Teague Hopkins

Mindful Product Management

User

One Simple Trick for User Centered Design

How often has your company run a focus group or usability test and generated big fat report that just sits on the shelf somewhere full of great ideas the never get implemented?

You can do all the research you need, but if you don’t use it in your decision-making process, you’d be better off not having done that all.

In order for that data in the report to get used, it must be highly visible and personally relatable. We all know what happens when the team has to seek out the results and can’t see how they relate to their work.

Enter the Information Radiator

[box type=”info” style=”rounded” border=”full”]An information radiator is a large, highly visible display used by software development teams to track progress.[/box]
Photo Credit: hugovk cc
Photo Credit: hugovk cc

One of the best approaches I’ve ever seen to achieving salience like this is a variant on the information radiators used for things like bugs fixed, bugs reported, or server uptime.

After conducting a series of recorded usability session with end users, one particularly clever usability expert I know convinced the team to let him put data from the sessions on the information radiators in the office (in this case, large monitors). Rather than reduce the users to a set of charts, he compiled the recordings of each session, edited them down to the biggest pain points, and played this highlight reel of ‘users having difficulty’ in a loop on the big screens around the office.

Every time people came in the office, they saw the endless loop of users trying and failing to use the website. Having those results staring at them every day was a great way to motivate the team to fix the confusing spots, empathize with the user, and raise the salience of usability problems to a level normally reserved for technical errors.

The Secrets of Product Management

I’ve had several conversations recently about the nature of product management and the role of product managers. One thing that kept coming to mind was an old post by Martin Eriksson, which defines the product manager as the person who sits at the intersection of UX, Tech, and Business.

Eriksson says that the role of the product manager is to:

    Image Courtesy of Martin Eriksson
    Image Courtesy of Martin Eriksson
  • assess and articulate the needs of the user,
  • understand business goals and constraints, and
  • communicate requirements and prioritization to the tech team.

That’s a good starting point, but I wanted to add a few things to that description that have come out of my conversations with product managers and the people who work with them.

UX is not UI

It’s been said before, but it bears repeating: user experience is not about the interface. It’s about the complete end-to-end experience of engaging with your company and your product. This is the part where the product manager observes the user and designs experiments to gain more insight, so that they can be the voice of and proxy for the user in internal discussions. Lean startup principles and customer development are two ways of thinking about how to collect those data and insights about what drives your customers. The product manager has to collect that qualitative and quantitative data and make sense of it in the form of a product strategy.

Vision

The product manager holds the overall vision for the product. That person must be able to guide the fine-tuning of the details without losing sight of the bigger picture of what the company is trying to build. Usually, this involves maintaining a product roadmap for internal communication.1 The goal is to help guide the team in the process of creating a high-quality product that achieves that vision without diluting that value. One of the most difficult parts of the product management role is saying no to good ideas. A lot of good ideas don’t add up to a great product. If you’re having trouble with ideas in isolation, try making it a strategic decision by choosing among choices instead of making a series of binary decisions.

All Together Now

The product manager also has an important role in coordinating between the development, design, marketing, and sales teams, as well as accounting and business development. Each of these groups speaks a different language – with different jargon and different salient variables and goals. The product manager is the ultimate cross-cultural communicator, speaking each language and translating among them. Building consensus and coordinating efforts across functions is critical to executing a strategic plan, and the product manager is responsible not only for coming up with the strategy, but also for seeing it through.

Bonus

On teams that use Agile, the product manager sometimes serves as the Product Owner, in the role as proxy for the customer or end user. While insights from the true product owner – the user – are key to setting strategy, the product manager is the one inside the building and available to give clear decisions about murky ideas. Those decisions aren’t necessarily always right, but they help the team avoid analysis paralysis.

One note here: the Scrum Master in Agile is the person who owns the Agile process. The product manager cannot effectively serve as the Scrum Master, because those roles have different priorities that often naturally involve some productive conflict, and that should remain a separate role.

Double Bonus

As the person who can most clearly articulate the problem you’re trying to solve for your customer, your product manager can be a great evangelist for your company. The fact that she has interactions with and an understanding of almost every part of the business is an added benefit. If you have a product manager who is a good public speaker, take advantage of it and put her out there. You will probably see extra benefits from giving her more time “out of the building.”

Product Manager Job Description

This got me thinking: if I was writing a job description for an exceptional product manager, what would I include? The following is my take on the skills needed to excel in this role. Feel free to commandeer this for your own purposes.

Experience with lean startup and customer development. Understand the customer, and not just by asking them what they want.

Ability to influence without authority. Much of the product management role requires coordinating among people who don’t report directly to them. Diplomacy and negotiation is a requirement, not a nice-to-have.

Previous P&L Responsibility – The product manager must understand business to the degree that he can understand the constraints, risks, and tradeoffs, and make educated bets with imperfect information.

Analytics and data – Qualitative data are great, but even more useful when they are not used in a vacuum.

Coaching technical teams – It’s critical that the product manager has some sense of what is easy and what is difficult for developers. Also required: being able to communicate what you want to the team and predict challenges the team might confront.

Technical Background – When you can speak your developer’s language (if not write it), everything goes smoother because you can skip steps by understanding technical limitations and complexities.

 

1. The internal caveat here is key. If you publish the roadmap, customers will see it as a promise instead of a flexible plan.

How to Pick a Customer Segment

Customer Service Desk
Photo Credit: nffcnnr

In a lean startup, we like to say that it is better to pick the customer you want to serve and figure out what problems they have than to come up with a solution and then figure out who needs it. Entrepreneurs following this advice often ask me how they should decide which customer to choose and whether they should worry about targeting something too narrow. Specificity is good. Picking a small segment (e.g., parents of grade school aged children in the Washington, DC area) so that you can get enough penetration to start seeing network effects is usually better than biting off a segment that is too large for you to have any real impact (e.g., parents). With regard to what segment to choose, there are a few different approaches:

  • market sizing,
  • customer development, and
  • passion.

I’m going to lay them out from most to least traditional, ending with my favorite method.

Market Sizing

This is your traditional business school approach. Find some research on the sizes of various markets, maybe take a look at which ones already have similar offerings floating around, and pick whichever market has the best combination of size and untapped potential. As a baseline, this is not a bad way to go, but I prefer focusing on either customer development or passion as a way to pick your market.

Customer Development

Form a hypothesis about which market has the biggest problem doing whatever you’re good at doing. For instance, if you’re offering an online service to help customer find places to buy widgets, ask yourself who has trouble finding information about local stores, catalogs, and places to shop. Then, before building anything, go talk to some customers in that segment and ask them about how they currently find the information that you hope to offer, and whether that method satisfies them. Don’t tell them about your solution; just see if they actually have a problem with their current solution. If they don’t, you’re going to have a hard time getting them to use your option. If your first hunch about a market doesn’t pan out, try a few more and see which one yields the most frustrated customers. Start with that market, because it will be easier to attract your early adopters if they are actively looking for a solution.

See also: The Ideal Profile of an Early Adopter

Passion

The third school of thought, and the one I most often favor, is a variant of following your passion. Let’s take as a given that, barring lottery-like success, you will be working hard on this startup for 5-10 years before you see real returns. If that’s the case, who do you want to spend that time with? Which customer segment is the one you want to spend 5-10 years talking to, learning about, and empathizing with? When you pick a customer whom you like, you’re much more likely to stick with the startup long enough to find the right formula. If, for example, you hate sculptors but love musicians, you probably already know who you want your customers to be.

See also: Your Most Important Startup Decision Comes from the Heart

This post was adapted from an answer I wrote to a user’s question on Quora.

A Better Website in One Afternoon

Photo by vincen-t on Flickr

There’s a simple experiment you can run in a single afternoon that will give you all the information you need to improve the website for your restaurant or bar. Most bar and restaurant websites are terrible. This is almost a mantra in the web design community. Running a great restaurant doesn’t require having the skills to create a great website, but a good website also doesn’t require hiring an expensive firm to design and build your site. Visual designs are time-consuming and often need some technical knowledge to carry out but you can create a perfectly acceptable visual design based on a customizable template. A great website might take expertise, but it only takes a little to take a bad website and make it good enough.

The biggest gain (and best way to set yourself apart) is not how your site looks, but how it makes the user feel. User experience (UX) matters and it’s not hard to be just a little better than your competition.

The Simple UX Experiment

  1. Recruit 5 potential customers from your local Craigslist board (offer cash or a discount or voucher for a meal at your restaurant).
    2. [box type=”tick”] Example
    Come spend 10 minutes helping us test our Thai restaurant’s website. We’ll give you a voucher for $20 off a meal to use whenever you like. Respond by email with your availability and we’ll let you know where to show up.[/box] [box type=”alert”]Don’t reveal the name of your restaurant. You don’t want people to become familiar with your website until you can watch the process.[/box]
  2. Stagger arrival times by 15 minutes to give yourself time to reset between test subjects. When your first volunteer arrives, sit them down in front of a computer and tell them the name of your restaurant. See if they can find your website on the first try. [box type=”tick”]Explain to your volunteer that you’d like them to speak their process out loud, stream of consciousness style, so that you can understand where they hit problem spots.[/box]
  3. Ask them to try to find your restaurant’s address on the website. See how much time and how many clicks it takes. Pay attention to how long they spend deciding which links to click, and see if they make mistakes or get frustrated.
  4. Ask them to find a menu on your site. See if they can find and open the menu. See if they get confused or lost if they are downloading a PDF.
  5. Ask them to make a reservation. See if they use an online reservation service (if you have one) or if they find a phone number to call.
  6. BONUS: Ask them to try each of these tasks on a smart phone or other mobile device.

Going through this process with 5 volunteers will take you less than 2 hours and only $100 (or less if you’ve offered vouchers). The insights gained from actually watching your customers struggle with your website will uncover the most common barriers that are keeping visitors to your website from becoming visitors to your restaurant. As an added benefit, even customers who succeeded at using the old website will be happier with the improved user experience. A few simple changes can make a big difference.

The Startup Primer

[box]Welcome to the Startup Primer – a collection of 55 articles about the challenges of startups. If you are launching your startup, preparing to start, or if you’re already on the way to living the entrepreneurial dream, you need to read these articles.[/box]

Table of Contents

  1. Before You Start
  2. On Founders
    1. Just for Non-Technical Founders
  3. Team
    1. Starting the Team (Co-Founders)
    2. Building the Team
    3. Keeping (and motivating) the Team
  4. Boards and Advisors
  5. Marketing
    1. Social Media
  6. Product

Before You Start

On Founders

Just for Non-Technical Founders

  • Tips For Getting Started For The Non-Technical Web Entrepreneur – http://bit.ly/juR4ZG
  • How to pull your weight as a non-technical co-founder – http://bit.ly/ne66h1
  • Please, please, stop asking how to find a technical co-founder. “You don’t find a technical co-founder, you earn one.” – http://bit.ly/j9K54Z

Team 

Starting the Team (Co-Founders)

Building the Team

Keeping (and motivating) the Team

Boards and Advisors

Marketing

Social Media

Product

Special Bonus: Equity and Funding

    This primer is not intended to be a comprehensive resource for those seeking investors but these articles should give you a starting point for exploring your options.

  • Intro to Stock and Options for Startup Employees and Founders – http://bit.ly/U5Ro6z
  • Where to Look for Different Amounts of Funding – http://bit.ly/lSsHfp

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