12. A Market Research Process What are your questions? What will you do with the answers? What data is needed to answer the questions? Acquire the data. Process / analyze the data. Present results and take action.
13. Market Research and User Research Differ Source: MHHE Market Research User Research Focuses on the who & the what Focuses on the how & the why Evaluates what larger samples say Evaluates what smaller samples do Asks people about concepts, opinions and values Observes what people do Asks a market what they will buy Determines how a market will use Focuses on selling & marketing the product Focuses on the requirements of the product Primarily drives product strategy Primarily drives product design
14. Qualitative Research with Innovation GamesĀ® Product Box Identify Exciting Features Spider Web Understand Product Relationships
16. Planning Time Horizons Daily Sprint Strategy Portfolio Product Release Exec PM Dev Team 2-4 wk 2-9 mon many mons years many years Iteration Plan Portfolio Map Release Plan Vision & Roadmap
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18. Core Artifacts What markets? When? Work to be done in release Work to be done in Sprint markets to serve Daily Sprint Strategy Portfolio Product Release backlog 1. use case 2. bug fix 3. arch change market driven road maps
19. Roadmaps and Backlogs Are Independent But Linked ā infiniteā backlog 1. use case 2. bug fix 3. arch change 14. this 29. that 40. the other thing market driven road maps release release release
22. Organizing the BaFO Backlog Planning Playing In Development In Production Invite Players Receive Invitation Add to Outlook Add to Outlook Invite Fac. Receive Invitation Add stock Phrases Sort Columns Start/Stop Game Join Game Auto buy Write-in Features Paid Games Planner Facilitator Player Planner Facilitator Player
23. What about Epics? Again, multiple forms of prioritization spanning different time frames. Epics = BIG Problems
25. Prioritization Means Ordering Do This Do Other Do That Do This Do Other Do That Do That Do Other Do This Do Other Do That Do This ? ? ?
26. To Order You Need Attributes Do This Do That Flip Chart Exercise: Identifying Prioritization Attributes Attribute1 Attribute2
27. To Sort You Need Values Do This value Do That value value value Flip Chart Exercise: Valuing Prioritization Attributes Attribute1 Attribute2
28. It Helps To Group Attributes Do This yes Do That no no yes Sales Service Internal Stakeholders Does this backlog item directly improve your ability to do your job?
29. Not Everyone is Equal Do This Do That no yes Sales Service Internal Stakeholders Does this backlog item directly improve your ability to do your job? yes no weight 20 10 Sales has twice the influence
36. Three Core Groups Stakeholder Alignment Strategic Alignment Driving Profit Shows how youāre meeting market needs. Shows how you align with the big picture. Shows how youāre going to make money.
42. Whole Product for Technology The Product Hardware Software Networks & peripherals Templates Consulting Where you can show you understand customerās business problem and its solution Where you can show you have committed to solve problem and have a pre-engineered solution What your in-category competitors have in common with you Source: The Chasm Group Legacy interfaces Pre-sales services Post-sales service & support
43. Product Councils / Whole Product Teams Operations Development Service & Support Legal Marketing Sales Product Mgt
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47. Prune the Product Tree -- Preparing Planners define layers and regions so that they will know where players are placing their ideas. Planners choose images to represent growth. Planners select the kind & number of items that can be placed on the image during the game.
48. Place Initial Items Any existing ideas or roadmap items are placed on the tree.
49. Playing the Game! Players collaborate in real-time to place features/benefits (leaves/apples) on the tree. An integrated chat facility enables you to understand player motivations. Players label and describe their ideas All information is recorded and available for analysis
50. Create Interpretations from the Results of Multiple Games Game 1 Results Game 2 Results Interpretation Game results are merged into a new game ā which you can edit and shape, further process, or play with additional players.
51. Tabular Representation of Items for Post-Processing Layers and regions enable planners to quickly determine where players have placed their items. You can ask questions like āWhat are all of the features customers want in 2010?ā
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53. Step 3: Collaborative Prioritization Where is the ā Voice of the Customer? ā infiniteā backlog use case bug fix arch change do this do that the other thing Goal? is to take large list and prioritize to a manageable set. Common Approach Problems Single expert Do they have the knowledge and trust of the organization to make the hard choices? Small groups Tradeoffs are not clear Large groups Insufficient tools!
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56. Buy A Feature Online - Preparing A list of features with prices. This example is for product concepts for a pair of internet sunglasses ā Shirt Sizesā help you quickly price your features ā or you can enter a price directly!
57. Buy A Feature Game Play Participants. Planner sets their budget. An integrated chat facility enables you to understand participant motivations. Here, we learn that participants dislike learning a rental carās navigation system. Participant bids. Highly desired items are purchased.
58. Buy A Feature Online - Results Results of many games played, sorted by number of times purchased.
59. Many Ways to Play: Parties, Galas, and Tournaments What is it? Who plays? Facilitated? Number of Items? Number of players? Party A ādinner partyā. You select and control participants Yes 12..20 5..8 Gala An āopen seating eventā Random participants based on a shared URL No 12..20 9+ Tournament A combination of parties! You control and select participants Yes 20+ Based on number of items and number of tournaments
67. Business Model Framework Driving Profit means prioritizing to your business model! Customer ROI Model Quantifies Return Enforcement Protection of Rights Licensing Terms and Conditions of Use Type of Value Exchange The way you make money Profit Engine Causes More Money Making Events Customer Value Analysis Identifies Value Pricing How much money you make
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76. Driving Profit Do This Do That 1 Increase sales via Internāl partners Lower Our Customers Operational Costs Driving Profit 1 weight 25 15 Lower Our Operational Costs 1 1 5
79. A Backlog Prioritized for Profit Stakeholder Alignment Strategic Alignment Driving Profit At least one item for every stakeholder. At least one item that aligns to strategy. At least one item that drives profit.
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Editor's Notes
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