Talk: The balance between discovery and shipping
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Speaker:
Ivan Seric
Talk description
Title:
The balance between discovery and shipping
Short synopsis:
As product managers, we often wear several hats. On the one hand, we are responsible for shipping planned features together with our engineers. On the other hand, we need to figure out what we should build next. In practice, product managers can get caught up in the day-to-day shipping of features and not putting enough time into figuring out what to build next. This talk is about tools that you can use to speed up the discovery and validation of new products before they enter the development cycle.
Max size: 500 chars
Long synopsis (optional):
Introduction: I will speak about the dilemma that product managers are in as they often get lost in shipping features and not putting enough time aside for validation. The two cycles of product development: I will go deeper into the two cycles which are product validation and product development. I will also explain how those two are connected to each other and when a feature should transition from one cycle to the other. Product discovery & validation: I will shortly outline why product validation is important during product discovery because most features that are shipped fail. Product validation helps you as a product manager to reduce this risk. For this part, I like to make an example by asking who would bet their money in a casino game that gives you only a 40% chance of winning. The same applies to shipping products, why would you ship something that will fail in more than 50%? Afterwards I will go into the 4 risks that should be analyzed during product discovery which I have been using: Value risk (Product, will the customers buy it) Viability risk (Business, Can our stakeholders support it) Usability risk (Design, Can the customers use it) Feasibility risk (Tech, Can we build it ) Within the dimension, I will present tools that can be used. Who can help product managers? At the end I will also show which positions might take some weight of the product managers shoulder. For example could a product marketing manager help with identifying value risks and a product owner could help with pushing the backlog into development.
Max size: 5000 chars
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