score        Profile




                                                Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Product-­‐Market	
  Fit	
  Case	
  Study:	
  
               Recrui6ng	
  People	
  
n    Telephone	
  recruit	
  of	
  prospec6ve	
  customers	
  
      n  Wrote	
  phone-­‐screen	
  ques6onnaire	
  to	
  create	
  rough	
  
         target	
  customer	
  segmenta6on	
  
          n  Wanted	
  users	
  who	
  work	
  full-­‐6me	
  &	
  use	
  internet	
  
          n  Fit	
  for	
  opt-­‐in	
  concept:	
  use	
  coupons,	
  Costco	
  membership	
  
          n  Fit	
  for	
  an6-­‐junk	
  mail	
  concept:	
  use	
  paper	
  shredder,	
  block	
  
            caller	
  ID	
  
n  Scheduled	
  3	
  groups	
  of	
  2	
  or	
  3	
  people	
  to	
  discuss	
  
    each	
  product	
  concept	
  for	
  90	
  minutes	
  
n  Moderated	
  each	
  group	
  through	
  the	
  paper	
  
    mockups	
  to	
  hear	
  their	
  feedback	
  
                                                                    Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Product-­‐Market	
  Fit	
  Case	
  Study:	
  
  Findings	
  on	
  Concepts	
  &User	
  Benefits	
  
Shield Concept                       Saver Concept



 Reduce          Find out what         Money    Compare                       Social
Junk Mail          they know           Saving    Yourself                   Networking
                   about you           Offers   to Others


 Save             Marketing
 Trees             Report

                                                     Legend
            Marketing    Marketing
             Score        Profile                     Strong appeal

                                                      Somewhat positive

                                                      Low appeal
                                                Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Product-­‐Market	
  Fit	
  Case	
  Study:	
  
                Learnings	
  from	
  Research	
  
n    Learned	
  that	
   Shield 	
  (an6-­‐junk	
  mail)	
  concept	
  was	
  
      stronger	
  than	
   Saver 	
  
n    People	
  didn’t	
  like	
  many	
  of	
  the	
   Saver 	
  concept	
  
      components	
  
n    Learned	
  users’	
  concerns	
  /	
  ques6ons	
  about	
   Shield 	
  
      concept	
  
n    Refined	
   Shield 	
  concept:	
  
       n    Removed	
  irrelevant	
  components	
  
       n    Improved	
  messaging	
  to	
  address	
  user	
  concerns	
  /	
  ques6ons	
  
n    Validated	
  revised	
   Shield 	
  concept	
  with	
  quick	
  2nd	
  
      round	
  of	
  tests	
  
       n    No	
  customer	
  concerns	
  
       n    Clear	
  willingness	
  to	
  pay	
  

                                                                  Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Copyright	
  ©	
  2011	
  YourVersion	
  
Product-­‐Market	
  Fit	
  Case	
  Study:	
  
                  Summary	
  
n  4	
  weeks	
  from	
  1st	
  mee6ng	
  to	
  validated	
  
    product	
  concept	
  with	
  zero	
  coding	
  
n  Cost	
  $1,500	
  to	
  talk	
  to	
  20	
  users	
  ($75	
  each)	
  

n  1	
  round	
  of	
  itera6on	
  on	
  product	
  concept	
  

n  Iden6fied	
  compelling	
  concept	
  that	
  users	
  
    are	
  willing	
  to	
  pay	
  $10/month	
  for	
  
n  Trimmed	
  away	
  non-­‐valuable	
  pieces	
  

n  You	
  can	
  achieve	
  similar	
  results	
  
                                                  Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Metrics	
  to	
  Validate	
  Product-­‐Market	
  Fit	
  
n    Survey	
  results	
  
       n    Importance	
  &	
  Sa6sfac6on	
  
       n    Net	
  Promoter	
  Score	
  




       n    Survey.io/MustHaveScore.com	
  
               n    How	
  would	
  you	
  feel	
  if	
  you	
  could	
  no	
  longer	
  use	
  Product	
  X? 	
  
                      n    Very	
  disappointed,	
  Somewhat	
  disappointed,	
  Not	
  disappointed	
  
n    User	
  behavior	
  
       n    Prospects	
  sign	
  up	
  (high	
  conversion	
  rate)	
  
       n    They	
  keep	
  using	
  it	
  (high	
  reten6on	
  rate)	
  
       n    They	
  use	
  it	
  onen	
  (high	
  frequency	
  of	
  use)	
  
                                                                                       Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Op6miza6on	
  through	
  Itera6on:	
  
  Con6nuous	
  Improvement	
  
                           Measure	
  
                          the	
  metric	
  


                                                    Analyze	
  
        Learning	
                                 the	
  metric	
  
           Gaining	
  knowledge:	
  
           • 	
  Market	
                         Iden6fy	
  top	
  
           • 	
  Customer	
                      opportuni6es	
  
                                                   to	
  improve	
  
           • 	
  Domain	
  
           • 	
  Usability	
  
                                              Design	
  &	
  develop	
  	
  
                                              the	
  enhancement	
  


                       Launch	
  the	
  
                      enhancement	
  
                                               Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
Lean	
  Product	
  Ninja	
  
                      Cheat	
  Sheet	
  
n  Understand	
  the	
  problem	
  space	
  to	
  iden6fy	
  
    underserved	
  customer	
  needs	
  
n  Define	
  your	
  value	
  proposi6on	
  

n  Create	
  wireframes/mockups	
  

n  Get	
  user	
  feedback	
  

n  Revise	
  your	
  feature	
  set,	
  UI	
  design,	
  and	
  
    messaging	
  to	
  improve	
  product-­‐market	
  fit	
  
n  Launch,	
  learn,	
  and	
  iterate	
  



                                                 Copyright	
  ©	
  2012	
  Olsen	
  Solu6ons	
  
+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+




               Questions?
               hVp://olsensolu6ons.com	
  
               hVp://slideshare.net/dan_o	
  
               @danolsen	
  




+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+

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How to be a Lean Product Ninja by Dan Olsen

  • 1. +*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+ How to be a Lean Product Ninja Dan Olsen Olsen Solutions Silicon Valley Product Camp March 24, 2012 +*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+
  • 2. My  Background   n  Educa6on   n  BS,  Electrical  Engineering,  Northwestern   n  MS,  Industrial  Engineering,  Virginia  Tech   n  MBA,  Stanford   n  Web  development  and  UI  design   n  20  years  of  Product  Management  Experience   n  Managed  submarine  design  for  5  years   n  5  years  at  Intuit,  led  Quicken  Product  Management   n  Led  Product  Management  at  Friendster   n  CEO  &  Cofounder  of  YourVersion,   Pandora  for  your   real-­‐6me  news   n  PM  consultant  to  startups:  Box.net,  YouSendIt,  Epocrates     Will  post  slides  to  hVp://slideshare.net/dan_o     Copyright  ©  2012  Olsen  Solu6ons  
  • 3. What  does  “Lean”  mean?   n  Lean  Startup   n  Achieving  product-­‐market  fit   n  Valida6ng  product  with  users   n  Improving  &  itera6ng  your   product  quickly   n  Tes6ng  hypotheses  &  learning   n  Product-­‐market  fit  =  product   management’s  responsibility       Copyright  ©  2011  YourVersion  
  • 4. Why  “Ninja”?   n  High  level  of  exper6se   n  Self-­‐sufficient   n  Uses  wide  array  of  skills   to  get  the  job  done Copyright  ©  2011  YourVersion  
  • 5. What’s  the  Formula  for   Product-­‐Market  Fit?   n  A  product  that:   n  Meets  customers’  needs   Focus of my talk today n  Is  beVer  than  other  alterna6ves   n  Is  easy  to  use   See my other talks n  Has  a  good  value/price   Copyright  ©  2012  Olsen  Solu6ons  
  • 6. The  Lean  Product  Ninja  Way:   Steps  to  Achieving  Product-­‐Market  Fit   1.  Understand  underserved  customer  needs   2.  Define  your  product’s  value  proposi6on   3.  Build  wireframe/mockup   4.  Get  user  feedback   5.  Iterate   Copyright  ©  2012  Olsen  Solu6ons  
  • 7. Understanding   Customer   Needs   7                          Copyright  ©  2012  Olsen  Solu6ons  
  • 8.   Problem  Space  vs.  Solu6on  Space     n  Problem  Space   n  Solu6on  Space   n  A  customer  problem,   n  A  specific   need,  or  benefit  that  the   implementa6on  to   product  should  address   n    address  the  need  or   n  A  product  requirement     product  requirement     Example:   n  Ability  to  write  in  space     NASA:  space  pen   n  (zero  gravity)   ($1     M  R&D  cost)   n  Russians:  pencil   Copyright  ©  2012  Olsen  Solu6ons  
  • 9. Problem  Space  vs.  Solu6on  Space:   Product  Level   Problem  Space   Solu6on  Space   (user  benefit)   (product)   Prepare Pen and my taxes paper Check my File my TurboTax taxes taxes Maximize Reduce TaxCut deductions audit risk Copyright  ©  2012  Olsen  Solu6ons  
  • 10. Problem  vs.  Solu6on  Space:  Feature  Level   Problem  Space   Solu6on  Space     Help me Tax Interview prepare taxes Wizard Empowerement/ Reduce my Audit Risk Confidence audit risk Analyzer Check my Tax Return return Error Checker Save time Tax Data preparing taxes Downloader Save Time Save time filing Electronic Tax taxes Return Filing Maximize my Tax Deduction Save Money tax deductions Finder Copyright  ©  2012  Olsen  Solu6ons  
  • 11. Priori6zing  Benefits  &  Features  based   on  Customer  Value   n  How  do  you  priori6ze:   n  Which  user  benefits  should  you  address?   n  Which  product  features  to  build  (or  improve)?   n  Priori6za6on  should  be  based  on  customer   value   n  Importance  vs.  Sa6sfac6on  Framework   n  Importance  of  user  need  (problem  space)   n  Sa6sfac6on  with  how  well  a  product  meets  the   user’s  need  (solu6on  space)   Copyright  ©  2012  Olsen  Solu6ons  
  • 12. High  Importance  +  Low  Sa6sfac6on  =   Opportunity  to  Add  Customer  Value   Importance  of  User  Need   High   Compe66ve Opportunity   Market   Not  Worth  Going  Aner   Low   Low   High   User  Sa6sfac6on  with  Current  Alterna6ves   Copyright  ©  2012  Olsen  Solu6ons  
  • 13. Kano  Model:  User  Needs  &  Sa6sfac6on   User  Sa6sfac6on   Delighter  (wow)   Performance   (more  is  beVer)   Need   Need   not  met   fully  met   Must  Have   Needs  &  features   migrate  over  6me   User  Dissa6sfac6on   Copyright  ©  2012  Olsen  Solu6ons  
  • 14. Importance  vs.  Sa6sfac6on    Ask  Users  to  Rate  for  Each  Feature   100 98 Great   95 84 87 90 Bad   86 85 79 84 55 70 80 Importance 80 75 72 80 70 75 65 60 55 41 50 40 50 60 70 80 90 100 Satisfaction Recommended  reading:   What   Customers  Want  by  Anthony  Ulwick   Copyright  ©  2012  Olsen  Solu6ons  
  • 15. What  is  Your  Value  Proposi6on?   n  Which  user  benefits  are  you  providing?   n  How  are  you  beVer  than  compe6tors?     Compe&tor  A   Compe&tor  B   You   Must  Have  Benefit  1   Y   Y   Y   Performance  Benefit  1   High   Low   Med   Performance  Benefit  2   Low   High   Low   Performance  Benefit  3   Med   Med   High   Delighter  Benefit  1   Y   -­‐   -­‐   Delighter  Benefit  2   -­‐   -­‐   Y   Copyright  ©  2012  Olsen  Solu6ons  
  • 16. Building   Wireframes/   Mockups   16                          Copyright  ©  2012  Olsen  Solu6ons  
  • 17. Geqng  Customer  Feedback:   Problem  Space  vs.  Solu6on  Space   n  Customers  CAN’T  ar6culate  problem  space   n  Customers  CAN  react  to  solu6on  space   n  That’s  why  you  need:   n  Wireframes:  low  to  medium  fidelity  visual   representa6on  of  your  product   n  Mockups:  high  fidelity  visual  representa6on  of   your  product   n  Prototype:    working  version  of  your  product   that  emulates  its  func6onality  (throw-­‐away)   Copyright  ©  2012  Olsen  Solu6ons  
  • 18. Quick  Survey  of  Wireframing  Tools   n  Visio  /  OmniGraffle   n  Powerpoint   n  Photoshop  /  Illustrator  /  Fireworks   n  Balsamiq   n  Others?   Copyright  ©  2012  Olsen  Solu6ons  
  • 19. Prototype  Fidelity  vs.  Effort   3 Photoshop Product Fidelity of Prototype Manager 2 Balsamiq 1 Visio UI Designer Hand sketch Effort to Create Prototype Copyright  ©  2012  Olsen  Solu6ons  
  • 21. Product  Managers  Should  Wireframe   n  In  case  you  don’t  have  UX  designer  (onen)   n  To  clarify  and  refine  your  thinking:   n  Informa6on  Architecture,  layout,  naviga6on   n  To  communicate  your  product  ideas  to   other  team  members   n  Modern  tools  make  it  easy   Copyright  ©  2012  Olsen  Solu6ons  
  • 22. Why  Every  PM  Should  Use  Balsamiq   n  Super  easy  to  learn  and  use   n  Widget  library  has  most  UI  elements   n  Can  annotate  with  s6cky  notes   n  Can  add  click  naviga6on  between  pages  to   illustrate  a  user  story   n  Can  export  as  PDF  (so  others  don’t  need  to   have  Balsamiq),  mul6ple  pages  in  1  PDF   n  Best  $79  you’ll  spend   n  hVp://www.balsamiq.com   Copyright  ©  2012  Olsen  Solu6ons  
  • 23. Learning  from   Customers   23                          Copyright  ©  2012  Olsen  Solu6ons  
  • 24. What  Are  You  Going  to  Get  Feedback  &   Learnings  About?   Problem  Space   Solu6on  Space   (your  mental  model)   (what  users  can  react  to)   Feature  Set   Customer   Understanding   (needs  &   preferences)   UI  Design   Messaging     Copyright  ©  2012  Olsen  Solu6ons  
  • 25. Ramen  User  Feedback  for  Startups   n  Anyone  can  do  it!   n  Ingredients:   n  Solu6on-­‐space  product/mockup  to  test   n  1  customer  (with  laptop  if  tes6ng  code)   n  1  desk   n  1  person  to  conduct  the  session   n  Pen  and  paper   n  Op6onal  note-­‐taker  and  observers   Copyright  ©  2012  Olsen  Solu6ons  
  • 26. Typical  Format  for  Customer  Session   n  5  -­‐  10  min:  Ask  ques6ons  to  understand  user   needs  and  solu6ons  they  currently  use   n  30  -­‐  50  min:  User  feedback   n  Show  user  product/mockup   n  Non-­‐directed  as  much  as  possible   n  When  necessary,  direct  user  to  aVempt  to   perform  a  specific  task   n  5  -­‐  10  min:  Wrap-­‐up   n  Answer  any  user  ques6ons  that  came  up   n  Point  out/explain  features  you  want  to  highlight   n  Ask  them  if  they  would  use  the  product   Copyright  ©  2012  Olsen  Solu6ons  
  • 27. Dos  &  Don’ts  of  User  Feedback  Sessions   n  Do   n  Explain  to  the  user:   n  Their  feedback  will  help  improve  the  product   n  Not  to  worry  about  hur6ng  your  feelings   n  Think  Aloud  Protocol   n  Ask  user  to  aVempt  the  task,  then  be  a  fly  on  the  wall   n  Ask  non-­‐leading,  open-­‐ended  ques6ons   n  Take  notes  and  review  them  anerwards  for  take-­‐aways   n  Don’t   n  Ask  leading  ques6ons   n  Help  the  user  or  explain  the  UI  (e.g.,   click  over  here )   n  Respond  to  user  frustra6on  or  ques6ons  (un6l  test  is  over)   n  Get  defensive   n  Blame  the  user   Copyright  ©  2012  Olsen  Solu6ons  
  • 28. Iterate  Your   Wireframes  Based   on  Feedback   Copyright  ©  2012  Olsen  Solu6ons  
  • 29. Itera6ng  Your  Product  Vector  Based  on   User  Feedback  in  Solu6on  Space   Problem  Space   Solu6on  Space   (your  mental  model)   (what  users  can  react  to)   Help  user   Help  user   book  travel   plan  travel   Mockups  /  Code    Customer  Feedback   Copyright  ©  2012  Olsen  Solu6ons  
  • 30. Case  Study  on  Product-­‐Market  Fit:   Marke6ngReport.com   30                          Copyright  ©  2012  Olsen  Solu6ons  
  • 31. Product-­‐Market  Fit  Case  Study:   Marke6ngReport.com   n  My  consul6ng  client,  CEO  of  TrustedID,   had  an  idea  for  a  new  product   n  Team:  me,  CEO,  head  of  marke6ng,   UI  design  consultant   n  Goal:   n  Validate  product-­‐market  fit  quickly,  cheaply   without  wri6ng  a  single  line  of  code   n  Determine  if  their  was  a  business   opportunity  here   Copyright  ©  2012  Olsen  Solu6ons  
  • 32. Product-­‐Market  Fit  Case  Study:   Developing  Product  Concept   n  Product  Concept  was   marke6ng  report  that  let   consumers  control  the  direct  mail  that  they  receive   n  Concept  was  fuzzy  with  various  components,  so  I   broke  it  into  2  different   flavors :   n  #1   Marke6ng  Shield :  Service  to  reduce/stop  junk  mail   n  #2   Marke6ng  Saver :  Opt  in  &  receive  money-­‐saving  offers   n  Each  product  concept  consisted  of  several  modules  that   each  mapped  to  a  specific  user  benefit   n  Worked  with  UI  designer  to  create  paper  mockups  of   pages  for  each  flavor  concept  (5  pages  each)   Copyright  ©  2012  Olsen  Solu6ons  
  • 33. Copyright  ©  2011  YourVersion  
  • 34. Copyright  ©  2011  YourVersion  
  • 35. Clustering  Poten6al  User  Benefits  to   Create  Product  Concepts   Shield Concept Saver Concept Reduce Find out what Money Compare Social Junk Mail they know Saving Yourself Networking about you Offers to Others Save Marketing Trees Report Marketing Marketing Score Profile Copyright  ©  2012  Olsen  Solu6ons  
  • 36. Product-­‐Market  Fit  Case  Study:   Recrui6ng  People   n  Telephone  recruit  of  prospec6ve  customers   n  Wrote  phone-­‐screen  ques6onnaire  to  create  rough   target  customer  segmenta6on   n  Wanted  users  who  work  full-­‐6me  &  use  internet   n  Fit  for  opt-­‐in  concept:  use  coupons,  Costco  membership   n  Fit  for  an6-­‐junk  mail  concept:  use  paper  shredder,  block   caller  ID   n  Scheduled  3  groups  of  2  or  3  people  to  discuss   each  product  concept  for  90  minutes   n  Moderated  each  group  through  the  paper   mockups  to  hear  their  feedback   Copyright  ©  2012  Olsen  Solu6ons  
  • 37. Product-­‐Market  Fit  Case  Study:   Findings  on  Concepts  &User  Benefits   Shield Concept Saver Concept Reduce Find out what Money Compare Social Junk Mail they know Saving Yourself Networking about you Offers to Others Save Marketing Trees Report Legend Marketing Marketing Score Profile Strong appeal Somewhat positive Low appeal Copyright  ©  2012  Olsen  Solu6ons  
  • 38. Product-­‐Market  Fit  Case  Study:   Learnings  from  Research   n  Learned  that   Shield  (an6-­‐junk  mail)  concept  was   stronger  than   Saver   n  People  didn’t  like  many  of  the   Saver  concept   components   n  Learned  users’  concerns  /  ques6ons  about   Shield   concept   n  Refined   Shield  concept:   n  Removed  irrelevant  components   n  Improved  messaging  to  address  user  concerns  /  ques6ons   n  Validated  revised   Shield  concept  with  quick  2nd   round  of  tests   n  No  customer  concerns   n  Clear  willingness  to  pay   Copyright  ©  2012  Olsen  Solu6ons  
  • 39. Copyright  ©  2011  YourVersion  
  • 40. Product-­‐Market  Fit  Case  Study:   Summary   n  4  weeks  from  1st  mee6ng  to  validated   product  concept  with  zero  coding   n  Cost  $1,500  to  talk  to  20  users  ($75  each)   n  1  round  of  itera6on  on  product  concept   n  Iden6fied  compelling  concept  that  users   are  willing  to  pay  $10/month  for   n  Trimmed  away  non-­‐valuable  pieces   n  You  can  achieve  similar  results   Copyright  ©  2012  Olsen  Solu6ons  
  • 41. Metrics  to  Validate  Product-­‐Market  Fit   n  Survey  results   n  Importance  &  Sa6sfac6on   n  Net  Promoter  Score   n  Survey.io/MustHaveScore.com   n  How  would  you  feel  if  you  could  no  longer  use  Product  X?   n  Very  disappointed,  Somewhat  disappointed,  Not  disappointed   n  User  behavior   n  Prospects  sign  up  (high  conversion  rate)   n  They  keep  using  it  (high  reten6on  rate)   n  They  use  it  onen  (high  frequency  of  use)   Copyright  ©  2012  Olsen  Solu6ons  
  • 42. Op6miza6on  through  Itera6on:   Con6nuous  Improvement   Measure   the  metric   Analyze   Learning   the  metric   Gaining  knowledge:   •   Market   Iden6fy  top   •   Customer   opportuni6es   to  improve   •   Domain   •   Usability   Design  &  develop     the  enhancement   Launch  the   enhancement   Copyright  ©  2012  Olsen  Solu6ons  
  • 43. Lean  Product  Ninja   Cheat  Sheet   n  Understand  the  problem  space  to  iden6fy   underserved  customer  needs   n  Define  your  value  proposi6on   n  Create  wireframes/mockups   n  Get  user  feedback   n  Revise  your  feature  set,  UI  design,  and   messaging  to  improve  product-­‐market  fit   n  Launch,  learn,  and  iterate   Copyright  ©  2012  Olsen  Solu6ons  
  • 44. +*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+ Questions? hVp://olsensolu6ons.com   hVp://slideshare.net/dan_o   @danolsen   +*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+