You've been there. You are tasked with implementing a product that someone else cooked up. What do do next? Follow the spec you say? Wrong! Developing a product without this Vision is not just waste, it is bad business for you and for your customer. Before we start implementing any product we must explore it's reason to exist, what customers it benefits and ultimately how it can help your customers (not you!) make money. In this workshop we will take an example and go through a simple process that helps us explore a product idea to the point that a spec is just a reference, but the product comes alive in the minds of the team members.

1. A workshop about Product Vision: From an idea to a product you can implement! Vasco Duarte Agile EE 2010

2. Vasco Duarte @duarte_vasco http://bit.ly/vasco_blog

3. Vasco

7. The Assignment You are the Product Management group for a large mobile phone manufacturer, your competitors are trimming your margins and threatening your market share Your goal is to create a product that will turn the company around Deliverable: The Vision document for the product with at least the following: Main marketing message Device sketch Sample services (2-3) to be offered with Device

8. The Product A mobile phone and related services.

9. The workshop We will form 4 groups of 5-10 people We will go through the 8 steps in the Vision process One Flipchart is allowed for each step (no more) You may draft the Vision at each step (8 iterations for the vision) Work as a group, ask questions as you need At the end each group will present the Vision to the other groups in 3 minutes (I’ll keep the time).

10. Expected output from each step A short summary of the information you considered critical for the Vision – 1 flipchart (optional) A draft of the Vision (even if information is still missing in the early steps) – 1 flipchart

11. Overview / Steps Understand the customer space Understand the customer life/work/environment/goals Define what values are most important for the customer Define what your business is about (understand the solution space that you can influence) Define what the product tries to achieve (in customer language) Understand the competition Write the vision, include: Iterate over and over again (the A3 vision)

12. Step 1: Understand the customer space Who are your customers? Who are their customers? Which do you want to help? What do you know about this customer?

13. See report for details on the customers Target customers: 15-25 year olds in Emerging markets (India, Ukraine, Brasil, etc.)

14. Customer details, headlines Some 75% of 12-17 year-olds now own cell phones, up from 45% in 2004. Fully 72% of all teens2 -- or 88% of teen cell phone users -- are text-messagers. That is a sharp rise from the 51% of teens who were texters in 2006. More than half of teens (54%) are daily texters One in three teens sends more than 100 text messages a day, or 3000 texts a month. 15% of teens who are texters send more than 200 texts a day, or more than 6,000 texts a month. Boys typically send and receive 30 texts a day; girls typically send and receive 80 messages per day. Teen texters ages 12-13 typically send and receive 20 texts a day. Calling is still a central function of the cell phone for teens, and for many teens voice is the primary mode of conversing with parents. Girls more fully embrace most aspects of cell phone-based communication. 59% of girls text several times a day to "just say hello and chat"; 42% of boys do so. 64% of parents look at the contents of their child's cell phone and 62% of parents have taken away their child's phone as punishment. 46% of parents limit the number of minutes their children may talk and 52% limit the times of day they may use the phone. Teens who have multi-purpose phones are avid users of those extra features. The most popular are taking and sharing pictures and playing music: 83% use their phones to take pictures. 64% share pictures with others. 60% play music on their phones. 46% play games on their phones. 32% exchange videos on their phones. 31% exchange instant messages on their phones. 27% go online for general purposes on their phones. 23% access social network sites on their phones. 21% use email on their phones. 11% purchase things via their phones. Data from India: In our study ‘Making local calls’ and ‘text messaging’ were reported as the most common activities. On the other hand activities like sending picture messages, downloading or forwarding ring tones, getting news updates and making STD calls were seen less frequently. This trend remains more or less the same across gender for all functions except for “getting news updates” where boys have a tendency to use it more frequently than girls. Interlestingly “playing games” was seen as a regular activiy about 40%. --study of teenage and younger people

15. How to they work now? What do they do daily/weekly/monthly/yearly? Understand what each activity means for the user, and why it is needed For this part of the workshop, use your own knowledge of young people in the target countries. Step 2: Understand the customer’s life/work/environment/goals

16. Understanding computer users Many rely on computers for work: E-mail access, connectivity to the internet even outside the office, connectivity to the office network outside the office… Most rely on a browser to access the services they need Some do net-banking and need secure connections and secure environment Most do e-mail for communication and fun (chain letters) Some watch TV Some play games for entertainment Some play games for business (e.g. gold farming in WoW)

17. Step 3: Define what values are most important for the customer What does the customer want to achieve? What is valuable for the customer? (Maslow pyramid)

21. Step 4: Define what your business is about (understand the solution space that you can influence) How it was (how was the mobile phone business in the last 5 years?) How it is (how is the mobile phone business now?) How it may become (how may it look if “nothing” changes from now until 2015?) What it ought to be (ideal) (how *should* it look like in 2015, if your product is successful?) What you can influence What you cannot influence Don’t forget the services!

22. Example: computers How it was: Glorified type writer Made self-publishing possible (printer + text editor) How it is: A digital communication device Access to information is easy, but not personalized Computers can be used by anyone (1 family, 1 computer) How it will be: More advanced user-differentiation techniques (Artificial intelligence in the browser?) More computing power for higher-definition content (HD + 3D) How it ought to be (my dream world): Personal computing device Fits in pocket but has a HUGE screen Can influence: Form factor, price, User Interface Cannot influence: Operating System, Peripheral ecosystem

23. Step 5: Define what the product tries to achieve (in customer language) How can you help the customer? (e.g. with a mobile phone) What does your product do? HINT: it’s not about technology. If you find yourself using technological words, stop and ask yourself: why would the customer want this?

24. Example: computers Help fill-out tax forms (internet access needed) Help deliver homework to the teacher (e-mail service needed) Help customers enjoy entertainment (movie and music delivery + internet access needed) NOTE: no technology language can be used. Use *Customer* language!

25. Step 6: Understand the competition Who provides similar products? Why? What is their business model? What functionality do they make available?

26. Example: computers What are the key parts of your business? Selling machines/HW This means that all HW selling companies are competitors Selling services that run on our, and other machines This means that all service that can run in our machines (or other) are competitors What is the competitor’s business model? Example: Apple uses computers to deliver other services that are limited to their computers. Google uses others’ computers to deliver e-mail, search, etc. services What functionality to they deliver? HP delivers custom touch interfaces Acer delivers smaller laptops and long lasting batteries …

27. Step 7: Write the vision, include: Goals per customer/stakeholder for the product? How is this product different from the competition? What is the one statement that defines the product? Segment customers, focus on the right customer segment Define the stretch goals for the product (if any) Technically and Business-wise

28. Step 8: Iterate over and over again (the A3 vision) After the first version of the Vision is written only the first few steps are taken. Next we need to iterate the vision by talking to sales, customers, development, etc. The first vision document can be a two A4 paper with text, but later on you should focus that Vision into an A3 visually rich Vision. You can use annexes to the A3 Vision if you need, but you need to be able to explain the whole Vision to you and to people around you without them needing to read the annexes. The Annexes are there for detail, not for understanding the concepts in the Vision

29. Currently an Operational Development specialist at Nokia, Vasco Duarte is an experienced product and project manager, having worked in the software industry since 1997. Vasco has also been an Agile practitioner since 2004, he is one of the leaders and a catalyst in the adoption of Agile methods and an Agile culture at Nokia and previously at F-Secure. Vasco's contributions to the improvement of the software development profession can be read in his blog: http://softwaredevelopmenttoday.blogspot.com. You can follow Vasco on twitter: @duarte_vasco About the speaker: