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Since 2006 in France and 2013 in Middle East (UAE)

10 years

130
engineers Web & Information Systems & Mobile with 25% on R&D

Mobile, IS and E-Business projects delivered

+300

+20
startups Technology partner of Start-ups including 5 subsidiaries
In Top 100 IBM WW Most Promising Solution Provider

Top 100 WW

Product Development process


Concept
(candidates
)

Minimum Viable
Product
(+ Business
Plan)

Version
2

Version N

Customer Development process

Customer
Discovery

Customer
Validation

Customer
Creation

Compan
y
Building

Customer Discovery:

Focus on Customer since Day 1


Select Market representatives and decision-makers
Listen ! Do not Sell
Ask Good questions
Get actual Commitment

Customer Validation
Validate your sales and distribution model
Confirm you product value (perception) and price

Build your MVP product as soon as you can

Your Roadmap is Strategic for communication with


Stakeholders
Get Endorsement and Moderate Investors expectations
18 months visibility to development team: steady engagement & avoid
frustration

Ensures Product Development Meets Strategic Goals


Increases Value Perception by Customers
Compensates your lack of initial features
Shows maturity with respect to competition
Allows customers early on-boarding while awaiting for their future features

Readable and Understandable


Allows capitalization

Goals-Driven and Continuously Measured


Driven from the strategic goals of the product (company)
Work Items should be planned based on goals
Execution should measured right-away against initial goals
=> Detect quickly defects (execution, estimates, optimistic assumptions, etc.)

Allow Agility and Change as Change is the only Constant


Supports various (milestone) releasing models
Deadline-driven or Scope-based

Keep Execution Focused on (changing) Customer Needs, Markets inputs and Success Metrics
Typical (Internal) Sprints of 2/3 weeks and Public releases of 3/6 months

Sprint Backlog
Tasks on which development team works
Frozen for the sprint duration
Tasks specified with few inputs
Involvement of product owner (Marketing) allows to adjust quickly of gap in perceptions

Product Backlog
Dynamic roadmap of the product
The tasks attached to product development
Fed by new requirements from customers or product owner or adjustments on (previous) sprints

Double edge weapon


Product Backlog quickly getting confusing =>
communicate using Roadmap
Strong business knowledge required and should be
made available
Quality mandatory to avoid endless redo: cross
control and automated test-suites
Clear Milestones required to have stable releases
Always (Re-) Motivating developers: communicate on
commercial successes and remind updated roadmap

1. Define 12/18-month constraint-less common vision for your Product


2. Define cadence: timeline, periodicity, deadline vs. scope releases
3. Translate Product Vision into Roadmap with convincing story => use
high-level themes with clear business goals that can translate to
measurable metrics

Example Mobile First or Increase conversion rate to 10%


Have the courage to say NO

4. Themes rather than features


(product & sprint backlog)

5. Present Themes Visually with Consistent Colors

5. Get Buy In (endorsement) continuously with stake-holders

7. Analyze performance and Arbitrate based on execution, cost, time-to-market, customer feedbacks and Marketing inputs:

Goals First, Features Second !


MVP-approach can be implemented at the theme-level (most important/impacting before)
Double-check execution based on actual metrics (performance) and initial planned goals
Take necessary corrective actions (including HR) when necessary as soon as you can

8. Update and Communicate updated (and hopefully more realistic and convincing) product roadmap

Double and Empower


Customer Support
Team