Digital Product Management Class 3

Digital Product
Management
From prototyping to prioritising
Previously on Digital Product Management...
1. Building the right product is a process: 1) Discovery, 2) Validation, 3) Creation & 4) Building.
2. Personas tend to fail at recognising what users need, while Job Stories capture situations,
motivations and the expected outcomes.
3. Discovery is about filling your value map canvas and customer profiling. It should be a snapshot of
who your users are and what do you present of value to them.
4. Speaking with users leads you to pains, gains and jobs, which you want to match to your pain
relievers, gain creators and products/services to answer those jobs.
5. The goal with discovering the profile is so that you can understand what to prototype and validate if
you’re going in the right direction
Andre Albuquerque - Digital Product Management
So what are we covering today?
1. Group presentations
2. Remembering what is an MVP
3. Getting to your prototype
4. Iterating based on user tests
5. Prioritization and making decisions

As we’ve seen, after discovering your
customers, it’s time to validate if you
can build what they want.

It’s time for step 2
Step 1: Problem
● Are we solving a real problem?
● Who are the customers we are solving it for?
Customer ● Can we find customers who was this problem and
Discovery would pay us to solve it?
Step 2: Solution
● Is this the right solution that would actually solve
the problem of the customers we found that are
ready to pay us for it?

It’s about getting to phase 2 and being able to
market something people actually want

And you must be laser focused on discovering
who is your early market

Your next step is to make customer validation.
For that your build your prototype and MVP.
Customer profiling: speaking with customers Showing customers your prototypes, observing
to understand their gains, pains and jobs what works, what doesn’t, restarting discovery

The process of validation is repetition
1. A process that you repeat over and over
2. The highest risk hypothesis tested through
the smallest experiment
3. Focused on finding which assumption
(risk) is wrong
4. The fastest, cheapest way to put
something in your users hands

Your start with Known Knowns and Known
Unknowns

But the process will bring Unknown
Unknowns which restarts the process

Approaching prototype tests using “science”
Step 1: Make an observation
Step 2: Ask a question
Step 3: Form an hypothesis (or testable explanation) and make a prediction
Step 4: Test the prediction
Step 5: Iterate (use the results to make new predictions or hypotheses)

It’s about building smaller versions to learn

5 principles of prototypes
1. The overarching (and if possible only) purpose of a prototype is to learn at a much lower cost of
time and effort. Prototypes need to be 10x “cheaper” than product-versions of the solution.
2. The act of prototyping to think through the problem deeply. If you don’t dive deep and uncover
hidden issues, your prototype is lacking effort.
3. Prototypes should be developed in collaboration between product, design and engineering.
4. Fidelity level needs to adapt to the purpose of the data you are gathering
5. Prototypes need to aim at discovering one or multiple risks (value, feasibility, viability, usability)

Yea sure… but not everything can be
built as a prototype right?

Remember this?

How long to prototype a first version?

Maybe a bit less than you think

Getting to your
prototype
“Any intelligent fool can make things bigger and more complex. It takes a
touch of genius—and a lot of courage—to move in the opposite direction...”
- E. F. Schumacher
“If you’re not embarrassed by the first version of your
product, you launched too late”
- Reid Hoffman, Founder of Linkedin

Famous MVPs
Facebook Google Amazon

5 principles of prototypes
1. The overarching (and if possible only) purpose of a prototype is to learn at a much lower cost of
time and effort. Prototypes need to be 10x “cheaper” than product-versions of the solution.
2. The act of prototyping to think through the problem deeply. If you don’t dive deep and uncover
hidden issues, your prototype is lacking effort.
3. Prototypes should be developed in collaboration between product, design and engineering.
4. Fidelity level needs to adapt to the purpose of the data you are gathering
5. Prototypes need to aim at discovering one or multiple risks (value, feasibility, viability, usability)

Your value map should guide your prototyping
decisions and what you choose to test

Try to include the highest priority issues
Gains: How essential is it to have?
- +
Meh, nice to have Really essential
Pains: How intense is this pain?

- +
Moderate Really Extreme
Jobs: How important is the job to be done?

- +
Not important Really Important
Types of prototypes: Concierge/Wizard of OZ
Expensify’s fake AI concierge test

Types of prototypes: Low Fidelity Prototype

Types of prototypes: Low Fidelity Prototype

Types of prototypes: Mid-fidelity prototype

Types of prototypes: High-fidelity prototype

Types of prototypes: High-fidelity prototype

Data Accuracy Prototyping Pyramids
Time to
prototype
High-Fidelity
Mid-Fidelity
Low-Fidelity
Captured data Accuracy

per unit of time Of data
Important rules for prototyping:
1. Focus on high-intensity J,P & G

2. Start with small and simple solutions
3. Use the tools you’re comfortable
4. Don’t reinvent the wheel where you don’t have to
5. More prototypes = more learning

Map out the UI and UX of alternative
solutions to give you a basis

Then start with paper and use software to
enable the experience

You can even use powerpoint or slides to
replicate components

Or use software tools that make this easy like
Miro or Figma

So I have a first version of my prototype.
Now what? You test.

It’s all about putting yourself in user’s shoes

4 types of prototyping and research tasks
Verifying if people can quickly understand what they are looking at,
Concept validation
what it does, if solves the problem and creates value.
Testing whether people find what they think they’re going to find
Navigation
based on the tasks you present.
Testing if the feature gets the right steps to accomplish the intended
Specific features
task and if it solves the proposed intent.
Testing if there is anything confusing in the copy, specifically

Microcopy
labels, categories, button names and short descriptions.

Provide context to your research questions.
You’re in a rush to get to a Following task

Answer to the
meeting and you need to Following
Research questions
tasks depend
are inferred by the quickly get a car to pick you on the
task completion
up at home. behaviour
I want to check if users will Following task
be able to find the
information they’re looking
Give context that
for in my prototype. mimics real life
Following task
You’re going for a business
trip and you have a flight
soon. You need a car expensed
to the company.
Following task
Questions you want to be asking for low-fi:
1. Before users even look at the prototype, what would they expect to be able to do with it?
2. How would they expect it to look?
3. Once you show them the prototype, do users understand what it does?
4. How does it measure up to their expectations?
5. What features are missing?
6. Does anything seem out of place or unnecessary?
7. How do users feel when using the prototype?
8. If users had a magic wand, what would they change about the product?
9. How likely or unlikely would they be to use this product once it’s finished?

Build, test, iterate, test, iterate, test, iterate
Build Build Build

V0.1 V0.2 V0.3
Test with first Review Test with Validate
users insights other users changes and get
new insights
Video supports in the slides

Example testing (for offline support)



Tests are done.
Now what? You prioritize.

Your value map should guide your prototyping
decisions and what you choose to test

Strong products fill all areas of all jobs,
proportionally.
Unthought
Unfilled
Unavoidable
Functional Social Emotional

Willingness to pay and the value gap
Costs
Value
Gap
Value

The right prioritization remembers customer
discovery
Gains: How essential is it to have?
- +
Meh, nice to have Really essential
Pains: How intense is this pain?

- +
Moderate Really Extreme
Jobs: How important is the job to be done?

- +
Not important Really Important
Before we start, let’s play a game
A) You are the product team of a new banking mobile app.
B) You have 100 “coins” to buy some of the features
C) What do you buy?
1- Categorize automatically expenses - 🏦 25 coins 💰NPS + 10pts

2- Auto roundup to save - 🏦 35 coins 💰 AUM + €10M/year
3- Commission free stock market investing - 🏦 50 coins 💰Revenue +50%/year
4- Instant online payment - 🏦 20 coins 💰NPS + 20pts
5- Unlock with Face ID - 🏦 15 coins 💰Unclear gain but people are so used to this...
6- App in my own language - 🏦 20 coins 💰+20% more users
7- Buy cryptos - 🏦 50 coins 💰Volatile, legal doubts, 100% more profit if works
8- Split bills with friends - 🏦 25 coins 💰30% referral

“People think focus means saying yes to the thing
you’ve got to focus on. But that’s not what it means
at all. It means saying no to the hundred other
good ideas.”
- Steve Jobs

Prioritization Matrix



MoSCoW Method

Prio Framework #2: MOSCOW
Non-negotiable, absolutely vital requirements. Customers won’t

Must Have even consider the product without this. Value can’t be delivered.
Non-vital priority issues that add significant vital. These issues

Should Have allow you to compete but the product will work without them.
Nice-to-have features that can be released in the future. They’re

Could Have not vital for now but there is signal that they’ll add value.
What will not be done for now. Doesn’t mean it won’t be done in
Won’t Have the future. It helps prevent scope creeping.

It’s about effort and necessity

MoSCoW Method
Must Should Could Won’t

Have homes to rent Have ability to book Have a mobile app Have mass hotel
chains
Have a search Have reviews Have videos of Have pickup from
experience homes airport
Have pictures Have a fast website Have city guides 24/7 customer
support

[R]ICE Framework
[Reach]: Number of people/events per time period.
Impact: How much this initiative will move the needle?
Confidence: How confident you are in your assumptions
Effort: total amount of time a project will require from all members
of your team: product, design, and engineering
[Reach] x Impact x Confidence

________________________ = RICE Score
Effort
RICE (Fictional) application: Linkedin
Feature Reach Impact Confidence Effort Score
Stories 100 5 50% 12 21
Photo filters 10 3 90% 2 14
Auto-read CVs 50 10 100% 18 27

For next class
Product delivery #3

Running your customer validation
1. Select from your customer profiling what matters turning into a feature and
what you will test.
2. Prioritize using Impact vs Effort (prioritization matrix) your potential
functionalities.
3. Build a low fidelity version of your prototype using either Paper, Miro, Google
Slides or any other tool of your preference
4. Test this with at least 5 people and record their insights. Ideally do a screen
recording of the tests.
5. Summarise insights from interviews with the key changes to be done on your
prototype.

Digital Product Management Class 3

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Digital Product Management Class 3

Uploaded by

Copyright:

Available Formats

Digital Product

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Step 1: Make an observation

Step 2: Ask a question

Step 3: Form an hypothesis (or testable explanation) and make a prediction

Step 4: Test the prediction

Step 5: Iterate (use the results to make new predictions or hypotheses)

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

3. Prototypes should be developed in collaboration between product, design and engineering.

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

- Reid Hoffman, Founder of Linkedin

Andre Albuquerque - Digital Product Management

Facebook Google Amazon

Andre Albuquerque - Digital Product Management

3. Prototypes should be developed in collaboration between product, design and engineering.

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Pains: How intense is this pain?

Jobs: How important is the job to be done?

Expensify’s fake AI concierge test

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Captured data Accuracy

1. Focus on high-intensity J,P & G

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Testing if there is anything confusing in the copy, specifically

Andre Albuquerque - Digital Product Management

You’re in a rush to get to a Following task

Andre Albuquerque - Digital Product Management

Build Build Build

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Functional Social Emotional

Andre Albuquerque - Digital Product Management

Andre Albuquerque - Digital Product Management

Pains: How intense is this pain?

Jobs: How important is the job to be done?