Hello, dear students, dear colleagues. So let me present to your attention the second part of product management basic course.

And in that part, we're going to talk to you about the product management frameworks. What does it mean? Why we need to use them? What kind of sense of frameworks, what kind of types of frameworks we have in our practice? So as usually, I'm Elizabeth Kibmitra,

Levee National Polytechnical University, and also chief business analyst at a pump company. And I want to start my speech part from product management model, practical usage. As you can see, guys on the screen, we have some kind of ideas in the left part

that describe the effective product management and effective product management criterias. Yep. So what we have effective product management is a critical to success of any product development process. Why this is the first criteria.

Why? Because as you know, from the first lecture that product management approach does not appear from the scratch. This is an evolution, evolutionary way to go from manufacturer oriented business style

to the customer oriented economic model. And that is why we want to maximize our value, value that we are going to transfer to our clients. And this statement means that product management must be methodical in their approach.

Why? Because if we can say, or can identify the product management as a process, this process consists some steps, this process based on some logic, we need to describe this logic somehow. And the way of this description,

we can say the equal to methodical approach. And why we need to use some kind of models or approaches in our practice. And we have two reasons here in the right part of this slide to ensure that everything to be done

matches the needs or pains of the customer. This is the first reason. And the second reason, the resources are optimally used. So we need to earn the money. We need to produce some things and launch some things at the market.

And we need to go to the market. We need to understand market. So that is why the first principle that we need to understand in product management model practical usage question, would we need to create approach to make sure that everything is done and match the needs or pain points of the customer.

And the second aspect is about the resources, that resources are optimally used. Because we live in this situation with non-limited needs and limited resources. And that is why the main point

for each product development, for any kind of product development, we are aligned in the question of our resources limitation that we have in our projects. So we need to be aware that we going to use our resources in optimal way.

So that is why we need to create, we need to identify some kind of product management model. We can use the board framework. So frameworks can help us with product management methodology, providing both comprehensive and objective process

for things such as opportunity evaluation, prioritization and requirement definition. Because guys, as you remember, just kind reminder from my side, from the first part of our lecture, we talked a little bit about the requirements identification. And we need to collect the whole information,

how our product should look like in the future and what kind of expectations we're going to cover from customer side and from development team vision side as well.

That is why this is methodology. Why? Because methodology basis means for us some kind of ideas level and some kind of these ideas realized level or these ideas making level methods that we're going to use in our work. So let's go forward

and review product management framework definition. So again, this is defined process for product teams to make strategic decisions. As you can see, prioritize features and backlog items and discover product ideas or problems. So four parts united in that definition,

strategic decisions, prioritize features, backlog items, creation and management, and discover product ideas or problems that should be covered or resolved. So all these things united with some actions, actions that we're going to make by ourselves

as a product managers and with the team together to produce the best results than we ever can make. So product management framework types that we have in practice. The first one is strategic frameworks

that are designed to help the product managers gathering the data, analyze problems, revise their product strategy and make decisions for the future of the product. The second one is prioritizing framework that help your team determine the order in which work on features and backlog item.

And the last one is discovery framework that aid the discovery process, which can include exploring new opportunities for the product, validating ideas and solving problems. So as you can see guys, all of these things equal methodologies, yeah?

And in our product management practice, we're going to have the list for each category, the list of frameworks for each category. And I will provide the useful links at the end of these materials. And you're going to investigate by yourself a little bit more about specific

of the whole framework lists. But right now let's cover a couple of them. And I want to present to your attention the most popular and most productive product playbook framework. So why playbook? Because these principle were taken from the sport area,

actually from baseball area. And the main idea is to unite and unite all kinds of activities in some groups, as you can see on the screen in that model and divide these groups into two big categories,

discovery activities and delivery activities. Why we should do that? Because we need to be precise, precise with iteration approach to fulfill and create information related to the product value,

the composition and creation. As you can see in the bottom part of this framework, we have three categories. First is earliest testable product. The second category is earliest usable product equal to MVP, minimum viable product level. And the last one earliest lovable product.

So this product that go into the market actually, and we launch our activities and go forward with them with our product at the market. And we need to concur the market with that product,

with earliest lovable product variant. So what kind of group of activities we have in discovery part? Identify value opportunities. So customer discovery, data analysis,

market competitor research, product vision document, Moscow and non-negotiable techniques. All these things just provide the ability to identify in product idea the best value opportunities. The next step is a step related

or just group of activities related to brainstorming solutions, activities. So Lean, UX, Canvas, design springs, solution document and T-shirt sizing. The next category is validate solution,

prototyping, design spring, wizard, concierge, landing page. So all these things we need to use to create their vision for earliest testable product. After that, when we're going to have some kind of vision about earliest testable product,

some zero basis, we go into delivery process. Why it is so important for us and to divide all kinds of activities into big parts, discovery and delivery part, because we want to concentrate our attention

and to save our efforts and resources. We are going to save them when we have the clear vision on product. That is why we are just avoiding some kind of duplications in the future

in delivery process to rework something iteratively. Because discovery phase just help us to concentrate our attention on the most valuable parts in our product. So this product playbook framework just has an idea.

Discover the customer value and deliver on that value. So we need to concentrate our attention only on such things that are valuable for our clients. And these activities that related to the discovery parts,

they are collected with some logic of their usage. So that is why guys, please be aware about that part and the main result to get the basis of earliest testable product. After that, our team can imagine what should be done exactly.

So that is why in delivery part, we have again, three groups of activities, scope and estimate, execute and measure and iterate. So in the first group scope and estimate, we have story mapping. This is some kind of technique to prioritize our features, due to their value, et cetera, et cetera.

Event storming, design ready, release plan and spikes. In the next part execute, we have story backlog, three amigos exercise, backlog refinement exercise, spring planning exercise, accepting criteria usage as a tool, as a business analysis tool and product owner tool as well.

So measure and iterate what kind of activities this group contains. Customer interviews, A-B testing, data analysis, internal review and dartboards. So you can see guys that first two groups scope and estimate and execute this part of activities

in delivery process helps us to get the earliest usable product that equal to MVP. And the last group of activities measure and iterate, they will help us to provide the maximum value

in our product development process. So maximize value and just polish the product functionality to make this product suitable as much as possible to client needs. In that case, our clients or customers

going to buy our product. Let's go forward. So as I mentioned before, discovery consists of defining the problems, brainstorming solutions, validating solutions with testable product. Once a feature clears discovery, it moves to delivery.

So which is made up of three more steps, scope, execution and measurement. And all the things consist one iteration. Actually, what does mean on practice our, our three parts of our product in that framework.

Earliest testable product, the testable product is the fastest way to get data on idea. Sure, we're going to validate that based on information that we're going to receive from this stage. So as not to spend too much time developing an MVP,

because MVP is really a big bunch of work, yeah? So that is why we have some kind intermediate step where we can validate everything and just provide some kind of understanding on product level to our team what should be done. So the earliest testable product might be something

as simple as a fake door test. What does it mean for us earliest usable product? A usable product is an actual product that early adopters will use without being incentivized. At this stage, the product has baseline functionality and make lack delight,

but the purpose is to collect data and feedback. Typeform is trying to figure out whether it worth putting the more hours into development the full product. This is a key idea of the earliest usable product. And earliest lovable product,

this is a product that customer will love because this product will be shaped very precise and or precisely and provide the best value to our customers in compare with MVP. They will tell their friends about it and they are willing to pay a premium for it.

It's still not 100% finished, but it's the closest thing to a finished product at this stage. So breaking down your MVP into bite size pieces will help you to get feedback and data

during over every step of the process. That way you can use a much more measure and testable approach to deliver in something your customer want. So the main idea of playbook framework is to provide the concrete steps

to go with the small efforts with some kind of our product variations or variants to our product development team and after that to our customer. So we going to save the efforts because on each stage of this product development,

earlier testable product, earliest usable product, earliest lovable product, we're going to save the efforts and we have a chance to correct our actions. So in that case, we're going to save our resources and we're going to optimize our actions and results.

And that's all about the playbook framework. So please go ahead with that and just, I want to recommend to you to investigate these activities mentioned in that product playbook framework by yourself

and deep dive in that. And I think that you're going to have much more value. Right now we reviewed the general sense, the general idea of this framework. So another type of frameworks. We also have some kinds of frameworks

that are based on different ideas or different. So the first framework is experimentation framework. We can say Spotify test and measure to deliver an exceptional experience.

So what is the main sense of this framework? Squads or this is a synonymous of the word teams consists of six to 12 employees who have the freedom to work in whatever way suits them best. So squads has some kind of autonomy

that allows different groups within the company to work on the projects that make the most sense for them. So it means that we're going to optimize the value of the products when we group in the people by their interests.

So just be sure that we also have some kind of general product frameworks, framework as a Spotify model. So the second one is Amazon approach, product management by working backward. So this framework, as you can see guys,

were created by Jan McAllister explain this approach in a Quora threat. What does it mean? Amazon starts, Amazon as a company, starts any new product by explaining precisely

that what they hold customers at the media will say then they get their hands on it. So this company provides the behavior when doesn't start by outlining in new products

intended features or capabilities. So this is the main sense of, this is the main idea of this framework, the main sense of this framework. At this point, they focus on the customer reaction they are hoping to elicit. So you can see guys, this framework means for us,

the closed relationship behind the customer and the company. When a product manager has an idea for a new product or product feature, they write an internal press release that announced the finished product. No one may have done any development

on the idea at this stage. They go in to collect the reactions and only after that, they go into development process. They go in to make decisions, what should be done exactly. So this also is great approach to optimize the value around the value around product features

or for product features. Next framework, just make the, just have the name customer obsession. How go-go wins fixation on customer problems is a big advantage go-go win was Hong Kong first unicorn.

So unique company. Their current approach to product management come from their obsession with the finding customer problems. So again, another idea to get the focus on the customer needs, customer pains, first of all pains.

So go-to-go won structures, its product teams into one of nine business objectives. So each team work on a single objective which allows employees on each team to get a deep understanding of their goals. So they're going to use effect of intention concentration,

maximize this process. They structure product discovery based on their pillars. So user interviews, sales interviews, and usage data. Product managers spent a lot of time talking to the user and listening on sales calls.

Their goals is to get the most in-depth understanding of their users as possible. They also might use data to see where inefficiencies exist and based on that information, they going to develop the best solution

to address each problem area. So the main idea of this framework is to concentrate attention and to concentrate action to provide the best fit of solution or to provide the best fit of proposed solution

to resolve concrete customer problems or concrete customer pains. The next framework is eight step framework for product growth by Sylvia Engi. This is inventor of this framework. So this framework, the main idea of this framework

is define concrete steps of product grow and some kind of accents for each step. So the first step, stage your company. Know what stage your company is at. Where are you trying to launch your first MVP?

Trying to get product market fit, trying to get product channel fit, or trying to scale beyond both of them. The second step is know your strategic goal. Are you going after users and engagement monetization or profitability? The next one, model the funnel. Get dirty with the data and map out your user journey

with conversation rates. So segment as much as you can, new with existing users, different lines or business, et cetera. So the next one is define your North Star metric. North Star metric is a key metric

that just measure your main goal or main goal of your project. So set your company's North Star goal, ideally something that quantifies the magic moment when your users experience your product's core value

and are hooked for life. So your data from the previous step should help you here. Hopefully, whatever you pick is highly correlated with the long-term customer retention. Create prioritization grid. This is a natural activity. From the previous step,

you should know your goals and opportunities. So place all the opportunities into prioritization grid and start prioritizing ruthlessly. And the next step is set targets. Take the top of few opportunities that you identify in your prioritization grid that you want to address in the near team

and set yourself some targets. Targets are important for you to track progress, but more important, they motivate your team and allow you to get the sense of your team is capable of. That is a great idea, by the way. And the last two steps in that framework

related to the work on execution. So create an execution process that makes sense for what you are trying to tackle. Define sprints and stands up. Determine how often you review your prioritization grid.

Set up different streams for optimizations with large creative launches. Tie goals and with performance review. Celebrate wins on regular cadence, et cetera.

The last part is about developer, well, develop multi-disciplinary team. Create a minimum viable team that functionally contains product engineering, design data, and marketing. So you go into deep dive

to the product development process, identify everything, and you, in that process, you will prepare your people in the team and your team is ready to do everything that your customer wants based on multi-disciplinary basis.

So that's all about the product management frameworks. I hope that this brief review will help you guys to identify the direction that you're going to use to, that you're going to use to deep dive in that topic.

So please don't forget about checking of useful materials at the end of this course, and I will provide some kind of a list of useful links for you guys as we agreed.

So thank you for your attention and see you in the next part.