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Product Management
Product Management
2022/07/11 (增加連結)
簡介
簡介
Core concepts of modern product management
Collect evidence
Separate learning and building activities
Focus on outcome rather than output
Crucial differences between B2B & B2C product management
Business Model
Customer Problems
If I Could Relearn Product Management
Rule #1: PM is a function of non-dedicated roles & personal ownership
Rule #2: PM requires a breadth of capability & patching depth of knowledge
Rule #3: PM is and always will be about people
What is product management? Here’s what 35 product managers’ think.
The themes of definition
collaboration, strategy, customer-focus and leadership.
6 diagrams I use to explain Product Management concepts
The “Product Manager Bottleneck”
The “Delivery Size Throughput”
The Classic “Waterfall vs Agile”
The “Initiative Size, Risk and Leadership Involvement”
The “Knowledge Silos”
The “Segmentation Value”
Hyper-Growth Framework : A 4 step framework for growing your product
Plan
Ideate
Material
Prioritize
A simple process for building innovative products
Embrace an assumption
Do the research
Ideate
Test, iterate, test
Launch and repeat
Step Aside! You’re stifling Innovation!
Commit to outcomes not outputs
Talk problems with your team
Dedicate capacity for ideas and have patience
Product Archaeology in UX: What it is, why it matters & how to do it
Why does it matter?
Understanding the product
Understanding your audience and users
Making a case for change
Creating a future vision
How to do it & tactics to try
If you don’t have any past data or insights — start small
Ask for help, ask the experts
Compare against the industry norms and patterns
Map it out
This is effective for all parts of an experience
5 mistakes to avoid before a product launch
Not prioritising between features for the launch
Not defining relevant KPIs early enough + not defining the right kind of KPIs
Not having content work closely in the design phase
Inadequate communication between the teams
Not realising that the real work starts post-launch
Using the tools of Design to define & quantify customer value
Successful Companies Build Mind Maps, Not Cool Products : Problem to Solution mapping in a user’s brain is crucial.
If the problem both resonate with the customers, and the link between the problem, the product, and the solution is easily understood, then the success rate of the adoption of that product is much higher.
Putting it all together — vision, strategy, roadmap and OKRs
Project
Integration
Process
Setting up Product Development Processes
Discovery and delivery processes
Processes spanning the entire product organization
Cross-team processes
Discovery
Get better at Product Discovery by defining your starting point
Opportunity Space Discovery vs Solution Space Discovery
How to Kickoff Product Discovery like a Pro
Assumption Mapping
Experiment Board
Product Analytics
Types of analyses typically offered:
Growth analyses
Aggregate engagement stats
User segmentation
Event segmentation
Individual user details
Funnel analysis
Flow analysis
Retention (and churn) analyses
Financial metrics
Other product-specific intelligence
Analytics Product Management: A Guide to Creating Your Analytics Strategy
MVP
Indeed, “Minimum” and “Viable” mean different things to different people. That’s why I prefer Henrik Kniberg’s term: Earliest Testable Product. It clarifies the intention with testing, and earliest is less ambiguous than “minimal”.
Lay the foundations of your product
Define and prioritize product features
Define the minimum viable product (MVP)
Digital product development: 5 tips for building a successful MVP
Focus on solving the right problem
Define your value proposition
Include only necessary features
Validate and test in the real world
Analyze, iterate, upgrade
When You’re Too Early
When the Risk is Too High
When You’re Sure of the Solution
Does “less but better” rule still apply to modern product design?
It’s Time For ‘Maximum Viable Product’ : Stop adding new features before you ruin your app
What if more developers developed a sense for the “maximum” number of things a product should do — and stopped there?
MVPs are not the starting point anymore, but they are still the best way to validate the core product concept you have.
Feature Factory
I’ve Worked In a Feature Factory And This Is What I’ve Learned
It’s all just a mindset
It’s hard to convince people in the business not to focus on features
Organizations should just slow down
Competitor feature parity is not essential
Teams should be involved in defining the work
Outcome
How to Navigate the Abstract World of Outcomes
Outcomes over Outputs
Strategy over Plans
Stakeholder
Value
Value before usability : Why usability isn’t UX’s primary goal
How to Manage Product Requests
Valuable, Desirable, Feasible, Viable
Should I Say YES to This Feature Request?
What problem is this request trying to solve?
Does solving that need align with our objectives?
Is it more important than what we have in the roadmap now?
How do you measure business value in feature requests?
From “feature request” to “feedback”
Your backlog is not a list of feature requests
The feedback backlog
The product backlog
The development backlog
Your product backlog is not a list of features
Focus your work with objectives
Identifying desired outcomes
Removing features without pissing off your users (and why you should) : Let’s talk about Feature Bloat, Time to Value, Aha Moments, Hyrum’s Law, and the Sunk Cost Fallacy.
Driver Trees — How and Why to use them to Improve your Business
A simple recipe for product development
Set goal
Understand problem
Choose direction
Build
Operate and improve
Delegation: A subtle art in product management
3 steps to delegation:
Analyse the task
Any work on hand has three subjective attributes: Impact of the output, time available to complete work & Level of experience/skill required
Plan
Execute
Retrospective
Design Leadership: 10 things I learned in the last decade being a product designer
How to identify product assumptions
Why Testing Assumptions FAST is Critical
Types of Assumptions
Desirability
Feasibility
Viability
Three Profound UX Concepts For Product Managers
Noise
Consistency & Meaning
Attractiveness
What Product-Led Companies Look Like
Experimentation and Innovation
Data-Informed
Customer Obsessed
Agile
Agile
Product Manager
Product Manager
From Zero to Product Manager
A Step-by-Step Guide to Product Manager: The Most Fundamental Principles
Areas In A Product Function
Product Management
Product Design
Data Science
Other Functions That Could Be In Product
Product Marketing
Copywriting
Delivery Managers
Operations
Problem
How to understand problems better : On key analytical problem solving skills, systems thinking, how you can ask better questions, and communicating your decision frameworks
Requirement
How to Write Actionable PRDs : A How-To Guide for PMs
Domain Knowledge
Why Product Managers Don’t Need Domain Knowledge to be Effective
PM Skills > Domain Knowledge
Learning Product vs Learning Domain
When Domain Knowledge is Harmful
Where Domain Knowledge Might be Essential
How to stop the battle between Product Managers and Designers
What I Learned From a Decade of Product Management Experience
4 Lessons every Product Manager can learn from Movie Editors : The art of being an Essentialist
Cut-Out Options
Condense
Correct
Edit Less
Not Saying Yes To Requests Is A Product Manager’s Superpower
Product Management — saying ‘No’ to Frankenstein octopus products
Q: What does a product manager do?: A: Find time and space
Decision
Decision-making toolkit for UX and product designers : How to form strong opinions and confidently propose the ‘right’ design solutions
The 3E’s that make up the ‘right’ solution
Efficiency
Elegance
Effectiveness
How the best product people use mental models to build winning products : What separates product managers from product leaders
Five Mental Models to Improve Your Product Sense and Decision-Making
The Map is Not the Territory
First Principles Thinking
Second-Order Thinking
Second-Order Effect in Product Design and Strategy
What Is The Second Order Effect?
Second Order Effect refers to the idea that every action has a consequence, and each consequence has a subsequent consequence.
How Does The Second Order Effect Affect Us?
How Can We Predict The Second Order Effect?
How Can We Solve The Second Order Effect?
Inversion
Your Circle of Competence
Apply Leverage to Maximize Your Impact as a Product Manager
Communication Leverage
Discovery Leverage
Relational Leverage
UX researchers and product managers: A guide to effective collaboration
Why do people hate product managers?
Sin #1: Overstepper
Sin #2: Vague Scoper
Sin #3: Complexifier
Sin #4: Visionary
Sin #5: Deadline czar
Documentation for Product Managers
Project Proposal or Feature Request
Analysis & Feasibility
Execution
Roll-out
6 Common Mistakes When Rebuilding a Product
Being unaware of loss aversion
Pivoting to serve a new market, when you already have product/market fit
Insufficient understanding of why people use your product
Lack of prioritization when rebuilding new product
The migration strategy as an after-thought
Nasty surprises because of an absent roll-out strategy
Challenges of A B2B Product Manager
Everything is about revenue.
Finding the right problem is not easy.
Things move slow.
Distorted user personas
Limited number of customers.
Product Manager vs Product Marketing Manager vs Growth PM — What’s the Difference?
Product Management Anti-List — What Not to do as a Product Manager
The dangerous rise of “crazy-busy” product managers
If a project/feature is going off the rails, there are two, and only two options: increase the timeline, or reduce the scope.
How product managers can work effectively with product designers
The Ultimate Guide of a Product Manager’s Day to Day Activities : Check out what are the daily tasks that a PM face and see how they fit into the product discovery and delivery processes
Product Team
Product Team
How the best product teams work
Three Types of Product Teams
Delivery Teams
Feature Teams
Empowered Teams
Why Small Teams Win And Bigger Ones Fail: How many people do you need to design a great product?
The Ringleman effect
Nike’s HTM
The LEGO study
And the reason behind it is obvious — more people you have on the team, more time it takes to align them on the same page of your thinking process.
Futures, features and fixes — Setting your product team up for success
UX/PM/engineer collaboration — a critical factor for a product’s success
Building design teams like a space squad
The size and place of the design team
The structure and expertise
The autonomy and responsibility
How to Level-Up Your Product Team: The Three ‘Ps’
Purpose, People, Processes
The Best Metric for Your Product Team
The Perils of Metrics
№1: Succumbing to Metric Overkill
№2: Comparing Teams
№3: Overemphasizing Objective Data
The One Metric You Need
The Team Engagement Metric
What does your product org look like? : Exploring different ways to organize product teams
Aligned autonomy;
Creating trust-at-scale (across boundaries);
Decoupling (to enable autonomy)
Moving at the Speed of Trust: How to Get Your Product Team Aligned
Product Strategy
Product Strategy
Step 1. Do the work
data, users, market, company/team
Step 2: Define success.
Step 3. Triage
Step 4: Put it on paper.
Step 5: Iterate
How to Define a Product Strategy: The Value-Based Approach
The overarching vision for the product
Supporting product values
Guiding rules
KPIs & measures
The Only Product Strategy framework you need ! : An insight-driven and well-thought-out product strategy plan can drive an industry into the adoption of a hidden need.
Use the positioning statement as a guiding framework to develop your product strategy
Break the positioning statement down, and build it back up with detailed research and input from a variety of sources and perspectives
Create a detailed action plan, build support and quickly shift focus on implementation if you want to drive impact
Update your strategic plan with market feedback, regularly
What is the antidote to a reactive product strategy? : How any company can build a visionary product strategy, using purpose as their lens.
How about we make Product Strategy simple?
Set the scope
Map the opportunities
Prioritise and set the plan
Visualising greatness
Product Vision
Creating A Product Vision : A mind map with key steps & deliverables
Align: get stakeholders on board and build a team
Understand: understand users, market, business, technology and problems to solve
Envision: define principles, opportunities and create your vision
Strategise: create a strategy and bring your vision to life
How to drive product focus with the right mission & vision
Product Strategy
Outcomes Over Output
Job to Be Done (JTBD)
Product Roadmaps
Product Roadmaps
How Do You Create a Product Roadmap? : Moving away from a GANTT chart of features and dates
Vision & strategy
Prioritize high-level themes (3–12 months)
Set scope and goals for short-term themes
Discover opportunities within the theme
Develop hypotheses to address the opportunities
Roughly order the prioritized opportunities
Deliver, learn, adapt
Strategic roadmap
3 Tools to Go From Strategy to Strategic Roadmap
Tool 1. Breaking Down Drivers With Opportunity Trees
Tool 2. Customer Journey Map
Tool 3. Traditional “Slicing”
The Art of the Strategic Product Roadmap
Step 1: Define the Problems
Step 2: Determine The Risks
Step 3: Solutions and Prototypes
Step 4: Build Your Roadmap
Guidelines for how to handle the problem categories:
High-value / low risk: Build it. Add to the roadmap, this is low hanging fruit.
High-value / high-risk: Test it. Items should be considered for the roadmap based on the appetite for risk. These items should be limited, as the more risk that is taken on, the higher chance of failure.
Low Value / low risk: Consider it for later. These problems aren’t important. They will be the items that are constantly pushed back to later sprints. Leave them in consideration, but off the roadmap.
Low Value / high risk: Scrap it. These items lead you down rabbit holes, and often lead to a product plan being derailed.
The Problem With Product Roadmaps
How can we have better roadmaps? Add a discovery stage before committing
Why You Should Ban Features From Roadmap Discussions
start your roadmap efforts by defining and refining its goal
Themes: A Small Change to Product Roadmaps with Large Effects
Themes are a Promise to Solve Problems, Not Build Features
Strategy with Customers at the Center
User Research Shifts from Nice-to-Have to Must-Do
Abandoning the Game of Competitor “Catch-up”
Marketing the Story of the Solutions
Developing a More Cohesive Design
Shifting to Themes Is a Challenge
3 Different Types of Roadmaps Every PM Needs to Master
3 Steps to create an effective roadmap
Step 1: Understand the company goals & priorities first
Initiative Roadmap = High-level goals and milestones your company wants to achieve.
Step 2: Prioritise Products, set Vision & OKR’s
Product Roadmap = The products that will help the company achieve its initiatives.
Step 3: Then products are broken down into a Feature Backlog, which goes into a Release Roadmap.
Release Roadmap = High-level timelines on when to expect each feature of your product will be released to the market.
How to build a product roadmap
What is a product roadmap?
Prioritizing projects
Cost / benefit = ROI
Value for the company, value for the customers
Prioritization frameworks: The RICE example
Reach, Impact, Confident and Effort
Visually communicating the roadmap
Which format to choose?
My tip #1 is to avoid building a GANTT diagram.
The deadlines’ headache
My tip #2 is to avoid giving deadlines as much as it is possible.
Problems vs. features
How to Build a Healthy Product Roadmap: Foundational Principles
Step 1: right structure = right mindset
Step 2: Are the ideas worthwhile?
Step 3: Plan you roadmap
How To Create a Simple Roadmap
3 x time horizons
Themes
Customer outcomes
Business outcomes
Building Product Roadmaps: Common Pitfalls and How to Avoid Them
Pitfall #1: The roadmap does not match the context
Pitfall #2: Product Strategy has not been clearly defined
Pitfall #3: Roadmaps are linear but digital development is iterative
5 Tips to Creating a Meaningful Product Roadmap
Identify & Involve the Correct Stakeholders
Tie Every Piece to the Long-Term Strategy
Design to Scale Logically
Create a Clear, Concise Visual
Communicate! Communicate! Communicate!
Why are product managers still using a timeline?
Why are people outside of product still asking for timelines?
The Need for Predictability
The Need to Market
Lack of Education
Agile =/ Agility
How can I help my team transition out of timeline roadmaps?
Better Alignment
Change in Language
Reducing the Risk of Business Failure
Roadmaps — What they are and what they are not.
Start With Product Goals
But when will ‘it’ be done?
Allow your roadmap to emerge, twisting and turning.
Aligning Epics and Stories to product goals gives the development purpose to their work.
The Art of the Strategic Product Roadmap
Step 1: Define the Problems
Step 2: Determine The Risks
Step 3: Solutions and Prototypes
Step 4: Build Your Roadmap
Guidelines for how to handle the problem categories:
High-value / low risk: Build it. Add to the roadmap, this is low hanging fruit.
High-value / high-risk: Test it. Items should be considered for the roadmap based on the appetite for risk. These items should be limited, as the more risk that is taken on, the higher chance of failure.
Low Value / low risk: Consider it for later. These problems aren’t important. They will be the items that are constantly pushed back to later sprints. Leave them in consideration, but off the roadmap.
Low Value / high risk: Scrap it. These items lead you down rabbit holes, and often lead to a product plan being derailed.
Why Most Roadmaps Make Poor Results Inevitable : Three common mistakes with roadmaps lead teams to failure
Planning Features Instead of Goals
Pleasing Everyone; Pleasing Nobody
Involving the Development Team Too Late
Product Roadmaps: Love, Hate (& Hate)
Key Principles
Focus on Outcomes
Understand the Audience
Keep it Clean
Convey the Vision
Keep it Updated
McClane Mentality, and Data-driven Product Roadmaps (Part 1)
Value-Effort Matrix
How to Create Data-driven Product Roadmaps, and Avoid the McClane Mentality (Part 2)
Kano Model
R.I.C.E. method
(Reach * Impact * Confidence ) / Effort
Product Roadmap (product documentation series)
Roadmaps vs Timelines vs Deadlines — What do all these things mean anyway?
Problem-focused Product Roadmaps to focus on Innovation
Time to rethink roadmaps — Separating problems and solutions
Outcome-oriented/outcome-based
Priority
How to Create Product Roadmap and How to Prioritize Solutions
Product Management 101: Prioritizing Your Roadmap
What’s Your Repair And Build Allocation (RABA)?
Agile
Agile
What does an agile product roadmap look like?
Strategic themes
Quarterly OKR goals
Feature/product hypotheses
Product Design
Product Design
4 Ingredients for Great Digital Products
Research, Empathy, Simplicity and Speed.
5 Steps To Say No Gracefully To Product Ideas
Ignoring Customers Didn’t Work for Ford Either
“People Didn’t Ask for Faster Cars. They Asked For Cheaper Horses.”
Nailing the Customer Problem is the Biggest Reason Product Managers are hired for
Here Are 5 Steps to say No to Your CEO Gracefully:
Clarify If the Idea Is a Problem or a Solution
Tell them to Focus on the Customer Problem & Write It Down
Highlight Unknown Areas in The Problem Statement
Come up with at least 3–4 Solutions To Solve The Problem
Offer to Test Out the Solutions with an MVP
How Not to Design a Product Like Everyone Else’s: Why all the products on the market look the same?
Today manufacturers compete with one another all over the world
A disease called feature creep
The desire to match the competition
You can write a bestseller in one year or a classic in five and starve
Why companies keep adding new features to their products?
9 Ways to Stop Designing the Same Old Stuff
Get broader inspiration
Educate your clients
Follow trends so you know when to break them
Pivot toward bespoke design
Think before you stock
Experiment with tech
Question your assumptions
Practice real responsive design
Go the extra mile, but accept when you can’t
The Importance of Feedback from a Product
Feedback must be immediate
Audio feedback
Light (or visual) feedback
Painting with feedback
Poor feedback can be worse than no feedback
Electric vehicles and blind people
It should inform, but not annoy
The Principles Of Early-Stage Product Development
Content is King, Queen, and Jack
Focus on the Foyer, not the Janitor’s Closet
It begs a couple of questions: (i) wouldn’t it be better to sell them in the foyer, where everyone can see them?; and (ii) why are you selling chocolate bars in a hotel anyway?
Metrics Make Great Designers
Don’t Reinvent the Wheel
Count the User Smiles
‘Quick and Dirty’ or ‘Labour of Love’. But Never ‘Long and Dirty’
Behaviours Trump Opinions
The One-Second Loading Rule
No Optimising Before Product-Market Fit
Kill Your Darlings
The hidden bias in iterative product development
Shifting Your Mindset
Analyze what works
Move from addition to subtraction
Understand your strengths
8 User Experience Mistakes to Avoid For Product Design
Planning UX at the beginning of development
UX design is an ongoing process in which you have to listen to your end user’s preferences, what they like and dislike, and continuously adjust your product for them.
Disconnect with your user
Designing for yourself and not the user
Following your competition too closely
With the plethora of apps circulating in your market, you need to stand out by demonstrating your value delivery and innovation.
Overwhelming your user with too much content
Having an overly complex UI design
Confusing UX with UI
Collecting feedback too soon
Read, Read, & Read
Resolve Conflicts
Cut the crap
Show them the bigger picture
No room for Assumptions
Measure, measure, and measure
Smaller objectives over a big goal
Introduce the process. Slowly!
Invite guests to test
How to increase your chances of developing successful products
Building a Better Mousetrap
A Better Way of Thinking
Understanding the jobs to be done
Product Design: Expectations vs Reality
We muddle through things
Human beings are not logical creatures
We overwhelm our users with useless information
Not all people care about innovation
Why do we change the basics?
Ask the right questions
Can we start writing for human beings?
Our products are easy to use…
…until we complicate them with useless features
Stop asking users what they want
Product Design: Expectations vs Reality Mistakes we make on a daily basis — Part 2
To build great products, teams must be small
There is not enough time for your product
Building features vs solving business problems
Living the life of an user
Design around human flaws
Don’t solve a problem straight away
Human behaviour does not change that fast
How to write product specifications
Context and objectives
Architecture map
Epics and User stories
Acceptance criteria
Design, content and translations
How to Write an Awesome Product Specification (PRD) — Part 1 | Writing Specs Like a Pro – Part 1
Guidelines for designing product improvements
Improving the product
Deliberate Improvement
Frequency improvements
Adoption improvements
What to improve?
What are the current problems of this feature?
Who is having this problem?
How could we present the information in a more meaningful way?
Is there anything you would change/add/remove to make this feature better for you?
What was the most frustrating part of this feature?
Does this feel like it was designed for you?
What do you like about this feature?
Designing for “what we don’t know”: The tangible impact of design, Pt 1
What is the #1 Resource for Product Ideas?
Customer Feedback and Data Provides Best Insights
But most product managers are focused elsewhere
Design and Development of Electronic Products vs Digital Products
Learn from the best: Product Design Principles
4 characteristics of the best Product Design Principles
Small in number
Differentiating
Unambiguous and actionable
Concise and memorable ️
Collection of the best Product Design Principles
Asana
Codecademy
Degreed
Firefox
Medium
Pinterest
Windows
Wonderbly
How to design products that deliver real value : An introduction to fair value exchange in product design.
Why VALUE is the Best Product Differentiator
First — go talk to people.
Next — go see how other people do this.
Great product design stems from clearly framed problems and opportunities
UX Design vs. Product Design: What’s the Difference : These two jobs may seem to be redundant, but they are really focused on separate aspects of product development.
Designing big, complex products from scratch
Treat principles like products
Set yourself up to scale
Test at increasing levels of realism
Product Designer
Product Designer
Product Orientation
Holistic Experience Design
Prototyping
User Testing
Interaction and Visual Design
Becoming a Senior Product Designer
Learnability
Adaptability
Communication and collaboration
Educating others about design
Design team
Confidence
Use case
Use case
Metrics
Metrics
A framework to define your product metrics
Start with an external metric that has potential for improvement
Find a series of internal metrics that have a connection with your external metric (…and prove the connection)
Design a feature/product/service that drives your internal metric
Watch your external metric to see if you were successful
Product Management Financial Impact — the six variables that matter
Product Stickiness Ratio: Measuring Product Success
DAU/MAU is a better metric for measuring Product Success as opposed to DAU or MAU alone.
Priority
BACER -Product Prioritisation Framework for B2B products
Business Impact (B)
Customer Adoption (A)
Customer Value (C)
Effort (E)
Probability of desired Result (R)
BACER = (B*A*C*R)/E
4 Powerful Prioritization Frameworks for every Product Manager
Waze’s 5 Essential Product Frameworks
Goals-Signals-Metrics (GSM) Framework
Product Managers
KPI Graphs Framework
Analytics teams
HEART Framework
Designers (often used for User Journeys)
HOSKR Framework
Feature development
OKRs Framework
How to Choose the Right KPIs for Your Product
Step 1: Take Advantage of the Product’s User and Business Goals
Step 2: Use Product Goals to Discover Additional KPIs
Step 3: Add Health Indicators
Problem
Need
Passion
Kano Model
The 3 qualities of a great product (Kano Model)
Threshold Qualities (Basics)
Performance Qualities (Satisfiers).
Excitement Qualities (Delighters).
DesignOps
DesignOps
Designing efficient teams : Positioning and introducing DesignOps in your teams’ lives.
Design documentation: Starting our DesignOps journey
Documentation principles
Story driven
Accessible
Inclusive
Detailed
Turning insight into action
Design it
Contextualise
Store it
Startups
Startups
How Launching a Startup Is Different From Starting a Small Business
Business Model
Revenue Model And Profits
5 Most Common Startup Mistakes
Don’t disrupt
It is tempting to disrupt. You get famous and all eyes are on you. But you lose focus. And focus in a long-term game is critical.
Competition is poison
If you are less sensitive to what others do and how they think, you have a higher chance to create something unique and less than what others do.
The last will be first
Business is like chess, you must study the endgame and have an image of how it could potentially end up rather than doing the first move.
Ask people what they don’t want
Instead, try to think from a different perspective. Ask your users or customers:
What else can we take out to improve the quality of our product?
If you could remove one feature, what it would be?
What don’t you use?
What gets in your way?
Less mass to product and company
Things that add more mass:
Office politics
Long-term roadmaps
Excess staff
Permanent decisions
Hadware or software lock-in
Long-term contracts
Things that reduce the mass:
Shorter or less meetings
Commiting to delivering on time/budget
Less product features
Smaller team size
Embracing constraints
Admitting mistakes early on
Multi-tasking team members (skills)
No-code prototypes: A way of preventing your startup from failing
5 tips to build and test no-code prototypes
Choose the right no-code tools
Main Needs
Needs ≠ Wishes
5-User Testing
Document Results
DesignOps
Does my startup need DesignOps?
What is DesignOps?
The focus of DesignOps is to keep the design team healthy, running smoothly and efficiently. To achieve that, they take care of a few different aspects of a team:
Workflow: how the design work flows within the company
Tools: what they need to get the job done
Governance: who needs to see the work, and when
Infrastructure: what the team needs to work more efficiently
Budget: how much running that team costs, and why
Headcount: how many people are needed, with which skills
Pipeline: projects coming up and how well staffed the team is
Retention: how to make people want to stay
Education: what skills are missing and how to learn them
Evangelization: help the org understand the value of design
Why are people talking about DesignOps now?
What does that mean for my startup? Do I need to hire a DesignOps person?
Making sense of the ever-increasing complexity of product design
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