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Prioritizing Features


Fritz Mueller
Director of Product Management
Prioritizing

 What gets done
   Gather Requirements
   Prioritize
   Write the Plan
 How it gets done
   Defending and selling the plan
   If you cannot defend the plan, the priorities will
   get changed.


                              Fritz Mueller
Prioritizing

The Ideal – Do all positive Net Present
Value (NPV) projects.
Reality – What rules do you use to decide
on the tradeoffs




                            Fritz Mueller
Sources of Input
                 Customers
    Long Term                     New
      Fixes                    Technology


                  Embattled                    Competitors
Support
                 Prod. Mngr.


     Cool                           Engineering
    Features      Sales



                               Fritz Mueller
Rule #1 – Identify the
Customer

Identify the customer or else:
  You will only listen to the vocal customers
  You will define too broad a group of customers
  You will not solve anyone's problems or needs




                              Fritz Mueller
Rule #2 - Categorize
            Big Payoff       Little Payoff



 Easy            1                   2
                               Generates
                               Momentum



Difficult       3                   X
               High
               Risk


                         Fritz Mueller
Rule #3 - Balance
Frequent Customer Requests
Press
Competitive Response
Engineering Ideas
Long Term Architecture Issues
New Technologies
Support
Development Costs


                                Fritz Mueller
Optimal Balance

 You have to balance so what is the optimal
 balance?
   Most common requests
   Press Demo Features
   Competitive Response
 Lifecycle of Product
 Target Market



                          Fritz Mueller
Rule #4 – Disruptive Change


While you are refining the product some
else is redefining the space.
Be the first to sound the alarm and state a
response plan with a reasonable first step.




                          Fritz Mueller
Customer Input Risks

 What customers ask for and buy are
 different
 Understand why do customers stay with
 you
 Technical vocal minority vs. silent majority




                          Fritz Mueller
Causes of Confusion


 If you cannot decide on a plan then.
   Too diverse a customer set or not sure who
   the customer is.
   Not confident about defending the plan
   Market is changing
   You saturated the market




                           Fritz Mueller
Handling Confusion

 If you cannot decide on a plan then.
   Too diverse a customer set. – split the line and
   segment the market or focus.
   Not confident about defending the plan – talk
   to more customers
   Market is changing – new product line needed
   or company must change
   You saturated the market – expand the
   definition of the market you are in.
 If you still cannot decide then the company
 may be in trouble and have no safe
 direction
                             Fritz Mueller
Rule #5 –Don’t Forget the
Basics

 Who is the customer?
 What do they value?
 Is the product consistent with the
 marketing plan?
 Is the product consistent with the
 corporate strategy?
 Don’t go into a market half way. Do go in
 one step at a time. (Honda)


                          Fritz Mueller
Implementing the Plan


 The biggest problem is defending your
 plan because any plan you come up with
 will be questioned.




                        Fritz Mueller
Rule #6 – Sell the Plan

You will never make everyone happy.
Since not everyone is happy you need to
convince everyone that you have the best
possible plan and any other plan would be
worse.




                          Fritz Mueller
Interested Parties
            Sales,
           Customers
Senior
Mngmt.                              Eng.




            Prod. Mngr.




                          Fritz Mueller
Selling the Plan
Senior Management
   Q: Why are we doing …?
   A: Strategic answer
Sales
   Q: When do we get…?
   A: The most requested features are … and we are
   working on them.
Engineering
   Statement: I am going to build…
   Response: Customers don’t want it or they won’t pay for it
   or it will take too long to build.
Customer
   Q: Why should I care about…?
   A: It will solve a huge problem for you.
                                      Fritz Mueller
Senior Management
This is our customer…
This is why they buy…
This is where the market is going…
This is why we will win…
Therefore the product plan has these
features…




                           Fritz Mueller
From PM to CEO

Successful corporate strategy            Corporate Strategy
is built from the bottom up.



                    Product Strategy




Customer Requests


                                       Fritz Mueller
Summary

 #1 - Identify the Customer
 #2 - Categorize
 #3 - Balance
 #4 - Watch Disruptive Change
 #5 - Basics
 #6 - Sell the Plan


                          Fritz Mueller

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Prioritizing Feature Requests

  • 2. Prioritizing What gets done Gather Requirements Prioritize Write the Plan How it gets done Defending and selling the plan If you cannot defend the plan, the priorities will get changed. Fritz Mueller
  • 3. Prioritizing The Ideal – Do all positive Net Present Value (NPV) projects. Reality – What rules do you use to decide on the tradeoffs Fritz Mueller
  • 4. Sources of Input Customers Long Term New Fixes Technology Embattled Competitors Support Prod. Mngr. Cool Engineering Features Sales Fritz Mueller
  • 5. Rule #1 – Identify the Customer Identify the customer or else: You will only listen to the vocal customers You will define too broad a group of customers You will not solve anyone's problems or needs Fritz Mueller
  • 6. Rule #2 - Categorize Big Payoff Little Payoff Easy 1 2 Generates Momentum Difficult 3 X High Risk Fritz Mueller
  • 7. Rule #3 - Balance Frequent Customer Requests Press Competitive Response Engineering Ideas Long Term Architecture Issues New Technologies Support Development Costs Fritz Mueller
  • 8. Optimal Balance You have to balance so what is the optimal balance? Most common requests Press Demo Features Competitive Response Lifecycle of Product Target Market Fritz Mueller
  • 9. Rule #4 – Disruptive Change While you are refining the product some else is redefining the space. Be the first to sound the alarm and state a response plan with a reasonable first step. Fritz Mueller
  • 10. Customer Input Risks What customers ask for and buy are different Understand why do customers stay with you Technical vocal minority vs. silent majority Fritz Mueller
  • 11. Causes of Confusion If you cannot decide on a plan then. Too diverse a customer set or not sure who the customer is. Not confident about defending the plan Market is changing You saturated the market Fritz Mueller
  • 12. Handling Confusion If you cannot decide on a plan then. Too diverse a customer set. – split the line and segment the market or focus. Not confident about defending the plan – talk to more customers Market is changing – new product line needed or company must change You saturated the market – expand the definition of the market you are in. If you still cannot decide then the company may be in trouble and have no safe direction Fritz Mueller
  • 13. Rule #5 –Don’t Forget the Basics Who is the customer? What do they value? Is the product consistent with the marketing plan? Is the product consistent with the corporate strategy? Don’t go into a market half way. Do go in one step at a time. (Honda) Fritz Mueller
  • 14. Implementing the Plan The biggest problem is defending your plan because any plan you come up with will be questioned. Fritz Mueller
  • 15. Rule #6 – Sell the Plan You will never make everyone happy. Since not everyone is happy you need to convince everyone that you have the best possible plan and any other plan would be worse. Fritz Mueller
  • 16. Interested Parties Sales, Customers Senior Mngmt. Eng. Prod. Mngr. Fritz Mueller
  • 17. Selling the Plan Senior Management Q: Why are we doing …? A: Strategic answer Sales Q: When do we get…? A: The most requested features are … and we are working on them. Engineering Statement: I am going to build… Response: Customers don’t want it or they won’t pay for it or it will take too long to build. Customer Q: Why should I care about…? A: It will solve a huge problem for you. Fritz Mueller
  • 18. Senior Management This is our customer… This is why they buy… This is where the market is going… This is why we will win… Therefore the product plan has these features… Fritz Mueller
  • 19. From PM to CEO Successful corporate strategy Corporate Strategy is built from the bottom up. Product Strategy Customer Requests Fritz Mueller
  • 20. Summary #1 - Identify the Customer #2 - Categorize #3 - Balance #4 - Watch Disruptive Change #5 - Basics #6 - Sell the Plan Fritz Mueller

Notes de l'éditeur

  1. The how is more important than the what or you will have fights and confusion.
  2. This formula actually helps because it helps keep everything in perspective.
  3. There is confusion because there is so much info flowing in and everyone wants someone to make sense of it all.
  4. This has to be first because everything starts with it.
  5. 1 - This is an easy starting point. 2 – sometimes it is the dumb little things that make a sale. 3 – the never ending engineering project
  6. What you do – must balance to some degree
  7. Always watch the edges of the market place for some crazy new idea. Read the book “innovators dilemna” NetManage and the web browser
  8. Examples: Why didn’t we just end up with a better DOS? That’s what happens if you just listen to customers Cars – why does someone buy a BMW, and stay with it. People are buying a lifestyle, not transportation The vocal minority are not always the right ones to follow
  9. Something is wrong if you cannot decide. It should be fairly clear. “ You are not always right but you were never confused”
  10. Your response to the confusion. Xerox ran into a market change, full service brokerages saw market change Novell ran into market size issue
  11. This is the foundation you always need to return to. You can find yourself slowly deviating from these and suddenly you are lost.
  12. The how is more important than the what or you will have fights and confusion.
  13. You have to answer to different opinionated groups
  14. How you defend your plan depends on who you are talking to. No plan is any good unless you can defend it.
  15. The most difficult is senior management. You can’t be VP until you can answer these persuasively. Your answer can change every 3 months. Your answer cannot be the surface level answer to these questions.
  16. This is the opposite of what most people imagine. Since the product manager is closer to this than the CEO you are in the best vantage point to drive corporate strategy.
  17. Examples: Cars – why does someone buy a BMW, and stay with it. People are buying a lifestyle, not transportation The vocal minority are not always the right ones to follow