PDLC
Use the sub navigation on the bottom of the page to navigate between different PDLC (Product Development Life Cycle) sections.

Presently in BETA release, further content added daily. My goal will be to make this PDLC more robust, pretty, and engaging as I iterate.

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Some helpful wireframes for how we'll handle each phase of the
P
roduct Development Life Cycle.

Iteration Version 1.0.Beta.25 (Last updated 11/21/24 7:15 AM PST)

Overall Strategy

Created with MJ5 (How are you using ML and AI to improve your work?)

As a product manager, I believe that the art and science of product management is a transformative force that can create meaningful value and drive business growth. At its core, product management is about understanding the needs and aspirations of our customers and bringing those aspirations to life through creative and innovative solutions.

To achieve this, my overall strategy is grounded in collaboration, creativity, and innovation. By fostering a culture of cross-functional teamwork, we can align our efforts towards a common goal and create products that reflect a deep understanding of our customers. Through experimentation and constant iteration, we can test new ideas, learn from failures, and ultimately create products that meet our customers' needs in ways that surpass their expectations.


The entirity of this repository is my wireframe and thinking approaches to how we will do this. It like all my products, is iterative and I change it as I learn and grow. I'd love to receive feedback and receive new education, and would love to have conversations about how we can improve all these processes.

This first set of high level steps are followed by meaningful deep dives into each category and segment of thinking per phase.

At a high level Lets start by:

  • Conducting market research: In addition to understanding the needs and wants of the target customers, I would also focus on identifying gaps in the market and exploring emerging trends. This can help us identify untapped opportunities and differentiate our product from competitors.
  • Defining clear goals and objectives: In addition to aligning with the overall business strategy, I would also ensure that the goals and objectives are measurable and specific. This can help us track progress and make data-driven decisions.
  • Developing a detailed product roadmap: In addition to outlining the development process, milestones, and timelines, I would also prioritize the features and functionalities that deliver the most value to customers. This can help us focus our efforts and make the most of our resources.
  • Building a strong cross-functional team: In addition to including individuals from different departments, I would also ensure that each team member has a clear understanding of their roles and responsibilities. This can help us work more efficiently and avoid duplication of effort.
  • Testing and validating the product: In addition to early adopters, I would also gather feedback from a broader range of customers and use that feedback to inform our product development process. This can help us create a product that meets the needs of a wider range of customers.
  • Continuously gathering feedback: In addition to UX testing, I would also use data analytics and other metrics to measure the success of the product over time. This can help us identify areas for improvement and make informed decisions about future development.
  • Creating a comprehensive marketing and sales plan: In addition to effectively promoting and selling the product, I would also ensure that the messaging and branding is consistent and resonates with the target audience. This can help us build trust and loyalty with our customers.
  • Establishing a system to measure product success: In addition to baseline data, I would also establish a system for monitoring and evaluating the success of the product over time. This can help us identify trends and patterns, and make data-driven decisions about future development.

Empathy - A Super Power!

Empathy might be the MOST important trait in a great product manager: Specifically this is important because your job is to do your best to live "A day in the life" not only of your customers, but your internal stakeholders and your cross functional team. The best product managers have a fundamental ability to relate to everyone and everything around them with a profound sense of realism.

At its core, product management is about creating products that solve real problems for real people. To do that effectively, product managers must have a deep sense of empathy for their customers. Empathy is the ability to understand and share the feelings and experiences of another person. It's the foundation of human connection and the key to building products that truly resonate with customers.

From a philosophical perspective, empathy is an essential human trait that allows us to connect with one another and build meaningful relationships. It's a fundamental aspect of our shared human experience and a key driver of social cohesion. Without empathy, we would struggle to understand one another, communicate effectively, or collaborate on shared goals.

On a sociological level, empathy is essential to effective product management because it allows product managers to understand the needs, desires, and motivations of their customers. By putting themselves in their customers' shoes, product managers can create products that truly solve real-world problems and provide meaningful value. This, in turn, can lead to greater customer satisfaction, increased revenue, and a stronger brand reputation.

 

The 4 Mentalities of a Product Manager

Divergent thinking vs. convergent thinking: what's the difference? Convergent thinking is the process of finding concrete and familiar solutions to problems. Divergent thinking is the creative process of generating original ideas and new possibilities. Where is your natural starting point on this matrix?

Also of note: Getting us to think both in lateral and linear ways. 

Assemble The Team!

A Product Manager, while not actually “Managing” people is still at heart, a facilitator. A great product manager must ensure their cross functional team is self sufficient, by this dynamic facilitation they can, then, manage people, process AND product while allowing for autonomy, creativity and growth. (Alignment, trust, Autonomy and community) Elevate people when you can, shield them and give them space and allow experts to shine by giving them trust and allow them to feel safe in their process.

Similar to Product Manager in Facilitation would be a SCRUM master, someone leading a PMO or even director level management where your job has been to collect the parts and assemble. That's what a product manager does first. Who do we need, where do we need them.

Noting here that working in "Silos" on the left does not give you access to the other core components of funcition, where as on the right we see that the team has skills in each area.

How we will get teams together, what keeps them moving and what are the pitfalls of how teams fail?

  • Define clear goals and objectives: Ensure that the team has a clear understanding of what they are working towards and what success looks like.
  • Assemble the right team: Select team members who have the necessary skills and experience to get the job done. Consider diverse perspectives and backgrounds to bring a variety of ideas to the table. (“Overspecialize and you breed in weakness”)
  • Are the right people in the right positions and are they unblocked? Do people feel like they have resources and support? 
  • Foster open communication: Encourage regular, open and transparent communication between team members to build trust and ensure everyone is on the same page.
  • Establish decision-making processes: Clearly define how decisions will be made and by whom to ensure that the team is efficient and can move forward quickly.
  • Encourage collaboration: Promote a collaborative culture where team members feel comfortable sharing their ideas and perspectives.
  • Provide adequate resources: Make sure that the team has the resources they need to be successful, including time, budget and access to key stakeholders.
  • Celebrate successes: Acknowledge and celebrate the team's successes to keep morale high and foster a positive work environment. (I prefer to use SCRUM ceremonies when possible e.g. stand up and retrospectives to give this space) 
  • Continuously evaluate: Regularly evaluate the team's performance and make changes as needed to ensure that they are aligned with the company's goals and objectives.


Conceive And Discovery

Created with MJ5

In the Conceive Phase, we'll do everything we can to understand the problem, our product desires, get a sense of market fit and get ready to plan.

The "Conceive" phase of product development is the initial stage where the idea for a new product is generated and evaluated for feasibility. In this phase, the focus is on understanding the needs of the customer and identifying potential solutions to meet those needs.

During this phase, the product development team may conduct market research, competitive analysis, and feasibility studies to determine the viability of the product idea. They may also develop user personas to better understand the target audience and their preferences.

Once the team has a clear understanding of the customer's needs and the feasibility of the product, they can begin to conceptualize the product and develop a high-level product design. This may include brainstorming sessions, sketches, and mockups to visualize the product.

The goal of the Conceive phase is to generate a solid product concept that is both desirable and feasible, and that can be further developed and refined in the subsequent phases of product development.

Define The Problem

What Problem Are we Solving, and why? (A quality problem statement and or proof of concept is how we begin)

  • Fall in love with the problem! 
  • Recommend starting by doing a value stream map with key team members where you map the process, generically - end to end. 
  • Conducting thorough market research to understand the needs and wants of the target customers. (Proof of Concept and Problem)
  • Identifying the problem space through research and customer analysis.
  • Defining the problem statement clearly and concisely.
  • Validate the problem with potential customers or stakeholders.
  • Prioritize the problem based on its importance and potential impact.
  • Break the problem down into smaller, manageable pieces. (Best practice for MVPs)
  • Consider potential solutions and choose the best one based on feasibility and impact.


Consider Market Fit

As a Product Manager, finding "Market Fit" in the conceive phase of product development involves understanding the target market and designing a product that addresses their specific needs and preferences. This requires a deep understanding of the customer, their pain points, and their behaviors, which can be obtained through market research, customer interviews, and data analysis.

Once the customer needs and preferences are understood, the product can be designed and refined to align with those needs, and a product roadmap can be developed to guide the development process. This involves identifying key features and capabilities that address the most important customer needs, and establishing clear timelines and milestones for product development and delivery.

Finally, the product development team must be aligned and committed to delivering a product that meets the customer's needs and exceeds their expectations. This requires cross-functional collaboration, effective communication, and a focus on delivering high-quality results that are aligned with the overall product strategy and business objectives.

By focusing on finding "Market Fit" in the conceive phase of product development, Product Managers can ensure that the product is designed to meet the needs of the target market, and that the product development process is aligned with business objectives and focused on delivering high-quality results. This sets the stage for a successful product launch and long-term success in the market.


Market fit should be extensively considered in the Planing phases.

  • Every great product or feature that exists, has started in a market research phase. Determining problem value here is paramount. 
  • Customer development: This involves talking to potential customers to understand their needs and pain points, and determining if your product or service aligns with those needs.
  • Surveys and questionnaires: These can be used to gather feedback from a larger group of people, and can help you identify patterns and trends in customer needs and preferences.
  • Competitor analysis: Understanding the strengths and weaknesses of your competition can help you identify opportunities to differentiate your product or service.

** It is important to note that market fit discovery is an iterative process, and it may take multiple rounds of testing and feedback to truly understand what your customers need and want. Market fit lives across the entire PDLC domains.

Competitive Market Analysis

As a Product Manager, conducting competitive market analysis is an essential part of developing a successful product strategy. Here are a couple of examples of how I would go about conducting competitive market analysis:


  • Identify key competitors: The first step in conducting a competitive market analysis is to identify the key competitors in the market. This involves researching industry reports, market research studies, and online forums to determine which companies are currently competing in the space.
  • Analyze product offerings: Once the key competitors have been identified, the next step is to analyze their product offerings. This involves looking at the features, benefits, and pricing of each product, as well as any unique selling points (USPs) that differentiate them from the competition.
  • Conduct SWOT analysis: After analyzing the product offerings of each competitor, it's important to conduct a SWOT analysis to identify strengths, weaknesses, opportunities, and threats. This helps to identify areas where the product can excel and areas where improvements need to be made.
  • Analyze marketing strategies: Another important aspect of competitive market analysis is analyzing the marketing strategies of each competitor. This involves looking at how they position themselves in the market, their messaging, and the channels they use to reach their target audience.
  • Identify gaps: Finally, competitive market analysis should be used to identify gaps in the market that the product can fill. This involves looking at customer pain points, unmet needs, and areas where the competition is weak.

For example, if I were developing a new mobile app for restaurant reservations, I would start by identifying key competitors such as OpenTable, Yelp, and Resy. Then, I would analyze their product offerings to understand their features, benefits, and pricing. I would conduct a SWOT analysis to identify areas where our app can excel and areas where we need to improve. I would also analyze their marketing strategies to understand how they position themselves in the market and the channels they use to reach their target audience. Finally, I would identify gaps in the market such as a lack of social features or a need for more personalized recommendations.


There are a variety of tools and resources that can be used to conduct competitive market analysis. Here are some examples:

  1. Industry reports and market research studies: These resources provide valuable data and insights about the industry, including market size, trends, and consumer behavior.
  2. Online forums and communities: These can be a great source of information about the competition, including customer reviews, feedback, and complaints.
  3. Competitor websites: Analyzing the website of each competitor can provide valuable insights into their product offerings, pricing, and marketing strategies.
  4. Social media platforms: Social media can be used to monitor what customers are saying about the competition and to track their social media activity.
  5. SEO and keyword research tools: These tools can be used to analyze the keywords and phrases that the competition is targeting and to identify areas where there may be gaps in the market.
  6. SWOT analysis tools: There are a variety of tools and templates available to help conduct a SWOT analysis, including online tools and Excel spreadsheets.
  7. Market intelligence platforms: These are subscription-based services that provide real-time data and insights about the competition, including news articles, financial data, and social media activity.

Overall, the tools and resources used to conduct competitive market analysis will vary depending on the specific industry and product being analyzed. It's important to use a combination of different tools and resources to ensure a comprehensive understanding of the competition and the market.

Align With Goals

Let's understand the company's strategic direction, which includes its vision, mission, and values. By knowing the company's direction, you can ensure that your product idea aligns with its broader objectives. It is essential to ask questions such as "How will this product align with the company's strategic goals?" and "What impact will this product have on the company's existing product portfolio? Furthermore, let's have clear and defined TEAM goals, that likely or should align with the company goals.

Aligning with company goals in the conceive phase of product management requires a clear understanding of the company's strategic direction, TOM, market research, and collaboration with stakeholders. By doing so, you can ensure that your product idea aligns with the company's goals and ultimately contributes to the company's success.

  • Define the goals and keep them in a well socialized place, information radiator or accessable work SCRUM or Kahnban board.
  • Ensure buy in on these goals, revisit them often during all phases - If you're building and get too far away from the goals, this could trigger a "Persevere or Pivot" conversation.
  • Keep them in sight when building the MVP and Roadmap.


Define Stakeholders

Identifying and engaging the right stakeholders is crucial to the success of product development. Keeping this body of stakeholders well understood and socialized to the team is paramount. Additionally, considering always when new stakeholders should be added. Here are some of the best ways to make sure you have the right stakeholders defined and ready for your product development:

  • Define the product vision and strategy: Before identifying stakeholders, it's essential to define the product's vision and strategy. By doing so, you can determine who will be most impacted by the product and which stakeholders are most critical to its success. We outlined this above and you should be prepared.
  • Conduct a stakeholder analysis: A stakeholder analysis helps identify and prioritize the stakeholders who will be impacted by the product. The analysis should consider the stakeholders' interests, level of influence, and level of involvement in the product development process.

    Once all stakeholders are identified, our analysis should consider each stakeholder's interests, level of influence, and level of involvement in the product development process.

-Interests: It is essential to identify the interests of each stakeholder. These interests can range from financial gains to achieving specific business objectives or enhancing the user experience. By understanding the stakeholders' interests, the product manager can align the product's goals with the stakeholders' interests and ensure that the product meets their expectations.

-Level of influence: Stakeholders' level of influence on the product development process should also be considered. This includes identifying stakeholders who have decision-making authority and those who can influence the decision-making process. By understanding each stakeholder's level of influence, the product manager can prioritize the stakeholders who are most critical to the product's success.

-Level of involvement: Finally, the level of involvement of each stakeholder in the product development process should be identified. This includes stakeholders who will participate in product design, development, and testing. Understanding each stakeholder's level of involvement can help the product manager determine the necessary level of engagement and communication required throughout the product development process.


  • Engage stakeholders early and often: Engaging stakeholders early and often can help build a shared understanding of the product and its goals. It is essential to provide stakeholders with regular updates and opportunities to provide feedback throughout the product development process.
  • Use tools and templates to track stakeholder engagement: Using tools and templates to track stakeholder engagement can help ensure that all stakeholders are appropriately identified and engaged. These tools can also help identify any gaps in stakeholder engagement and provide opportunities to address them.


User Personas

User personas are a massive key to keeping us close to the UX and user needs, especially those which we might not consider as we become too close to our product and can no longer see it through the lens of "First Impressions". By regularly adding new personas with a myriad of data points and humanities, we can develop a more robust product by seeing things from as many disoverable angles as possible.

User personas are a critical tool in understanding the target users of a product. They provide insights into users' behavior, motivations, and pain points, which can inform product design and development.

Below is a written narrative and a Persona template I've used, both are general examples. You should try to create as many diverse personas as possible, do them in think tanks and solo. Each product will require variations on the Persona approach.


Name: John SmithAge: 32 Job title: Marketing ManagerIndustry: Technology

Goals:

  • Increase brand awareness and generate leads for the company
  • Streamline the marketing process to save time and improve efficiency
  • Evaluate and adopt new technologies to improve marketing performance

Challenges:

  • Limited budget for marketing initiatives
  • Limited staff to execute marketing campaigns
  • Keeping up with the latest marketing trends and technologies

Values:

  • Performance and results-driven
  • Innovation and creativity
  • Time and resource efficiency

Persona Narrative:

John is a marketing manager for a technology company. He is responsible for developing and executing marketing campaigns to increase brand awareness and generate leads. John is always on the lookout for new and innovative marketing technologies to improve his team's performance.

However, John faces several challenges, including a limited budget for marketing initiatives and a small team to execute the campaigns. He is also challenged with keeping up with the latest marketing trends and technologies, which can be time-consuming and difficult.

John values efficiency and innovation. He is focused on achieving results and improving his team's performance. To achieve his goals, John is always on the lookout for new technologies and strategies that can help him streamline his team's processes and drive results.

Here's a more visual approach:

Here is a different approach from a Product Platfrom called "JTBD Canvas" where they use something called a "Job Card" similar approach, with a different line of thinking.

The concept they're going for is there is perhaps more similar to the way we write a User Story, defining the problem and the position to convey the need in a plain way.

Here is one they filled out as an example. More on their website HERE.

Value Proposition

The last thing to create and have at ready before heading into the "Plan" phase, is the Value Proposition. It is the statement that defines the unique value that a product or service provides to its target customers. It is a clear and concise message that communicates the benefits of the product and why customers should choose it over competitors.

The Value Proposition is important in the Product Development Lifecycle because it guides the entire process. It helps to ensure that the product being developed meets the needs and wants of the target customers. The Value Proposition also helps to align the product development team and stakeholders around a common goal and direction. It serves as a reference point throughout the development process, helping to ensure that the product stays true to its intended purpose.

Think of it as somewhat of a "Mission Statement" for the product or feature, and use it to guide your product purpose and ultimately your product vision.

Here are some value proposition thinking points. Since I am a "UX" focused facilitator, I like to keep user centric thinking in my value propositions.

  1. User-Centric Approach: Start with a user-centric approach, where the value proposition is built around the needs, wants, and preferences of the target audience. Focus on the pain points that the product or service solves, and the benefits that the users will gain.
  2. Storytelling: Use storytelling to articulate the value proposition. This involves creating a narrative that connects with the users on an emotional level. The story should highlight the product's benefits and how it solves the user's problem.
  3. Differentiation: Articulate the value proposition by highlighting how the product is different from competitors. Focus on the unique features and benefits that the product offers, and how they provide value to the user.
  4. Benefits-Oriented Approach: Focus on the benefits of the product rather than the features. Highlight how the product solves the user's problem, and the benefits that they will gain as a result.
  5. Data-Driven Approach: Use data and statistics to articulate the value proposition. This can include customer testimonials, case studies, and performance metrics that demonstrate the product's effectiveness.
  6. Clear Messaging: Use clear, concise messaging to articulate the value proposition. This involves using simple language and avoiding technical jargon. The message should be easy to understand and resonate with the user.
  7. Visuals: Use visuals such as images, videos, and infographics to articulate the value proposition. Visuals can help to simplify complex concepts and make the message more engaging and memorable.

Ultimately, the best way to articulate the value proposition will depend on the product or service being offered, the target audience, and the company's goals and objectives.

Here is a user-centric example of one I wrote for "Avalanche" in preperation for a Technical Product conversation I had with them regarding their Platfrom Engineering: you can find them, HERE

"Avalanche is a blockchain platform that empowers businesses and developers to create custom blockchain networks, decentralized applications, and smart assets that meet their specific needs. With Avalanche, users can easily build, launch, and scale their projects without worrying about the underlying technology. Our platform is designed to be fast, reliable, and secure, providing users with the tools they need to innovate and grow their businesses. Whether you're a startup looking to launch a new project, or an established business looking to streamline operations, Avalanche offers the flexibility and scalability you need to succeed."

In this example, the value proposition emphasizes the benefits of Avalanche for its users. It focuses on the platform's ability to empower businesses and developers to create custom blockchain networks, Dapps, and smart assets that meet their specific needs, without worrying about the underlying technology. This is not by any means an ad ready or marketing version.

Here is an example of a more target customer market focused approach from Slack.

This is a focused Value Proposition that attracts the target market of it's users, and the business who have large scale needs.

By now we've all probably heard of Slack, but does every user understand implicitly that the Slack tool itself integrates with all the other tech? Doubtful, this brief user-centric value statement conveys to the reader "I can do more than you think I can"

Likely as in all things your value proposition will organically grow and iterate with everything else - but this is a great starter and item to have ready as you move into "Product Vision" just make sure you're considering the problem at hand, and how you're solving it in language that is consumable by your TM.

User Personas

User personas are a massive key to keeping us close to the UX and user needs, especially those which we might not consider as we become too close to our product and can no longer see it through the lens of "First Impressions". By regularly adding new personas with a myriad of data points and humanities, we can develop a more robust product by seeing things from as many disoverable angles as possible.

User personas are a critical tool in understanding the target users of a product. They provide insights into users' behavior, motivations, and pain points, which can inform product design and development.

Below is a written narrative and a Persona template I've used, both are general examples. You should try to create as many diverse personas as possible, do them in think tanks and solo. Each product will require variations on the Persona approach.


Name: John SmithAge: 32 Job title: Marketing ManagerIndustry: Technology

Goals:

  • Increase brand awareness and generate leads for the company
  • Streamline the marketing process to save time and improve efficiency
  • Evaluate and adopt new technologies to improve marketing performance

Challenges:

  • Limited budget for marketing initiatives
  • Limited staff to execute marketing campaigns
  • Keeping up with the latest marketing trends and technologies

Values:

  • Performance and results-driven
  • Innovation and creativity
  • Time and resource efficiency

Persona Narrative:

John is a marketing manager for a technology company. He is responsible for developing and executing marketing campaigns to increase brand awareness and generate leads. John is always on the lookout for new and innovative marketing technologies to improve his team's performance.

However, John faces several challenges, including a limited budget for marketing initiatives and a small team to execute the campaigns. He is also challenged with keeping up with the latest marketing trends and technologies, which can be time-consuming and difficult.

John values efficiency and innovation. He is focused on achieving results and improving his team's performance. To achieve his goals, John is always on the lookout for new technologies and strategies that can help him streamline his team's processes and drive results.

Here's a more visual approach:

Plan

Created with MJ5

As a product manager, the "Plan" phase is a crucial stage where we define the direction and strategy for the product development process. We'll work with key stakeholders to establish a comprehensive plan that guides the product's design, development, and launch. The first step in the "Plan" phase is to define the product vision. This is a high-level statement of the product's purpose, target audience, and value proposition. The product vision sets the direction for the entire product development process and helps to align all stakeholders around a common goal.

The next step in the "Plan" phase is to conduct thorough market research. This research helps to understand the target market, competition, and industry trends. By identifying customer needs and preferences, as well as potential gaps in the market, the product can be designed to meet specific customer needs. The research also helps to identify potential challenges and opportunities that may affect the success of the product. With a clear understanding of the market, I can develop a comprehensive strategy that includes product positioning, pricing, distribution, and marketing. By having a solid plan in place, the product development process can proceed with a clear direction and purpose.

Product Vision

The product vision is a high-level statement that defines the purpose, target audience, and value proposition of the product. To put together the product vision, we would generally follow these steps:

  • Define the problem or opportunity: I would start by identifying the problem or opportunity that the product will address. This could be a pain point that customers are experiencing, a gap in the market, or an emerging trend that presents an opportunity for a new product.
  • Identify the target audience: Next, I would identify the target audience for the product. This includes demographic information such as age, gender, location, and income level, as well as psychographic information such as interests, values, and lifestyle. Understanding the target audience is crucial in creating a product that meets their specific needs and preferences.
  • Define the value proposition: The value proposition is a statement that describes the unique benefits and value that the product provides to the target audience. It should clearly communicate how the product solves the problem or meets the needs of the target audience in a way that is differentiated from competitors.
  • Articulate the product vision: Based on the problem/opportunity, target audience, and value proposition, I would then craft a clear and concise product vision statement that captures the essence of the product. The product vision statement should inspire and motivate the team working on the product, as well as align all stakeholders around a common goal.

The product vision should be revisited and refined throughout the product development process to ensure that the product stays aligned with the original vision and continues to meet the needs of the target audience.

While the "Product Vision" and "MVP" are two very distinct things, having a solid product visioin will give us the proper framework for a robust MVP to follow.

While the product vision and MVP are related, they serve different purposes in the product development process. The product vision guides the overall strategy and direction of the product, while the MVP is a tactical tool used to validate assumptions and test the market. The MVP is typically created after the product vision has been established and provides a concrete representation of the vision.


Deep Dive, Market Fit

During the "Plan" phase of product development, it's crucial to conduct a deep dive into market fit in order to ensure that the product meets the needs and preferences of the target audience. Market fit refers to the extent to which the product satisfies a real market need or demand, and is a key factor in the success of the product.

To conduct a deep dive into market fit, we would start by identifying the target audience and gathering data on their behaviors, preferences, and pain points. This could include conducting surveys, focus groups, and interviews, as well as analyzing data from social media, search engines, and other sources.

Once we have a deep understanding of the target audience, we can then identify their needs and preferences and map those needs to the features and functionalities of the product. This process can help us identify gaps in the market and ensure that the product is differentiated from competitors.

Next, we would conduct market research to evaluate the competitive landscape and identify the key players in the market. This can help us identify areas of opportunity and ensure that the product is well-positioned to meet the needs of the target audience.

This market fit deep dive will get us prepared and feed directly into our initial roadmap process, also in the planning phase!

Throughout the product development process, we would continuously gather feedback from the target audience and use that feedback to inform our decision-making. This could include conducting user testing, analyzing data from customer interactions, and monitoring social media and other channels for customer feedback.

By conducting a deep dive into market fit during the "Plan" phase of product development, we can ensure that the product meets the needs and preferences of the target audience and is well-positioned to succeed in the market. By taking a data-driven approach and continuously gathering feedback, we can create a product that resonates with customers and drives business growth.

Image take from developer experience HERE


  • Every great product or feature that exists, has started in a market research phase. Determining problem value here is paramount. 
  • Customer development: This involves talking to potential customers to understand their needs and pain points, and determining if your product or service aligns with those needs.
  • Surveys and questionnaires: These can be used to gather feedback from a larger group of people, and can help you identify patterns and trends in customer needs and preferences.
  • A/B testing: This involves testing different versions of your product or service with different groups of customers to see which one performs best. (Potentially better after an MVP that can be used to do said AB)
  • Minimum viable product (MVP): This involves releasing a basic version of your product or service to a small group of customers to gather feedback and test market interest.
  • Analytics: Analyzing data on how customers interact with your product or service can help you identify areas where it is performing well or poorly, and make adjustments accordingly.
  • Competitor analysis: Understanding the strengths and weaknesses of your competition can help you identify opportunities to differentiate your product or service.


** It is important to note that market fit discovery is an iterative process, and it may take multiple rounds of testing and feedback to truly understand what your customers need and want. Market fit lives across the entire PDLC domains.

Milestone Mapping (Stakeholder Interviews)

As a product manager, conducting interviews with stakeholders is an important part of gathering information to support the development of your product roadmap. Here are a few ideas for conducting interviews with stakeholders: Consider everything we discussed in the section "Define Stakeholders" in the Conveive Phase.

  • Identify key stakeholders: Determine who the key stakeholders are for your product, including current and potential customers, internal teams, and industry experts.
  • Set clear objectives: Clearly define the objectives of the interview, such as understanding customer needs, identifying pain points, or gathering feedback on a specific feature.
  • Prepare a script: Prepare a script for the interview that includes open-ended questions to encourage conversation and gather detailed information.
  • Schedule in advance: Schedule interviews in advance to give stakeholders time to prepare and to ensure a good turnout. Provide early content. 
  • Conduct the interview: During the interview, actively listen and take notes to capture key insights.
  • Follow up: Follow up with stakeholders after the interview to thank them for their time and to share any findings or next steps.
  • Analyze and incorporate feedback: Analyze the feedback from the interviews and incorporate it into the development of your product roadmap.
  • Make it convenient: If feasible, conduct interviews via video conferencing or phone call, to make it convenient for stakeholders to participate
  • Offer incentives: Consider offering incentives, such as discounts or early access to new features, as an added incentive for stakeholders to participate in the interview.
  • Use a survey : Use a survey tool to gather feedback from a large number of stakeholders in an efficient and organized manner.


Begin Roadmap

"Shouldn't I have an MVP first?" Well... maybe. The decision to build a roadmap or an MVP (Minimum Viable Product) first depends on your specific project and goals. However, in general, it is recommended to start with a roadmap before building an MVP. I prefer to have both documents started in tandem. The Roadmap for a product manager is your core facilitation tool, and should be as robust and intuitive as possible.

A roadmap is a strategic plan that outlines the vision, goals, and steps required to achieve them. It helps to identify the priorities and the critical path of your project, and it can guide your decisions throughout the development process. By creating a roadmap first, you can ensure that you have a clear understanding of the problem you are trying to solve, the user needs, the market, and the resources required to deliver the product.

You can work on the roadmap and the MVP at the same time, but it is essential to prioritize the MVP features based on the roadmap goals. In other words, you need to ensure that the MVP aligns with your roadmap and that the features you choose for the MVP move you closer to achieving your vision.

The BEST Product Roadmaps should be so easy to understand key stakeholders should be able to grab it, understand it, and feel confident about where the product is at with almost no effort.

These are our first Roadmap considerations.


  • (We should already) Understand the problem you are trying to solve from top to bottom, and have all supporting data available - having done a solid product vision statement and initial market fit, this should be no problem.
  • Create your roadmap outline (Example below)
  • Create and socialize a meeting agenda (Preferably recurring)
  • Invite the right team members (Starting with a core team of stakeholders [which we identified, right?] and builders, expanding only when necessary) 
  • Ask invitees to prepare: They should come with their own insights unique to their involvement
  • Input milestones and the strategies they support if you have them ready
  • Milestones could/should  be pre-determined by meeting with key stakeholders 1:1 as discussed in Milestone Mapping
  • Update your roadmap constantly — I prefer to have it in a well-known spot for all to access, no questions needed

Honestly? Start one step at a time. The content will come.

More than likely your company has a PRD (Product Requirement Document) and a subsequent format for Roadmaps. This is a simplified matrix to start but roadmaps will generally be much more complex and depending on the company and the domains it operates in as well as scope/timelines etc could evolve into a multi layered interaction.
Every Company, Every Domain; will have a different PRD and approach to roadmapping

Estimations

Estimations should start to enter your mind during all phases - True estimations are done when you write features, epics and stories and are typically done by the design and engineering teams. But high level estimations should start squeeking into the frey right around Milestone Mapping. This is a good thing to always be thinking about especially in the Plan Phase as you build roadmaps. In the Develop phase you'll focus more on timelines and user stories and estimations will take a bigger hold on overall thinking and the MVP.

Roadmap Meetings

A roadmap meeting is a critical meeting for any product manager as it helps to align the team and stakeholders on the product vision, goals, and the steps required to achieve them. These meetings should be regular, and static - as a facilitator keeping the right people there on cadence is a huge mention of import: A breakdown of process can begin here if people do not take these seriously and attend. E.g. "A stakeholder or key engineer fails to attend and a critical risk or timeline error is not realized" This can kill a product process.

Here are some tips on how a product manager can conduct a successful roadmap meeting - keeping in mind your role as a facilitator.

  • Set clear goals and objectives: Start by defining the purpose of the meeting, the goals, and the desired outcomes. This will help to ensure that everyone is on the same page and focused on the agenda.
  • Invite the right people: Invite the key stakeholders, including the product team, engineers, designers, sales, marketing, and other relevant team members. Make sure to include those who will be responsible for implementing the roadmap.
  • Share the product vision and strategy: The product manager should begin the meeting by sharing the product vision and strategy, and how it aligns with the company's overall mission and goals. This will provide the context and the rationale for the roadmap. Get everyone on the same page, and excited about the work.
  • Future or recurring meetings: Review the current state of the product: Share the current state of the product, including the features, user feedback, and any issues that need to be addressed.
  • Identify the priorities: Work with the team to identify the top priorities for the product roadmap based on the product vision and strategy. Prioritize the initiatives based on their impact on the product and the company's goals.
  • Breakdown the roadmap into actionable steps: include timelines, milestones, and deliverables. Assign responsibilities to team members and set clear expectations. Make sure everyone leaves the meeting with a very clear understanding of what is on their plate and how to proceed.
  • Set follow-up meetings: Schedule follow-up meetings to review the progress of the roadmap, address any issues, and make any necessary adjustments.

Further thoughts on Roadmap and what you should have as takeaways from a Roadmap Kickoff 

  • Scope (A well defined and understood scope will keep WIP at a minimum, and keep scope creep from happening.  *Lean
  • Milestones understood
  • Possible estimations of effort (Estimations on effort will help when assembling cross functional teams, and the concepts/ideas that get translated into Epics and Stories in a backlog
  • Timelines - Possibly loose at first, tightening down in iteration.
  • Possible defined work and owners (What work will be going where?) 
  • Potential blockers or risks (Better yet, a Risk Register is started) *See RR in Other
  • Action items per team member (Does everyone understand the why, and what they will be doing) 
  • How often are Roadmap meetings happening, are they frequent enough?
  • What have we learned or what has changed since last meeting?
  • What's working, what is not working?
  • What can we remove from the Roadmap if anything to stay true to our MVP?
  • What needs to be added, and why?
  • Is anyone missing from this meeting, or is anyone needing to be removed (Bloat, WIP, Resources) ?
  • Have the key stakeholders been included here, or are they clear on where we are?

Once the Product Roadmap is understood and approved, you can move on to evangelizing the roadmap, perhaps through a short presentation that involves a slide deck with the strategy, milestones, and a summary or rationale to executive sponsors; if you have achieved approval from sponsors you can then socialize it broadly to the org.

Roadmaps should be liquid and open to change, it should be a living document. New information can and should change the roadmap — always try to maintain alignment and consensus among your team.

Strawman Roadmap

A few thoughts on the concept of Strawman Meetings. Since the goal of a Roadmap meeing is to ultimately socialize the roadmap to the greater audience - it can behoove you to do a preliminary or strawman meeting with a reduced team of stakeholders or members from the cross functional team. (Strawman as a concept can be used elsewhere in your cycle too if you get creative) 

A strawman roadmap meeting is a technique that product managers use to facilitate constructive feedback and discussion on a product roadmap. The term "strawman" refers to a rough draft or a preliminary proposal that is not intended to be the final version.

In a strawman roadmap meeting, the product manager presents a preliminary version of the product roadmap to the team and stakeholders for review and feedback. The strawman roadmap should include the product vision, key initiatives, and a rough timeline for achieving them.

The purpose of the strawman roadmap meeting is to get feedback from the team and stakeholders on the priorities, timelines, and feasibility of the initiatives. The product manager should encourage open and honest discussion and ask for suggestions on how to improve the roadmap.

By presenting a preliminary version of the roadmap, the product manager can get early feedback and avoid any surprises or resistance later on in the development process. It also allows the team and stakeholders to feel more involved in the product development process and can lead to a greater sense of ownership and commitment to the product.

Once the strawman roadmap meeting is complete, the product manager can take the feedback into consideration and iterate on the roadmap to create a more refined version. The final version of the roadmap should reflect the input and feedback from the team and stakeholders and be aligned with the product vision and goals.

Overall, a strawman roadmap meeting can be a valuable technique for product managers to get early feedback and ensure that the team and stakeholders are aligned on the product roadmap. It helps to create a collaborative and inclusive product development process that can lead to a more successful product launch.

This can be a good technique depending on the ultimate audience and body of the Roadmap meeting that needs to produce content and becomes the body of work.

Develop

Welcome to the Develop phase of the Product Development Lifecycle. This is an exciting time where we will take all the knowledge gathered from the previous phases and bring the product to life. The rubber starts to meet the road now and we'll be putting what we know into a robust MVP, mapping out iterative detailed prodect plan that outlines the timeline, budget, and resources needed for the product.

Begin The MVP!

Let's efficiently deliver: No more and no less than what is needed to achieve our goal

As a Product Manager, building an MVP (Minimum Viable Product) is a crucial step towards creating a successful product. An MVP is the most basic version of a product that can still deliver value to users. The purpose of an MVP is to test the core assumptions of a product and to gather feedback from users, which can be used to improve the product over time.

To build an MVP, it is important to have a clear roadmap that outlines the key features and functionalities that need to be included in the product. The roadmap should prioritize the most critical features that are necessary to deliver value to users. Once the roadmap is established, the Product Manager should work closely with the development team to ensure that the MVP is developed as efficiently and effectively as possible.

During the development process, the Product Manager should focus on testing the MVP with a small group of users to gather feedback and identify any issues or areas for improvement. This feedback should be used to iterate on the MVP and to make any necessary adjustments before launching the product to a wider audience. By following this approach, the Product Manager can create an MVP that delivers value to users while minimizing the time and resources required to bring the product to market.


When building an MVP (Minimum Viable Product) for a new product, it's important to keep in mind the following five considerations:

  1. Customer Needs: Before building an MVP, it's important to understand the target customer and their needs. Conduct user research, create personas, and identify the core features that will solve the customer's problem. The MVP should be designed to deliver the most important features that satisfy the core customer needs.
  2. Minimum Features: The MVP should include the minimum features required to deliver value to customers. Determine which features are essential and which can be added later based on user feedback. Avoid adding unnecessary features that will slow down the development process and add extra costs.
  3. Speed and Efficiency: The MVP should be developed as quickly and efficiently as possible. The focus should be on delivering the core value of the product with a minimal set of features. Using agile development methodologies such as Scrum or Kanban can help streamline the process and ensure that the team stays focused.
  4. Scalability: The MVP should be designed with scalability in mind. Ensure that the product is built on a scalable architecture that can easily accommodate future features and functionality. A scalable MVP can help save time and resources in the long run.
  5. User Feedback: The MVP should be tested with real users to gather feedback and validate assumptions. This feedback can be used to iterate on the product and make improvements based on customer needs. Continuously testing and iterating on the MVP can help ensure that the final product meets the needs of the target customers.

Timelines

As a Product Manager, managing timelines during the "Develop" phase of the Product Development Lifecycle is crucial to ensuring that the product is delivered on time and within budget. It's important to have a clear understanding of the development process, including the time required for each task, dependencies, and potential risks.

Since we've created the MVP we should have a critical path, or user journey laid out giving us the ability to breakdown the core needs into a timeline and thus give us agency to do estimations of work.

This critical path should be used to create a detailed timeline that includes milestones, deadlines, and deliverables.

To ensure that the timeline is accurate and achievable, We should follow these steps:

  • Break down the development process into smaller tasks and estimate the time required for each task.
  • Identify dependencies between tasks and ensure that they are accounted for in the timeline.
  • Identify potential risks and create contingency plans to mitigate them. (Risk Registrar)
  • What impact does this feature have on the business? are you capturing this correctly to tell the story to stakeholders?
  • Regularly review the timeline with the development team to track progress and identify any potential delays.
  • Communicate the timeline to stakeholders and manage expectations to ensure that everyone is aware of the project timeline and any potential risks.
  • Does this feature align with metrics, KPIs? (Maybe build a metric tree to asses features 1x1)


User Needs or Feature Mapping

Now that you have a general start on your MVP it's time to build some feature maps and then in the section below, feature tables. These feature maps will allow you to feed back into your MVP in this and subsequent phases of iteration. For example if the problem we're solving and product were building is for task management and MVP dictates that we want to build a task management product - mapping out features that satisfy this in a priority matrix will allow us to say "this can be done and based on our research, is the most important" 

The purpose here is to get everyone aligned and in agreement on what needs to be built and in what order. The best way to proceed is to use brainstorming and collaboration techniques like in the following bottom up, and top down.

Start by having everyone placing feature ideas based on pain points, needs and customer desires in a sticky note fashion - at first no organization.

With thinking about all things that might be important for a task management board, we generically place our ideas - The purpose is to generate ideas and is not meant to be perfect - the conversation is most important

You can start to categorize and prioritize next - giving you more insight into what might come first and also potentially open up thinking on things you've missed, risks or new ideas.

Giving this a visual organization can help with priority and feature assumptions

You can then build a top down feature table for each item in the MVP with another simple matrix that shows the User need with the User Need over Features in a top down priority list. Use this method to find the best customer value and impacts. Make sure to have conversations on size and effort, and use these values to continue to gain consensus on the MVP.

Always use your tools to remain open and agnostic about your product and scope. These exercises should allow growth, not hinder it.

Recap - Make sure your feature mapping: 

  1. Focus on user needs: When generating feature ideas, it's important to keep the user needs in mind. Focus on how each feature can solve a user's problem or meet their needs.
  2. Prioritize features based on value: Prioritize features based on their value to the user and the business. Consider which features are most important to the user and which will have the biggest impact on the business.
  3. Balance effort and value: When prioritizing features, it's important to balance the effort required to implement a feature with its value to the user and the business. Consider the feasibility of implementing each feature within the time and resource constraints.
  4. Collaborate with the team: Feature mapping exercises should be a collaborative effort that involves all stakeholders, including developers, designers, and product owners. Involve the team in brainstorming sessions and prioritize features together to ensure buy-in and alignment.
  5. Iterate and adapt: Feature mapping is not a one-time exercise. As the product evolves and new information becomes available, it's important to iterate and adapt the feature map. Revisit the feature map regularly to ensure it stays up-to-date and relevant to the user's needs.


Features + Feature Tables

As we noted in Roadmap and MVP - You should have a set of identified features to begin developing and thus, able to begin writing epics, user stories and specs. (Below in this section)

Assuming you have identified your features you can begin feature documents (Depending on your org this could be laid out in various ways in the PRD)

Make sure your feature:

  • Validates the customer needs and satisfies the MVP and the goal of the product
  • Prioritize - Is this the correct first feature or step in the roadmap?
  • Establish Design - Make sure you're working closely with your design team to create the right user flow and and low fidelity prototypes that demonstrate it hits pain points and customer needs
  • When applicable, test the feature

In some cases "Feature Tables" will be appropriate - this is to weigh them against others and to demonstrate their impact and value. A feature table and article I like from Product Plan shown here:

This clear matrix would allow key stakeholders to asses value at a glance.


Specs (Product and Feature)

Similar to User Stories a product manager will like be writing or contributing to feature or product spec sheets. This process will vary a lot and you'll likely find some variation of this in your PRD or PDLC org documentation. Here are some examples including a spec sheet mind map to help generate content.

The product specification should be detailed and specific, outlining every feature and requirement of the product. This document should include the product roadmap (Concurrently the roadmap should include the spec sheets), timelines, and milestones. It should also include any technical specifications, such as APIs, databases, and other requirements necessary for the product to function correctly.


Feature Specification Document: User Login
Overview

This feature will allow users to log into the system and access their account. It will include a login form with fields for email and password, and a "forgot password" feature to allow users to reset their password if needed.

User Stories
  • As a registered user, I want to be able to log into the system using my email and password so that I can access my account.
  • As a user who forgot my password, I want to be able to reset my password using my email address so that I can regain access to my account.
Acceptance Criteria
  • Users can access the login page from the website's homepage.
  • The login form includes fields for email and password.
  • The login form includes a "forgot password" link that redirects users to a password reset page.
  • Users can reset their password by entering their email address and following the steps provided.
  • Users can access their account after successful login.
Technical Requirements
  • The login form should be built using HTML and CSS, and use JavaScript for validation.
  • The "forgot password" link should be implemented as a separate route that renders the password reset page.
  • The password reset page should include a form that allows users to enter their email address and submit the form.
  • The server should generate a unique reset token and email it to the user's email address.
  • The reset token should expire after a set amount of time to ensure security.
  • The password reset form should verify the reset token and allow the user to enter a new password.
Dependencies
  • The user database should be in place and able to authenticate users based on their email and password.
  • The email system should be set up and able to send password reset emails to users.


User Stories

User stories are a huge milestone in progress. We're begining to convey to the design and development teams our features and exactly what they should be to meet needs based on our MVP.

Depending on the TOM and Team build at your org, you may have different levels of involvement in the creation of user stories - especially if you have Product Owners who have agency over specific product verticles. However, I personally like to be involved in all levels of creation.

What is the anatomy of a user story? User stories are a way of describing a feature or functionality of a product from the perspective of a user. They typically follow a simple format of "As a [user persona], I want to [perform a specific action], so that [achieve a specific goal or outcome]." User stories are an essential tool for product managers, development teams, and stakeholders to understand customer needs and requirements, and ensure that the product is developed in a way that meets those needs.

EX: Following the simple "As a [Blank]" "I want to [Blank]" "So that I [Blank]"

"As a frequent traveler, I want to be able to view my itinerary on my mobile device, so that I can easily access my travel plans on-the-go."

In this User Story, the user persona is a frequent traveler who needs to access their travel itinerary easily and quickly from their mobile device. The "I want to" statement describes the specific feature that the user needs - the ability to view their itinerary on their mobile device. The "So That" statement describes the reason why the user needs this feature - to easily access their travel plans on-the-go. This User Story can then be used by the development team to define the tasks required to implement the feature, such as designing a mobile-friendly itinerary view and integrating it with the backend system. Once the feature is implemented, the Product Manager can measure its success by monitoring user engagement and feedback to ensure that it meets the customer needs.

When creating a user story, it's important to consider

  • The customer needs
  • The prioritization of the item (Should we be building something else first or in tandem?)
  • Collaboration (Are the right people involved in this item?) **Pitfall consideration here in that building or writing a user story with a key stakeholder or member missing could get you to Launch with a critical error or missing feature piece. e.g. a engineer who has data that would prevent redundancies or a stakeholder who could express a different product feature with less WIP
  • Review and prioritize in backlog. Likely you have a product or program backlog. Make sure to attend appropriate sizing and refinement meetings to get the right features out first
  • Acceptance Criteria - In addition to the descriptor, subsequent criteria that defines the success of the feature in a "Given" "When" "Then" format (Standard approach) example below

By playing an active role in defining User Stories, the Product Manager can ensure that the development team is focused on delivering features that meet customer needs and align with the product vision.

Roadmap Continued

As mentioned in the original roadmap section, this tool should be revisited often and regular roadmap meetings should be scheduled (Static is best). Now that you have a strong contribution to process from collecting data, making general estimations, you've begun your MVP and even built some feature journeys and feature tables; revisiting the roadmap to iterate on it's status is key.

Key stakeholders will be depending on this document to stay abreast on where you are at and it will likely be your main socialization tool to communicate to the org about statuses.

  • Revisit your product goals and strategy: Make sure that your product roadmap aligns with your overall goals and strategy. As your product evolves, your goals and strategy may also need to evolve, so it's important to regularly reassess them.
  • Stay focused on customer needs: Keep a close eye on customer feedback and user data throughout the development process. As you learn more about your users, you may need to adjust your roadmap to better meet their needs.
  • Prioritize features: As you move through the development process, you'll likely discover new features that you want to add to your product. It's important to prioritize these features based on their potential impact on the user experience, the effort required to implement them, and other factors.
  • Stay agile: Don't be afraid to make changes to your roadmap as needed. Agile development methodologies encourage flexibility and adaptation, so if you find that something isn't working, be prepared to pivot and try something new.
  • Keep stakeholders informed: As you make changes to your product roadmap, make sure to keep your stakeholders (including your team, executives, and investors) informed. Transparency and communication are key to building trust and ensuring everyone is on the same page.
  • And last but not least, remain agnostic, and in the circumstance things are not working out do not be afraid to make a "Pivot Or Persevere" decision. This is a talking point that should be considered if the product is not developing well, customer needs or data shows the problem or need is less than originally determined. These decisions become harder as you go deeper and as you face sunk cost fallacy.


Iterate

The "Iterate" phase of the product development lifecycle is the stage where the product is continuously refined and improved based on user feedback and data analysis. This phase follows the "Develop" phase where the initial version of the product has been partially developed and possible first iterations can be deployed and in user testing.

Similar to the roadmap you should be using the concept and approach of agile iteration in everything.

Overall, continuous iteration is key to successful product development. By keeping an open mind, gathering feedback, and staying agile, you can ensure that your product is constantly improving to meet the needs of your users.

By continuously gathering feedback, analyzing data, and making improvements, the product team can ensure that the product is meeting user needs and achieving business objectives. Ultimately, this leads to a better user experience and a more successful product.

MEASURE : LEARN: BUILD -REPEAT

What should you always be iterating on?

  • Market fit analysis -Don't fall into a risk where the data changes and you don't adapt. This will feed feature changes.
  • Goals - Make sure you stay aligned with goals, have the company, org or team goals shifted?
  • User Personas - revisit these to see if new ideas, problems or pain points emerge during iteration.
  • Milestones - Likely revisited in roadmap.
  • Roadmap - Again as above, the key tool in keeping everyone together and on the same page.

  • Estimations -Are you facing scope creep? is new unexpected work creeping in? why? use retrospectives to assess how we missed these needs.
  • MVP - The MVP should be visited in roadmap meetings, and aligned with feature, user stories in development and all WIP. Can and should anything change?
  • Risks - Are we keeping an up to date risk registrar, have we mitigated any? are new ones arising?
  • Don't be afraid of failures. Rarely do we get it right on the first go, and anything that is a failure is just a learning experience and and opportunity to get it right and make it better.
  • User experience (UX) design: The design of your product should be user-friendly, intuitive, and easy to navigate. Continuously evaluate and refine your UX design based on user feedback and testing.
  • Features: The features of your product should align with user needs and business objectives. Continuously evaluate the effectiveness of existing features and prioritize new features based on user feedback and business objectives.
  • Performance: The performance of your product, including speed and reliability, is critical to user satisfaction. Continuously monitor and optimize performance to ensure that users have a positive experience.
  • Security: Security is a key consideration for any product that handles sensitive data. Continuously evaluate and refine your security measures to ensure that they are effective and up-to-date.
  • Pricing: The pricing of your product should be based on market trends and user needs. Continuously evaluate and refine your pricing strategy to ensure that it is competitive and profitable.
  • Marketing and messaging: The marketing and messaging of your product should be clear, concise, and compelling. Continuously evaluate and refine your marketing strategy to ensure that it is resonating with your target audience.

User Feedback

As a product manager, collecting user feedback is crucial in the "Iteration" phase of the product development lifecycle. This iteration phase is your first line of cyclical data possibles to give you much needed insight into what you've built so far, if your hypothesis is correct and to validate your problem statement and the subsequent solutions. Collection of this data and how you react to it should be a very high priority.

Here are some user feedback methods. We'll eventually deep dive into each in further iterations of the PDLC.

  • Surveys: Surveys can be a quick and easy way to gather feedback from a large number of users. Create a survey with targeted questions to gather specific insights into the user experience and product features.
  • User testing: Conduct user testing to observe how users interact with the product and identify areas where the user experience can be improved. This can be done through one-on-one sessions or remotely using tools like screen recording software.
  • Focus groups: Organize focus groups to gather feedback from a group of users. This can be useful for identifying common pain points or areas for improvement that may not have been apparent from individual feedback.
  • In-app feedback: Incorporate in-app feedback mechanisms, such as a feedback form or a "report a bug" button, to make it easy for users to provide feedback directly within the product.
  • Social media: Monitor social media channels for feedback and complaints about the product. Engage with users directly to address their concerns and gather feedback.
  • Customer support interactions: Review customer support interactions to identify recurring issues or areas for improvement. This can provide valuable insights into the user experience and help identify opportunities for improvement.
  • CAB (Customer Advisory Boards) A Customer Advisory Board - is a group of customers who provide feedback, insights, and guidance to a company on its products, services, and strategy. CABs are typically made up of a diverse group of customers who represent different segments, industries, and use cases.

Overall, the key to collecting user feedback in the "Iteration" phase is to be proactive and engage with users in a variety of ways. By gathering feedback from multiple sources, you can gain a more complete understanding of user needs and identify areas where the product can be improved. The insights gathered through user feedback should inform future product iterations and help guide product development efforts.


MVP Review

MVP review frequency is determined on a case by case basis, however at a minimum you should revist the MVP after initial data collected. User feedback gathered as detailed above in "User Feedback" should have a significant impact on the MVP review. Here's how user feedback should influence the MVP review

  • Identify areas for improvement: User feedback can help identify areas where the MVP falls short and needs improvement. Review the feedback to identify common themes or issues and use this information to guide the MVP review process.
  • Prioritize feature updates: Based on user feedback, prioritize feature updates that will address the most pressing user needs and pain points. The MVP review should focus on making these updates to improve the user experience and increase user engagement.
  • Evaluate the effectiveness of the MVP: Use user feedback to evaluate the effectiveness of the MVP in meeting user needs and achieving business objectives. This will help identify areas where the MVP may need further refinement or adjustment.
  • Adjust the MVP scope: User feedback may suggest that certain features or functionality should be added or removed from the MVP. Use this feedback to adjust the MVP scope accordingly, ensuring that it includes the features that are most important to users.
  • Plan future iterations: User feedback should inform future product iterations beyond the MVP. Use the feedback to plan future product development efforts, identifying additional features and functionality that will improve the product and meet user needs.


Overall, user feedback should be a key consideration in the MVP review process. By using this feedback to identify areas for improvement, prioritize feature updates, and evaluate the effectiveness of the MVP, product managers can ensure that the product is meeting user needs and achieving business objectives. The MVP review process should be guided by a commitment to continuously improving the product based on user feedback and data.

Roadmap Review

As we specified in the original roadmap section under the planning phase, the roadmap is your key tool to communicate product progress to the org and to key stakeholders. Given that, you should always keep your roadmap under review and be holding regular roadmap meetings, also described above under "Roadmap Meetings"

Reviewing the roadmap throughout each phase of the product lifecycle is critical to ensuring that the product stays on track and meets its goals. The product lifecycle includes several stages, including ideation, research, development, launch, growth, maturity, and decline. Each phase of the product lifecycle presents unique challenges and opportunities, and the roadmap must be adjusted accordingly.

During the ideation and research phases, the roadmap should focus on identifying customer pain points, validating market demand, and determining the product's value proposition. The roadmap should be flexible during this phase, as the product vision and goals may evolve based on new insights and feedback.

During the development and launch phases, the roadmap should focus on executing the product vision and delivering a minimum viable product (MVP) that meets customer needs and provides value. The roadmap should include clear milestones, such as beta testing, user feedback, and feature releases, to ensure that the product is on track and meeting its goals.

During the growth and maturity phases, the roadmap should focus on scaling the product, expanding its customer base, and optimizing its performance. The roadmap should include metrics and KPIs that track user engagement, retention, and profitability, and should be updated based on market trends and competitive analysis.


Keep these things in mind for each iterative phase of your roadmap:

  1. User feedback and market trends: Incorporating user feedback and keeping an eye on market trends is important throughout the product development cycle. Gathering user feedback through surveys, interviews, and other methods can provide insights into what features or improvements customers want, while market trends can help identify emerging opportunities and challenges.
  2. Business objectives and goals: The product roadmap should always align with the business objectives and goals, both short-term and long-term. Prioritizing features and updates that are most important for achieving business goals is critical to the product's success.
  3. Technical feasibility: The product roadmap should also take into account the technical feasibility of each feature or improvement. Prioritizing technically feasible updates can ensure that the development team can deliver on time, and that the product functions correctly. e.g., are we down a rabbit hole with this feature that has us working on a unachievable goal?
  4. Resource availability: The product roadmap should also consider resource availability, including budget, personnel, and technology. Prioritizing features and updates that are feasible with the available resources can ensure that the project stays on budget and on schedule.
  5. Risk management: Finally, risk management is essential to ensure that the product roadmap is realistic and achievable. Identifying and managing risks, including technical, financial, and market risks, can help minimize delays and unexpected setbacks.


In summary, keeping the roadmap in constant iteration and perfection will help guide you through your product process and should be at the forefront of your thinking, always.

Launch

As a product manager, the launch phase of the product development life cycle (PDLC) is one of the most exciting and rewarding stages. It's the culmination of months, or even years, of hard work, planning, and collaboration with the development team.

During the launch phase, the product is finally released to the market, and users can start using and enjoying it. It's a time to celebrate the team's success and to share the product with the world. But the launch phase is not just about celebrating; it's also a critical time to ensure that the product is well-received and that any issues are quickly resolved.

To make the launch phase as smooth and successful as possible, product managers need to plan carefully and work closely with the development team. This involves ensuring that the product is tested rigorously and that any bugs or glitches are identified and fixed before launch. It also involves preparing the marketing and sales teams to ensure that the product is marketed effectively and that potential customers are aware of the product's benefits.

But the launch phase is not just about checking off a to-do list. It's also an exciting time to engage with users and to get their feedback. Gathering user feedback can help identify any remaining issues and can inform future iterations of the product. It's an opportunity to build a community around the product and to create a sense of excitement and anticipation for what's to come.

So let's do some thinking and some prep, and get ready to launch!

Deploy

Make sure you're drinking enough water and sleeping! Why do I say this? becuase it's likely that during the launch and deploy moments of product you've been working hard, long hours and have to be reminded to get up and walk around. As mentioned above in the Launch phase comments, so much leads up to this and you have to be at your best.

The Deploy: The deployment phase of a product release is a critical step in the product launch process, and as a product manager, I would take the following steps to ensure a smooth deployment

  • Work with the development team to ensure that the product is fully tested and meets all quality standards before release. This would include conducting user acceptance testing (UAT) to ensure that the product meets customer expectations. Keep this info and testing at the ready in case there are deploy issues - you can compare what happened in UAT.
  • Coordinate with the operations team to ensure that all systems and infrastructure are in place to support the release. This would include setting up servers, configuring databases, and performing load testing to ensure that the product can handle expected traffic. (Very dependent on your product and domain)
  • Develop a rollout plan that takes into account the needs of different customer segments and geographies. This would involve determining the optimal time to release the product based on the needs of the target audience.
  • Monitor the deployment process in real-time to ensure that everything is running smoothly. This would involve using tools like performance monitoring and issue tracking systems to identify and resolve any issues that arise during the deployment process. (All hands on deck, if neccessary until data starts coming in)
  • Communicate with stakeholders throughout the deployment process to keep them informed of progress and any issues that arise. This would include providing regular status updates to senior management, customer support teams, and other stakeholders.
  • Try to have FUN things scheduled, too. Such as any PR, Twitter spaces or marketing items that can be done in tandem to get the energy levels up not just for users buy your hard working Cross-functional teams!


Working With Your XF Teams

Hey team! As we step into the exhilarating Launch Phase of our product development, it's absolutely crucial that we maintain strong collaboration with our cross-functional teams. This ongoing engagement is the key to unlocking the full potential of our product, ensuring a successful launch, and ultimately, achieving exceptional customer satisfaction!

In this pivotal stage, here's how we'll keep the momentum going with our cross-functional teams:

  • Marketing: Work closely to develop and execute a compelling go-to-market strategy, while continuously refining our messaging and positioning based on real-time feedback.
  • Sales: Partner to create a seamless handoff process, equipping the sales team with the necessary resources and training to close deals effectively.
  • Customer Support: Collaborate on developing thorough documentation and knowledge bases, enabling them to provide top-notch assistance and gather valuable customer insights.
  • Engineering & QA: Maintain open communication channels for reporting and resolving any unexpected issues, ensuring product stability and timely updates.
  • Public Relations: Collaborate with the PR team to craft a compelling narrative, create buzz around our product, and secure valuable media coverage to boost our brand presence and attract potential customers.
  • GTM Considerations: Align with all teams on target markets, pricing strategies, promotional tactics, and distribution channels, ensuring a well-coordinated and effective product rollout.

Remember, the Launch Phase is a thrilling opportunity to showcase our hard work and dedication, and it's our teamwork that will make all the difference. Let's keep up the fantastic collaboration, as we set sail towards an outstanding product launch and an incredible customer experience! 🚀🎉


Collect Data

During and after the launch, it's essential to have a data-driven approach to continuously improve our product and align our roadmap with real-world insights. Here's a summary of our extensive thinking on collecting data and integrating it into our product roadmap:

In this phase, we'll focus on collecting both quantitative and qualitative data from various sources. We'll set up analytics tools to track user interactions, monitor product performance, and gather usage statistics. Simultaneously, we'll gather valuable qualitative insights through customer feedback, support tickets, social media, and product reviews.

As mentioned above in "Working with our teams" Our cross-functional teams will come together to analyze this data, identifying trends, pain points, and areas of improvement. We'll prioritize these insights based on their impact on the user experience, revenue generation, and long-term product goals. In collaboration with stakeholders, we'll use these findings to update our product roadmap, incorporating new features, enhancements, and fixes that address the identified needs.

This iterative feedback loop will ensure that our product evolves in line with customer expectations and market demands. By continuously integrating data-driven insights into our roadmap, we'll enhance our product's value proposition, foster customer loyalty, and drive long-term success. 📈🔄🎯

  • Implement analytics tools: Set up robust tracking and monitoring systems to collect quantitative data on product usage, performance, and user interactions.
  • Gather qualitative insights: Collect customer feedback, analyze support tickets, and monitor social media and product reviews to understand user sentiment and pain points.
  • Collaborate across teams: Bring cross-functional teams together to analyze the collected data, identifying trends, improvement areas, and opportunities for growth.
  • Prioritize updates: Based on the impact on user experience, revenue generation, and product goals, prioritize new features, enhancements, and fixes.
  • Iterate and evolve the roadmap: Continuously refine the product roadmap using data-driven insights, ensuring alignment with customer expectations and market demands.

By focusing on these action items, we'll create a strong feedback loop, enabling us to adapt and grow our product strategically and effectively. 🌟📊🚀

Iteration Plan

In each phase we should be iterating, naturally - however in the launch phase, an "Iteration Plan" serves as a strategic blueprint for refining and enhancing our product based on the data collected and insights gained from real-world usage. This will give us the proper iteration thinking to maintain moving into steady state and beyond. To create an effective Iteration Plan, follow these steps:

  1. Define clear objectives: Establish specific goals for each iteration, such as improving user engagement, reducing churn, or optimizing performance. Align these objectives with your overall product vision and business goals.
  2. Prioritize feedback and insights: Use collected data to identify areas that need improvement or enhancement. Prioritize these items based on their impact on user experience, business value, and strategic alignment with the product roadmap.
  3. Develop actionable tasks: Break down prioritized items into manageable tasks, assigning them to relevant team members. Ensure each task is accompanied by clear success criteria and deadlines.
  4. Allocate resources: Assess the availability of resources, such as team members' skills and time, budget, and tools, to support each iteration. Adjust priorities and timelines as needed to optimize resource allocation.
  5. Establish a feedback loop: Set up a system to collect and analyze data during each iteration, allowing for continuous improvements and informed decision-making.
  6. Monitor progress and adjust: Regularly review the progress of each iteration, adapting plans as necessary to accommodate new insights, changing market conditions, or unforeseen challenges.
  7. Celebrate successes and learn from setbacks: Recognize and celebrate the achievements of each iteration, while also identifying lessons learned to improve future planning.

By following these steps to create an effective Iteration Plan, we'll ensure a proactive and agile approach to product development during the launch phase, enabling us to deliver a continuously improved and successful product. 🔄📈🏆

Steady State

Let's dive into some insights on the "Steady State" phase of the product lifecycle, a truly fascinating and vital stage in the journey of any successful product. The Steady State phase is marked by a stable level of demand and consistent revenue generation, making it the perfect time to focus on maximizing profitability, enhancing customer satisfaction, and reinforcing the product's market position. This phase presents a wealth of opportunities for growth and improvement, while capitalizing on the product's established brand presence and loyal customer base.

During the Steady State phase, it's crucial to maintain high levels of customer engagement and satisfaction, as these factors can have a profound impact on the product's overall success. This can be achieved through continuous improvements to the product, addressing customer feedback, and refining user experience. By doing so, you not only strengthen your relationship with existing customers but also attract new users, further solidifying the product's place in the market.

It's also important to monitor market trends and competitor activities during this phase, as they can provide valuable insights for strategic decision-making. By staying agile and adapting to market changes, you can maintain a competitive edge and even uncover new revenue streams. Moreover, the Steady State phase is an excellent time to explore cost optimization measures, such as streamlining production processes or negotiating better deals with suppliers, which ultimately contribute to increased profitability.

In summary, the Steady State phase of the product lifecycle is a golden opportunity for product managers to fine-tune their products and strategies, while focusing on customer satisfaction, market positioning, and profitability. By harnessing the potential of this phase, you can not only extend the longevity of your product but also lay the foundation for sustainable success in an ever-changing marketplace. Embrace the excitement of this phase and watch your product soar to new heights! 🌟📊🚀

Collect Metrics

I'm excited to guide you through the process of collecting metrics during this phase. It's important to remember that even though your product has reached maturity, there's always room for improvement, and that's where collecting metrics comes in handy. So, let's dive in and explore why it's crucial and what action items you can take to make your product even better.

Why collecting metrics at this phase is so important:

  1. Continuous improvement: Metrics allow you to identify areas where you can enhance the user experience or streamline processes. In this ever-evolving world, staying ahead of the curve is essential!
  2. Decision-making support: Metrics provide the data you need to make informed decisions on whether to invest further in the product or consider sunsetting it.
  3. Competitive advantage: By closely monitoring your product's performance, you can identify trends and opportunities to outpace the competition.
  4. Customer satisfaction: Metrics can help you uncover user pain points and address them proactively, leading to happier, more loyal customers.

"Sounds great, where do we begin?" 

Action Items:

  1. Identify key performance indicators (KPIs): Collaborate with stakeholders to determine the most important metrics that align with your product goals, such as user retention, revenue, or conversion rates.
  2. Implement tracking tools: Utilize analytics platforms like Google Analytics, Mixpanel, or Amplitude to gather data on user behavior, engagement, and other relevant aspects of your product.
  3. Monitor and analyze: Regularly review collected metrics, comparing them against benchmarks, and identify trends or areas that require attention.
  4. Test and iterate: Run A/B tests to validate hypotheses about potential improvements and implement the winning variations. Remember, small tweaks can sometimes yield big results!
  5. Communicate findings: Share insights with your team and stakeholders through visual dashboards and reports. This ensures everyone is on the same page and can contribute to the product's ongoing success.
  6. Celebrate wins: Don't forget to recognize and celebrate improvements and milestones. This will help foster a culture of continuous learning and growth. I'm a huge proponent of retrospectives and feedback loops from the agile framworks. By keeping things in a loop, iterative and POSITIVE, we make our x-functional teams happy, inspired and ready to do more good work.


By diligently collecting metrics during the "Steady State" phase, you'll ensure your product remains a shining star in its market. Keep the good vibes going and let the power of data guide your product to even greater heights! 🌟

Optimize

Now that we've collected all those valuable metrics during the "Steady State" phase, it's time to use that data to optimize your product. After all, knowledge is power, and we're all about harnessing that power for greatness! 🚀 Let's explore the strategies and action items that will help you optimize your product as you move through iterations in the steady state.

  • Strategies for Optimization:
  • Leverage user feedback: Combine quantitative metrics with qualitative insights from user feedback, support tickets, and user testing. This gives you a comprehensive understanding of your product's performance and areas for improvement.
  • Focus on high-impact areas: Prioritize optimizations that have the most significant potential to improve your KPIs. Remember, time is a valuable resource, so make sure you're investing it wisely!
  • Iterative approach: Optimize incrementally rather than making massive changes. This will help you identify what works best and minimize disruption for your users.
  • Collaborate and align: Engage cross-functional teams, including design, engineering, and marketing, to ensure a unified approach to optimization. After all, teamwork makes the dream work! 🤝

Action Items:

  1. Set optimization goals: Based on your KPIs and collected data, identify specific targets for improvement. Make sure these goals are SMART (Specific, Measurable, Achievable, Relevant, and Time-bound).
  2. Develop hypotheses: Formulate ideas on how to achieve your optimization goals. Think creatively, and don't be afraid to challenge the status quo!
  3. Design and plan experiments: Translate your hypotheses into testable experiments, such as A/B tests, multivariate tests, or usability studies. Make sure to define your success criteria and a timeline for each experiment.
  4. Execute and monitor: Implement your experiments and closely monitor their performance. Stay nimble and ready to adapt if any unexpected issues arise.
  5. Analyze results: Evaluate the outcome of your experiments, and determine whether your hypotheses were validated or not. Learn from both successes and failures to refine your optimization strategies.
  6. Implement and iterate: Incorporate winning changes into your product, and continue to optimize as you move through the steady state. Remember, continuous improvement is the name of the game!
  7. Document and share: Keep a record of your experiments, outcomes, and lessons learned. Sharing this knowledge with your team and organization will help foster a culture of optimization and growth.

By following these strategies and action items, you'll be well on your way to optimizing your product during the "Steady State" phase. Keep embracing the power of data, and let your inner optimization superhero shine! 💥


Customer Aquisition Ideas

All ideas are dependent on the domains your company operates in and may include others. 

  • Content Marketing: Creating and sharing valuable, relevant content to attract and retain a clearly defined audience and eventually drive profitable customer action.
  • Paid Advertising: Using paid channels such as Google AdWords, Facebook Ads, and others to reach a wider audience and drive traffic to your website.
  • Influencer Marketing: Partnering with individuals who have a large following on social media to promote your brand and reach new customers.
  • Referral Marketing: Encouraging current customers to refer new customers to your business through incentives and rewards programs.
  • Search Engine Optimization (SEO): Improving the visibility and ranking of your website on search engines like Google through techniques such as keyword optimization and backlinking.
  • Email Marketing: Sending targeted and personalized email campaigns to current and potential customers to build relationships and drive conversions.
  • Networking: Building relationships with potential customers and partners through face-to-face interactions and networking events.
  • Trade shows and events: Participating in trade shows, conferences, and other events to meet new potential customers and showcase your products or services.

Assess And Evaluate


As you iterate through the "Steady State" phase, it's essential to assess and evaluate your product regularly. This ensures that your product stays relevant, competitive, and continues to meet user needs. Let's explore the factors you should consider as you assess and evaluate your product during iteration.

Assessing and Evaluating the Product:

  1. User satisfaction: Keep tabs on customer feedback, reviews, and satisfaction scores. This will help you understand how well your product meets user needs and expectations.
  2. Market changes: Monitor trends, emerging technologies, and competitor movements. Stay informed about your industry to anticipate shifts and adapt accordingly.
  3. Product performance: Continuously track your product's KPIs and performance metrics. This will help you identify any fluctuations and determine the impact of your optimizations.
  4. Technical stability: Evaluate the health of your product's technical infrastructure, including uptime, performance, and security. This ensures a smooth and reliable user experience.
  5. Feature adoption: Measure the usage of new features or enhancements to understand their value to users. This will guide your future development efforts and prioritize improvements.
  6. Cost and profitability: Analyze the costs associated with maintaining and improving your product, as well as its revenue generation. This will help you make informed decisions on resource allocation and investment.

Action Items for Assessment and Evaluation:

  1. Schedule regular reviews: Set up periodic checkpoints with your team and stakeholders to assess and evaluate your product's performance and health.
  2. Gather feedback from users: Use surveys, interviews, or focus groups to gain insights into how users perceive your product and their experience with it.
  3. Conduct competitive analysis: Regularly analyze competitor offerings to identify strengths, weaknesses, opportunities, and threats (SWOT analysis). This can help you uncover areas for differentiation and improvement.
  4. Perform internal evaluations: Engage your team in self-assessments of the product, its performance, and the processes used to develop and maintain it. This can foster a culture of continuous improvement.
  5. Evaluate partnerships: Assess your relationships with third-party providers, vendors, or partners to ensure they continue to align with your product's goals and deliver value.
  6. Review goals and objectives: As you iterate, reassess your product goals and objectives to ensure they remain relevant and achievable. Adjust them as needed to keep your product on track for success.

By considering these factors and taking these action items, you'll be well-equipped to assess and evaluate your product as you iterate in the "Steady State" phase. This diligent evaluation will empower you to make data-driven decisions, ensure your product stays fresh, and delight your users at every turn. Happy iterating! 🔄🎉

Maintain

What is our baseline approach per product?

  • Establishing a system to measure product success and making data-driven decisions. (Baseline Data) 

Stay Competitive

Some of this is gonna start sounding repetative... that's a good thing. Our theme here should be, and that's staying focused on our team and being data and customer driven, here are some thoughts on staying competitive.

In the fast-paced world of product development, staying competitive is essential for your product's long-term success. As you navigate the "Steady State" phase, it's crucial to keep an eye on the market landscape and adapt your product to maintain a strong competitive edge. To do this, you'll need to be proactive, agile, and always focused on delivering value to your users.

One way to stay competitive is by fostering a culture of innovation within your team. Encourage open communication, creative thinking, and continuous learning to ensure your product stays ahead of the curve. By embracing change and staying in tune with your users and the market, you'll be better prepared to seize opportunities and address challenges as they arise. Remember, staying competitive is an ongoing process, and your product's ability to adapt and grow will ultimately define its success.

Major Considerations for Staying Competitive:

  • Constantly monitor the market: Keep tabs on industry trends, emerging technologies, and competitor activities to stay informed and adapt your product strategy accordingly.
  • User-centric approach: Prioritize user needs and feedback, continuously working to improve their experience and address any pain points.
  • Innovate and differentiate: Focus on delivering unique value to your users, and don't be afraid to explore new ideas that can set your product apart from the competition.
  • Data-driven decisions: Utilize the data and insights gathered from your product metrics to inform your optimization and development efforts, ensuring you're making the most impactful changes.
  • Agile mindset: Embrace an agile approach to product development, which allows you to quickly respond to market changes and user needs.
  • Collaborate and align: Engage with cross-functional teams and stakeholders to ensure a unified and consistent approach to staying competitive.
  • Invest in your team: Foster a culture of growth and continuous learning, and provide your team with the necessary resources and support to stay ahead in the industry.

Customer Acquistion Ideas.

All ideas are dependent on the domains your company operates in and may include others. 

  • Content Marketing: Creating and sharing valuable, relevant content to attract and retain a clearly defined audience and eventually drive profitable customer action.
  • Paid Advertising: Using paid channels such as Google AdWords, Facebook Ads, and others to reach a wider audience and drive traffic to your website.
  • Influencer Marketing: Partnering with individuals who have a large following on social media to promote your brand and reach new customers.
  • Referral Marketing: Encouraging current customers to refer new customers to your business through incentives and rewards programs.
  • Search Engine Optimization (SEO): Improving the visibility and ranking of your website on search engines like Google through techniques such as keyword optimization and backlinking.
  • Email Marketing: Sending targeted and personalized email campaigns to current and potential customers to build relationships and drive conversions.
  • Networking: Building relationships with potential customers and partners through face-to-face interactions and networking events.
  • Trade shows and events: Participating in trade shows, conferences, and other events to meet new potential customers and showcase your products or services.


Kill

Ok Product people, lets discuss one of the most crucial yet often overlooked phases of the Product Development Lifecycle: the "Kill" phase. Now, don't let the name spook you! This phase is all about making strategic decisions to retire a product that has reached the end of its lifecycle. This isn't the end of the story—it's the opportunity to redirect resources and energy towards new innovative ideas. So let's dive in and talk about how to navigate this phase gracefully.

The "Kill" phase comes into play when a product is no longer competitive, profitable, or meeting business and customer needs effectively. It's a vital step in maintaining the health and efficiency of your product portfolio. Remember, even the most successful products have a life expectancy. When they reach the end, it's your job as a product manager to let them retire with dignity.

Action Items for the "Kill" Phase:

  • Monitor product performance: Keep a close eye on your product's performance metrics. Decreased usage, stagnant or declining revenue, and lower customer satisfaction can all be signs it's time to consider retirement.
  • Consider market trends: If your product no longer aligns with market trends or user needs, it may be time to consider the "Kill" phase.
  • Evaluate maintenance costs: If the cost to maintain or upgrade the product is exceeding its profitability or value, this is a strong signal that it might be time to retire the product.
  • Communicate effectively: It's crucial to communicate your plans to all stakeholders, including customers, internal teams, and partners. A clear communication plan can help minimize disruption and maintain trust.
  • Plan for product end-of-life: Develop a comprehensive plan for retiring the product. This includes support for existing users, data migration plans, and the decommissioning of any related services or infrastructure.
  • Learn and document: Use this as an opportunity to learn. Document the product's journey, the reasons for its retirement, and the lessons learned. This knowledge will be invaluable for future products.

Remember, the "Kill" phase is not about failure; it's about evolution and making room for innovation. So, when it's time to say goodbye to your product, do it with grace, respect, and an eye on the future. Onward to the next big idea! 🚀


Kill Decision?

The "Kill Decision" may sound a little ominous, but it's an essential part of a product's life journey. It's a strategic decision that needs careful consideration, thoughtful planning, and tactful execution.

The "Kill Decision" is all about determining if it's time for a product to gracefully bow out from the stage of the market. This decision often comes when the product's value to users or the business decreases significantly, when maintaining or upgrading it becomes unsustainable, or when the product simply doesn't align with market trends or the strategic goals of the business anymore. It's a tough call, but sometimes, it's necessary to make room for innovation and growth.

Thought Process for the "Kill Decision":

  • Assess product performance: Review your product's key performance metrics over time. Declining user engagement, stagnant or declining revenue, high maintenance costs, or persistent technical issues can be indicators it's time for the "Kill Decision".
  • Analyze market conditions: Evaluate the current market landscape. If your product no longer fits the market needs or can't keep up with competitors, it might be time to consider its retirement.
  • Review strategic alignment: Does the product still align with your company's strategic goals and priorities? If not, it might be more beneficial to focus resources on other initiatives that better serve your strategic direction.
  • Consider customer impact: How will the product's retirement impact your users? Consider their reliance on your product and potential alternatives available to them. Plan for a smooth transition to minimize disruption for your users.
  • Calculate opportunity cost: What are the potential opportunities you could seize by reallocating the resources tied up in maintaining this product? The potential for new products, innovation, and growth might outweigh the value of keeping the old product alive.
  • Decision time: Weigh all the information collected, and make the call. Remember, making a "Kill Decision" is not a failure—it's an opportunity to learn, grow, and redirect your focus to more promising ventures.

This is not an easy decision, nor a quick one. It requires careful thought, communication, and planning. But once made, the "Kill Decision" can open up a wealth of opportunities for the next chapter in your product journey. The end of one product could very well be the start of something even more amazing! 🌱🌟

User Communications

Communicating product retirement to users is a delicate task, requiring clear, timely, and empathetic messaging. How you approach this can greatly impact your users' experience and their trust in your brand.

User Communications Considerations & Approaches:

When planning user communications about product retirement, consider the following:

  • Transparency: Be open and honest about your decision to retire the product. Explain why this decision was made and how it fits into the larger strategy or goals of your company.
  • Timing: Give your users plenty of notice before the product is retired. This allows them time to adjust their usage habits, find alternatives, or make necessary arrangements.
  • Support: Provide guidance on the next steps. This might include alternative product suggestions, data migration instructions, or support contacts for further assistance.
  • Empathy: Remember that product changes can be disruptive for users. Approach all communications with empathy and a clear understanding of your users' potential concerns or frustrations.

Approach:

  • Plan your message: Draft a communication plan that includes what will be communicated, how, and when. Your message should be clear, concise, and considerate.
  • Use multiple channels: Leverage all relevant communication channels to reach your users. This could include emails, in-app notifications, blog posts, social media updates, or press releases.
  • Provide support: Ensure that a support system is in place to handle questions or concerns from users. This could be through your customer service team, FAQs, or community forums.
  • Follow up: Don’t make it a one-and-done communication. Keep your users informed about the process, any important dates, and reminders as you get closer to the product's end-of-life.


Remember, effective user communication during the "Kill" phase can turn a potentially negative situation into a positive one, reinforcing users' trust in your brand and setting the stage for future interactions. So, let's approach this with understanding, respect, and a whole lot of empathy! 🎤💬

Sunsetting

  • CONTENT COMING IN FUTURE ITERATIONS


End Of Life Plan

  • CONTENT COMING IN FUTURE ITERATIONS


Other

Here is a collection of related topics and deep dives to assist in the general framework above. If you'd like to see something added please reach out!

GTM Strategy/Process

We have already done a majority of our GTM legwork in our Consider Market Fit, and Market Fit Deep Dive sections above. The overall bulleted approach here to have covered and ready for Launch should be the following.

  • Define your target audience: The first step in any go-to-market process is to clearly define your target audience. This includes identifying the ideal customer profile (ICP) for your product or service, as well as any specific segments or niches within that target audience.
  • Conduct market research: Before launching your product or service, it's important to conduct thorough market research to better understand your target audience's needs, pain points, and preferences. This can include surveys, focus groups, customer interviews, and competitive analysis.
  • Develop your value proposition: Based on your market research and understanding of your target audience, develop a clear value proposition that articulates the benefits of your product or service and why it's unique and valuable.
  • Define your pricing strategy: Determine how you will price your product or service, taking into account factors such as production costs, market demand, and competitor pricing.
  • Develop your marketing strategy: Based on your target audience and value proposition, develop a comprehensive marketing strategy that includes messaging, branding, channels, and tactics for reaching and engaging with your target audience.
  • Develop your sales strategy: Determine how you will sell your product or service, whether through a direct sales team, channel partners, or a combination of both. Develop sales collateral, processes, and training to support your sales team.
  • Build your product or service: Develop and test your product or service, taking into account customer feedback and iterating as needed.
  • Prepare for launch: Develop a launch plan that includes a timeline, milestones, and key metrics for success. Ensure that all teams (marketing, sales, product, customer support, etc.) are aligned and prepared for the launch.
  • Launch your product or service: Execute your launch plan, including any promotional activities, events, or other tactics for generating awareness and driving sales.
  • Measure and optimize: Track key metrics such as customer acquisition, retention, and revenue, and use this data to optimize your go-to-market strategy over time.


Persevere Or Pivot

  • CONTENT COMING IN FUTURE ITERATIONS


Risk Registrar

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KPI And Metrics

There are a myriad of ways to measure success and to measure what we do, here are some. 

Keeping in mind that every product, every product team and every journey you take will require different thinking, metrics and approach - these are some helpful metrics to measure along the way. Which ones would you add? 


  • Pricing: A critical metric for determining the optimal price for a product, taking into account the value delivered to customers, competitive landscape, and target market.
  • Pay model: A KPI that measures how customers prefer to pay for a product, such as subscription, one-time fee, or usage-based model.
  • Feature mix: A metric that shows how different features contribute to product performance, helping product managers to determine which features to prioritize for development and which ones to retire.
  • Onboarding flows: A metric that measures how easily new users are able to sign up and start using a product, helping to improve the user experience and increase adoption rates.
  • User interface: A KPI that tracks how well the product interface aligns with user needs and preferences, helping product managers to identify areas for improvement and optimize the user experience.
  • Ideal customers: A metric that helps identify the most valuable and profitable customers, enabling product managers to focus on meeting their needs and reducing churn.
  • Messaging: A metric that measures how well product messaging resonates with target customers, helping to improve marketing effectiveness and increase conversions.
  • Competitor Data: A KPI that provides insights into the strengths and weaknesses of competitors, enabling product managers to make data-driven decisions and stay ahead of the competition.
  • MRR (Monthly Recurring Revenue): A metric that measures how much revenue a product generates each month from recurring subscriptions.
  • ARR (Annual Recurring Revenue): A metric that measures how much revenue a product generates each year from recurring subscriptions.
  • Activation metrics: A metric that tracks how many users sign up for a product and complete the necessary steps to start using it, helping to increase product adoption rates.
  • Engagement metrics: A KPI that measures how actively users interact with a product, providing insights into how well the product satisfies their needs and how to improve retention rates.
  • Retention metrics: A metric that measures how well a product retains its customers, helping product managers to identify areas for improvement and reduce churn.
  • Churn rate: A KPI that measures the percentage of customers who stop using a product over a given period, providing insights into product weaknesses and opportunities for improvement.
  • Bounce rate: A metric that measures the percentage of users who leave a website or product after visiting only one page, indicating how well the product meets user expectations.
  • CSAT (Customer satisfaction score): A metric that measures customer satisfaction with a product, helping product managers to identify areas for improvement and increase customer loyalty.
  • CAC (Customer acquisition cost): A metric that measures the cost of acquiring each new customer, helping to optimize marketing spend and increase profitability.
  • CLTV or LTV (Customer Lifetime Value): A metric that measures the total value of a customer over the course of their relationship with a product, providing insights into customer profitability and informing product strategy.
  • Adoption: A metric that tracks how many users start using a product, indicating the effectiveness of onboarding and user education efforts.
  • Happiness: A KPI that measures user happiness and satisfaction with a product, providing insights into how well the product meets user needs and preferences.
  • Task success: A metric that measures how well users are able to complete specific tasks within a product, providing insights into product usability and informing product development.

Data

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SWOT Method


SWOT analysis is a framework that is used to evaluate the strengths, weaknesses, opportunities, and threats of a product, service, or company. It's a simple but effective tool that can be used by Product Managers and other stakeholders to gain a deeper understanding of the internal and external factors that may impact a product or company.

Here's a breakdown of each component of SWOT analysis:

  1. Strengths: These are the internal attributes of a product or company that are positive and provide a competitive advantage. For example, a product may have a strong brand reputation or a unique feature that sets it apart from the competition.
  2. Weaknesses: These are the internal attributes of a product or company that are negative and may put it at a disadvantage. For example, a product may have a higher price point than the competition or a difficult-to-use interface.
  3. Opportunities: These are external factors that may present new opportunities for a product or company. For example, a new market may be emerging or a new technology may be developed that can be leveraged to improve the product.
  4. Threats: These are external factors that may pose a threat to a product or company. For example, the competition may be growing or new regulations may be introduced that could impact the product.

To conduct a SWOT analysis, Product Managers can use a variety of tools and techniques, including brainstorming sessions with stakeholders, competitor analysis, and market research. Once the SWOT analysis is complete, the information can be used to inform product strategy and decision-making, such as identifying areas where the product can be improved or where new opportunities can be pursued.

Glossary Of Terms

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And thus marks the end of the PDLC : I hope it gave good insight, please contact me for any additions, thoughts or corrections!

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