#productcamp

Как в Яндексе выбирают метрики для проектов?

Выбрать главную (ту, которую хотим растить)  и дополнительные

Построить иерархию

За каждую метрику есть ответственный. На их основе оценивать фичи: как растут/падают. Если падают метрики верхнего уровня, а нижнего растут, всё плохо.. 

Иногда иерархию нужно пересматривать. Раз в полгода, например.

Как на их основе выбирают, какие продукты делать?

1. Набросать список проектов и оценить в размерах одежды

2. Оценить детально стоимость разработки и внедрения

3. Оценить уточнёно ожидания с учётом прошлого опыта, данных аналитики и мнений экспертов.

Планируйте исследования до начала разработки. Сбор фидбека — часть разработки и продвижения. 

Можно проводить на любой стадии: закрытое, открытое тестирование, релиз, но опрашивать один на один. Любой опрос запускать не в первый день.

Делать правку на то, насколько выборка репрезентативна  Также рассматривать аудиторию с разным опытом.

Люди обычно не дают резкие оценки, поэтому рассматривать обновление по частям, а не понравилось/нет вообще.

Перед опросом составить профиль респондентов: профиль (возраст, опыт) мотивы (почему участвуют), какую версию тестируют.

Закрытое тестирования для небольшой выборки.  В анкете — блоки открытых вопросов с полями для комментариев. Во время такого тестирования можно изучить:

что доработать

выбрать версию

найти баги

определить барьеры

какие возможности не предусмотрел разработчик

Открытое тестирование для всех. В анкете — закрытые и открытый вопросы с полями для комментариев.  Можно узнать:

как воспринимают обновление

какие есть серьёзные барьеры

какой контент неприемлем

#pcamphki @therttua keynotes about his lean #prodmgmt experience @Rovio video entertainment platform pic.twitter.com/xkHVAhSUeW

— Brainmates (@brainmates)

5. huhtikuuta 2014

What is product management? – I might sound like a silly question, but I haven't found a simple yet comprehensive answer for it. Typically the definitions are something like "combination of UX, tech and business" but they don't help you in becoming better at product management. Other sources have long lists of what qualities good or "rock star" product managers should have, which often aren't very actionable. I think the community would benefit from a coordinated effort to try to understand what behaviors make a great product manager and how you can learn to do them.

“Guns don’t kill startups. Features do.” - @therttua

— Ash Maurya (@ashmaurya)

5. helmikuuta 2014

"Guns don't kills startups – features do!" – chasing features, instead of having a very specific Unique Value Proposition (UVP), risks running out of resources (both in startups and big companies)

"Guns don't kill startups, features do!" @therttua at #pcamphki

— Kjell Lauren (@klauren69)

5. huhtikuuta 2014

What is Lean? – about reducing waste, sure, but only in order to increase flow. Read more about Taiichi Ohno's concept of Flow vs Waste. here: http://www.slideshare.net/EmielVanEst/did-toyota-fool-the-lean-community-for-decades

Flow != coding stuff, it is about creating value for the customer @therttua at #pcamphki

— Kjell Lauren (@klauren69)

5. huhtikuuta 2014

Flow != coding stuff – typically, especially in bigger companies, we're used to thinking about flow in terms of SW dev productivity .. however, the flow we should care about is the flow of value to the customer. After all, the flow of customer value is often directly associated with cash flows as well. Thus: flow of customer value keeps your project alive.

Flow is about creating true value between ur customer & ur company, NOT feature chasing or building products @therttua

— Brainmates (@brainmates)

5. huhtikuuta 2014

Eliminating waste is relevant only in the context of flow – this comes back to Taiichi Ohno's point about focusing on value and eliminating waste in order to increase flow.

Getting the value to flow – how do you do it? This is something that doesn't have the "right answer" but there are many approaches to this. Mine is:

Build something that your customer wants (in line with Paul Graham)

..and wants to pay for (or you're fighting an uphill battle)

..a product that's 10X more engaging than the competition (because as a startup you have much less resources for promotion and sales compared to your corporate competition, and

Focus!

So how do you know where to focus on? My short answer is: customer insight. Understanding your customer intimately helps you understand their model of the world and thus you can use your intuition to come up with solutions that resonate even if the customer herself cannot articulate it in advance.

Customer development (qualitative customer understanding, http://www.slideshare.net/venturehacks/customer-development-methodology-presentation) combined with Lean Startup (build-measure-learn, http://theleanstartup.com/) – my suggestion for a starting point in building customer understanding as a Lean Product Manager. My question to you is: "could you test if a product will resonate before building it?"

Tools discussed:

Business Model Canvas (http://www.businessmodelgeneration.com/canvas)

Lean Canvas (https://leanstack.com/)

The Customer Factory (https://www.youtube.com/watch?v=5iq3xDul0JY)

Startup Metrics for Pirates: "AARRR"(http://www.slideshare.net/dmc500hats/startup-metrics-for-pirates-long-version)

Cohort metrics & Innovation Accounting (https://www.youtube.com/watch?v=gU3MZXW3uXw)

Visualizing experiments: The Lean Stack (http://practicetrumpstheory.com/2012/06/the-lean-stack/) or the Lean Startup Machine Validation Board (https://www.leanstartupmachine.com/validationboard/)

The A3 thinking process / the A3 report (http://sloanreview.mit.edu/article/toyotas-secret-the-a3-report/)

..or Ash Maurya's version of it, the Experiment Report (http://practicetrumpstheory.com/2012/06/the-lean-stack-part-2/)

Models for self-organizing teams: Holacracy (http://www.forbes.com/sites/stevedenning/2014/01/15/making-sense-of-zappos-and-holacracy/) or Agile Squads (http://blog.crisp.se/2014/03/27/henrikkniberg/spotify-engineering-culture-part-1)

Lean is about thinking and culture, not about tools! @therttua #pcamphki

— Kjell Lauren (@klauren69)

5. huhtikuuta 2014

And finally: Lean is above all a philosophy, a way of thinking, and adopting lean is about culture, first and foremost. The associated tools might help, but they might also do harm if focused on in a too fundamentalistic manner. 

  <blockquote class="twitter-tweet" lang="fi"><p>Flow != coding stuff, it is about creating value for the customer <a href="https://twitter.com/therttua">@therttua</a> at <a href="https://twitter.com/search?q=%23pcamphki&src=hash">#pcamphki</a></p>— Kjell Lauren (@klauren69) <a href="https://twitter.com/klauren69/statuses/452339879490646016">5. huhtikuuta 2014</a></blockquote> <script async src="//platform.twitter.com/widgets.js" charset="utf-8"></script>

"There is no right or wrong, there's continuous learning!" @therttua #pcamphki

— Kjell Lauren (@klauren69)