- Tidak mengabaikan keluarga
- Minimal mencukupi kebutuhan
- Tidak mengurangi hak tubuh untuk istirahat
- Aktivitas ibadah tidak terganggu dan tidak menjauhkan diri kepada-Nya.
Lean product development process is an iterative process that requires us to revise hypothesis, designs, and product as we make progress, all of which could be considered rework (Olsen, 2015). The goal of the process is to achieve product-market fit as quickly as possible. Dan Olsen (2015) explains about The Lean Product Process that it describes into six steps, there are:
Lean Product Development Process
Source: The Lean Product Playbook (Dan Olsen, 2015)
Different customer will have different needs, and even those are having same needs, but at the end they can have distinct views on their importance things. Matching a product with its target customer is like fishing. We start define target customer by capturing all of relevant customer attribute that identify our customer is being our target market. Dividing a broad market into specific subsets based on attribute is called market segmentation. These attributes can be:
The goal is to build and validate of problem space before set out to design a solution. It should focus on identifying what customers needs that product could satisfy. Identify needs is sounding like customer benefits (product features). A benefit conveys value, which means, it’s doing something for the customer. Finally, many of benefits speak to increasing something that’s desired or decreased something that isn’t desired.
It identifies the specific customer needs that product will address and articulates how it is better and different than alternatives. It’s important to list the must-haves, since they are required. Table below is a blank template for determines our value proposition. Competitors don’t just mean direct competitors, there should be alternative solutions to our product that same customers needs. For must-haves should be “Yes”. For performance benefits, we can use the value for higher precision. Delighters are typically unique, so it just lists each delighter on separate row and then mark “Yes” where applicable.
Table: Blank Template for Determine Value Proposition
|Competitor A||Competitor B||Our Product|
· Must-have 1
· Must-have 2
|Performance Benefits (PB)
· PB 1
· PB 2
· Delighters 1
· Delighter 2
We identify the minimum functionality required to validate that we are heading in the right direction. It called MVP candidate instead of an MVP because it is based on hypotheses. For each benefit in product value preposition, we need to come up with as many feature ideas as we can for how our product could deliver that benefit. We need great thinking in the problem space and now transitioning to solution space. At this point, brainstorming rules should apply divergent thinking. Divergent thinking means trying to generates as many ideas as possible without any judgments or evaluation. At the end, we break each of them down into smaller pieces of functionality. The goal is to find ways to reduce scope and build only the most valuable pieces of each feature.
The type of prototype cerate depends on the type of test want to conduct with end user or customers. The output could be: hand sketches, wireframes, mockups, or iterative prototype.
In this stage, focus on how to conduct qualitative user testing of MVP. Quantitative test, such as: A/B tests, landing page test, end use need test, etc. User feedback is incredibly valuable because it identifies about what team don’t know. User testing validates or invalidates hypotheses, whether it made it explicitly or implicit assumptions. When doing qualitative user tests, we need to show product or design deliverables to the customers/end users.
Product market fit means being in a good market with a product that can satisfy that market. Product market fit is consistent with that build a product that creates significant customer value or product meets real customer needs (Olsen, 2015). Product market fit is another way of saying profitable over the essential aspects of the idea, which can stand on its own.
On hierarchical model decomposes product market into five key components. Product is the top section, consisting three layers. The market is the bottom section of the pyramid, consisting of two layers. Product-market fit is between the top and bottom sections of the pyramid. Olsen (2015) created framework, it is Product-Market Fit Pyramid.
The Lean Product Process will guide us through two critical thinking; problem space and solution space (Olsen, 2015). Solution space is kind of any product design that we create, such as: mock-ups, wireframe, or prototype. Solution space is representation of product that will be used by customers. Solution space focuses on “how” the product would accomplish customer need. Problem space is where all customer needs that we would like to deliver live. Problem space focuses on “what” describes the benefits that product should give the customer, what product will accomplish for the user. The how (solution space) is the way in which the product delivers the (problem space) to the customer (Olsen, 2015).
Figure The Product Market Fit Pyramid
Source: The Lean Product Playbook (Dan Olsen, 2015)
As Dave McClure of 500 Startups said, “Customers don’t care about solution. They care about their problems.” Keeping problem space and solution space separate and iteratively test and improve hypotheses is the best way to achieve product-market fit. Critics of user-cantered design, we can see at slogan that “Apple doesn’t talk to customer”. At Apple’s 1997 Worldwide Developers Conference, Steve Jobs share enlightened perspective that is consistent with the Lean Product Process, he said:
You’ve got to start with the customer experience and work backwards to the technology. You can’t start with the technology and try to figure out where you’re going to try to sell it. As we have tried to come up with strategy and vision for Apple, it started with: “What incredible benefits can give to the customers? Not starting with: “Let’s sit down with engineers and figure out what awesome technology we have and then how we’re going to market that. And I think that’s the right path to take.
“Life is struggle” by Karl Marx
From The book: “the hard things about hard things” – Ben Horowitz.
Basically, there are two approaches for product development, which is: traditional product development and lean product development. Lean product development doesn’t begin with a business plan, it begins with the search for a business model. Only after quick rounds of experimentation and feedback reveal a model that works do lean focus on execution. Below is a table to explain for more detail differences between lean approach and traditional approach.
Table: Differences between Traditional and Lean Approach
|Traditional Product Development||Lean Product Development|
|Strategy||· Business plan
|· Business model
|New-Product Process||· Product management
· Prepare offering for market following a linear, step-by-step plan.
|· Customer development
· Get out of the offices and test hypotheses
|Engineering||· Waterfall development
· Build the product iteratively, or fully specify the product before building the product
|· Agile development
· Build the product iteratively and incrementally
|Organization||· Departments by function
· Hire for experience and ability to execute
|· Customer and agile development teams
· Hire for learning, nimbleness, and speed
|Financial Reporting||· Accounting
· Income statement, balance sheet, cash flow statement
|· Metrics that matters
· Customer acquisition cost, lifetime customer value, churn, viralness
· Fix by firing executives
· Fix by iterating on ideas and pivoting away from ones that don’t work
· Operates on complete data
· Operates on good-enough data
Product developers across the world use several techniques in a product development process. Kerr (2004) examined some of these techniques with the help of Cooper’s Product Development process steps: