Slides Alberto Simon recently used in his discussion w/ mentees of The Product Mentor. Synopsis: The best techniques on avoiding pitfalls such as over scoping, missing key use case coverage, ability to test measurably when building a new product or feature. It will include some tips and guidance on how to select what's truly critical for version1 and building it in a reasonable timeframe. The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People. Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community. http://TheProductMentor.com

1. Building v1 Efficiently
Alberto Simon

2. About me:
• 10+ years of product management
• Variety of industries including: Finance, Health, Advertising,
Social
• Have led multiple products from idea to market
• Start-up experience as head of product and co-founder, most
recent:
• Payability: fin-tech start up https://www.payability.com/
• Started 4 years ago
• 35+ employees
• Profitable
• Currently raising series A Funding
• Masterworks: art/investment platform
https://www.masterworks.io/
• Sell fractional ownership in high end art as investments
• Started August 2017, beta launch May 1st
• Strong advocate for process that increases efficiency and
optimizes value add to a company
Improve Cash Flow - Financing for Amazon
Business
PAYABILITY | FINANCING FOR AMAZON BUSINESSES
Masterworks: Own a piece of history!
MASTERWORKS

3. Framework
Define Product/Feature
Implement Process
Measure Progress
Deliver
Test and Refine

4. Assumptions prior to building
• Product has been researched and confirmed to be needed
• A solid hypothesis that is testable and measurable has
been established for the product or feature
• Stakeholders have given approval to build
• Ability to build proper team to proceed is available

5. 1: Defining the Product
1. Make sure its enough for customers to
actually want it.
2. Architecture should be a part of this initial
spec.
3. Include only critical features
4. Prepare document that is legible by all team
members

6. Don't forget to:
• Remember that your product needs to still
be Viable!
• Get second opinions on the architecture
prior to any dev
• Do multiple passes at cutting unnecessary
features
• Time box the defining phase

7. 2: Implement Process
1. Select trusted tools to establish a process
that will allow you to:
1. Estimate work scope
2. Write clear tasks that are deliverable and
measurable
2. Accountability is the key to any process and
so you must assign leads to every relevant
section
3. Consistency and adherence to process is
paramount, set regular meetings and
progress checks.

8. Be careful to not:
• Let the process become the product!
• The process should allow your team to deliver on time and
with the needed quality not be a hinderance
• Fail to be an exemplary person of the process.
• Many times product managers do not adhere to their own
process and it makes the team wonder what the point is
• Let the tools you choose be beyond the importance that they
should be.
• Be flexible and let your team suggest the tools they prefer.
• A good product manager should be able to work with any
tools and adjust accordingly
• Blame the process if milestones and deadlines are not being
hit.
• This causes a loss of confidence in both you as a product
manager and the process itself

9. 3. Measure Progress
1. Find software to help you manage the following categories:
1. Idea clarification and collaboration
2. Team communication
3. Task management
4. Design workflow
2. Take the time to plan how the tools will be used as to not
convolute the use of the tools and cause confusion.
3. Only use the necessary things and do not try new tools just
because they are "hot right now"
4. Present to the team the tools and reasons as to why they were
selected and allow team to suggest alternatives

10. Alberto's Favorites
• Google Docs
• The new easiest way to collaborate on
ideas and clarifying tasks
• Slack
• Fun and pain free team communication
• Pivotal Tracker
• A great balance of workflow out of the
box without excessive features
• Design
• Zeplin for design review with Sketch
• Invision for wireframes and prototypes

11. 4: Deliver
1. For version 1s of products or features, its always key to shorten
the iterations to maximize productivity
1. This does not mean to not do complex tasks but they
should be broken out into chunks which can be delivered
fast
2. This allows quick change of direction as is often needed on
these types of efforts
3. Single week sprints help in this or at most two week
sprints.
2. Having clear but realistic deadlines for the product launching
is key as it helps everyone have their eyes on the prize.
1. It is worth noting that the deadlines should be REALISTIC
while still being ambitious.

12. 5: Test and Refine
1. No product or feature is every truly done
• Have a plan on how you will test
• Plan on refining iteratively
2. Resist temptation to take initial feedback and hurrying to
change the product before gathering sufficient amounts and
analyzing it with your team.
3. Work to instill a test and repeat mentality on your team and
company
1. This is harder than it appears as tests need to be
measurable and results have to be meaningful
2. Picking the right KPIs is critical for this

13. As a product manager, you should:
1. Be a persistent champion for the process that is utilized
2. Be the person that can take on the tasks that others may find
tedious
3. Be the person that people trust to clarify anything that they
have a question on
4. Be the demanding but also understanding driver of progress
5. Be the person that keeps everyone focused on delivering a
product that is needed and usable by customers
6. Not be the team member that blames other parts of the team
for missed deadlines
7. Not get caught up in the minutia of everyday tasks causing
you to not be there when your team members need you
8. Not use meetings to explain why you aren't always around or
available