How do we prioritize our product backlog in Hygger.io?
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The document discusses the importance of prioritization in product management, emphasizing that a systematic approach can help startups avoid distractions and focus on impactful features. It outlines a process for gathering ideas, setting goals, and utilizing various metrics to evaluate and prioritize product features effectively. Techniques such as planning poker and lean prioritization are suggested, alongside criteria for scoring features based on their potential impact and value to users.
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How do we prioritize our product backlog in Hygger.io?
- 1. What’s next? The Art of Prioritization Alexander Sergeev Hygger CEO & Founder
- 2. 1997-2002 BSU, programmer 2003-2005 SPSU, engineering psychologist 2016 – now CEO & Founder, Hygger.io – product management tool 2017 – now Founding Partner, Cuspy.vc – startup studio
- 3. “Managing the product”- means deciding what we do to the product and then making it happen. Ryan Singer - Product Strategy at Basecamp
- 4. Distractions literally kill startups. Building stuff for the sake of building it is startup suicide. So having a rigorous and honest prioritization process for feature development is critical to controlling distraction and eliminating waste. Ben Yoskowitz – the author of Lean Analytics, investor, 500 startups mentor
- 5. The Next Feature Fallacy: the fallacy that the next feature you add will suddenly make people want to use the entire product. Joshua Porter - HubSpot UX director
- 6. 3 types of product managers • Backlog administrator – when CEO is responsible for decisions • Roadmap administrator – when stakeholders are responsible for decisions • Product manager – decisions are made by a product manager
- 7. Defining priorities is the main skill of product managers Wanna grok prioritization? Let’s move on
- 8. Our process • Formulate the company's goals for 2 months • Choose metrics according to the goals • Gather and organize ideas • Apply Lean prioritization • Arrange features scoring • Detail features and add to the queue
- 9. Our current goals • Increase conversion trial-to-paid • Separate from competitors
- 10. Our metrics Key metrics • trial-to-paid conversion Additional metrics • conversion of visitors into registrations • activations (aka AHA moment) • retention 1d
- 11. Where do we get ideas? • Customer support (Intercom, Zendesk) • Inspectlet (or AppSee for mobile) • NPS (How likely are you to recommend us to your friends and colleagues?, Wootric, Satismeter) • Product analytics (Amplitude) • The analysis of competitors (Feedly) • Interviews (cust dev, temi.com, rev.com) • Experiments and A/B testing • Reviews (App Store, Google Play, Capterra) - appfollow.io or appannie.com • UX testing • Surveys
- 12. Backlog structuring • by components (backend, frontend, API, mobile apps) • according to the field of application (UX, marketing, tech debts, bugs) • flag the most strategic and important • link insights and features to understand features relevance
- 14. What to take further into the work? • Quick Wins – “low-hanging fruits” • Big Bets – it’s better to break them down into small tasks and re-estimate them. • Maybes – fill pauses with them between large features • Time sinks – skip them
- 15. What is value about? The features get Value if they: • Improve metrics of trial-to-paid conversion (metrics movers)
- 16. What is value about? Features get Value if they: • Improve metrics of trial-to-paid conversion (metrics movers) • Assist to acquire new users (aha moment) • 1000 users visit your homepage to check out your product • 20% sign up • 80% finish onboarding • 40% visit the next day after signup • 20% visit the next week after signup • 10% visit after 30 days after signup • After 30 days, 20 users (out of 1000!) are DAUs
- 17. What is value about? Features get Value if they: • Improve metrics of trial-to-paid conversion (metrics movers) • Assist to acquire new users (aha moment) • Help to retain current users
- 18. What is value about? Features get Value if they: • Improve metrics of trial-to-paid conversion (metrics movers) • Assist to acquire new users (aha moment) • Help to retain current users • Add value to the product and separate us from competitors
- 19. Planning poker • Meet altogether • A leader takes an idea and the group discusses it • Each participant evaluates the idea according to the Fibonacci sequence • Then the Leader opens all the cards • People who put max and min explain their decision • The team tries to find consensus • Next feature
- 20. Prioritization techniques Prioritization techniques types • External & Quantitative – Kano model • External & Qualitative – Story Mapping • Internal & Quantitative – Lean Prioritization • Internal & Qualitative - KJ Daniel Zacarias (foldingburritos.com)
- 21. Features scoring
- 22. Criteria for scoring. Part 1 • Target metrics • Increases income • Helps to acquire new customers • Helps to retain current customers • Value for users • Strategic value – does not provide now, but later will help with it • Is it possible to solve the task within available functionality • Strong innovation • Many competitors have it
- 23. Criteria for scoring. Point 2 • Is needed for many users • How often is needed • Time and cost of development • Time and cost of implementation • Confidence in success • Expectation according to Kano • Desired according to Kano • Delighting according to Kano - wow-effect, value for PR • Improves code (facilitate refinement and support) • pirate metrics
- 24. Results • The degree of influence of intuition in decision-making has been decreased
- 25. Results • The degree of influence of intuition in decision-making has been decreased • Return HIPPO (highest paid person’s opinion)
- 26. Results • The degree of influence of intuition in decision-making has been decreased • Return HIPPO (highest paid person’s opinion) • Strategic indicators are growing steadily
- 27. Results • The degree of influence of intuition in decision-making has been decreased • Return HIPPO (highest paid person’s opinion) • Strategic indicators are growing steadily • Our customers get more value per unit of time
- 28. Results • The degree of influence of intuition in decision-making has been decreased • Return HIPPO (highest paid person’s opinion) • Strategic indicators are growing steadily • Our customers get more value per unit of time • The team understands WHY we are creating specific features
- 29. Results • The degree of influence of intuition in decision-making has been decreased • Return HIPPO (highest paid person’s opinion) • Strategic indicators are growing steadily • Our customers get more value per unit of time • The team understands WHY we are creating specific features • Minor ideas are being hide and do not irritate. Anyway, 80% of ideas will never be realized.
- 30. Thanks for your attention! Let’s get closer How to learn to be happy?
Editor's Notes
- #2: Всем привет! Меня зовут Александр Сергеев и сегодня я расскажу о том, как мы выбираем фичи для разработки.
- #4: Управление продуктом состоит из трех больших блоков - user research, планирование и execution. На стадии планирования мы лепим образ будущего продукта. И очень важно использовать такие материалы, которые улучшат показатели нашего продукта, его прибыль, его UX и так далее. И не будем кривить душой - я думаю что многие продакты кайфуют от такой лепки - от возможности влиять на то каким будет продукт.
- #7: Marty Cagan выделил три типа менеджеров продукта. Задача Backlog администратора просто аккуратно сложить все хотелки CEO и ничего не потерять. Roadmap администратор уже может что-то предложить сам, но решает все равно группа стейкхолдеров. И только последний третий тип - может принимать решения самостоятельно. Вот именно таким менеджерам и пригодится мой процесс. Если вы менеджер другого типа - меняйте работу, потому что изменить mindset CEO очень сложно )