[00:07] YouTube channel. Behind every successful product is a team that understand customer needs, defines a clear vision, and also delivers solutions that create process is the product manager. The
[00:20] professional responsible for turning ideas into products that customers love. From identifying market opportunities to working with crossf functional teams, product managers play a central role in building successful digital products.
[00:33] Product management is the discipline of discovering customer problems, defining the product strategy, prioritizing features, creating the product road maps and also collaborating with designers, developers, marketers and even
[00:46] stakeholders to deliver impactful products. Whether it's a mobile applications, SAS platform, e-commerce website or even an AI powered solution, product aligns with both customer
[01:00] goals. In this complete product manager course, you will learn everything from product management fundamentals to launching and scaling successful products. We will begin with product thinking and market research before
[01:13] exploring customer discovery, product strategy, agile methodologies, roadmap planning, user stories, prioritization frameworks, analytics, AI powered product management and also product leadership. Throughout the course, you
[01:26] will gain hands-on experience with industry standard tools including Jira, industry standard tools including Jira, Figma, Myro, Fig Jam, Google Analytics, Mix Panel, Amplitude, Microsoft Excel, SQL, PowerBI, Chat, GPT, Microsoft
[01:40] Copilot, Notion, and also to manage products and make datadriven decisions. By the end of this course, you will have a practical skills and confidence to manage products throughout their life cycle, make strategic product decisions,
[01:53] and lead crossfunctional teams in building successful digital products. the agenda for this course. We will start off with module one, which is introduction to product management, product thinking, and product life
[02:05] cycle. Module two is market research, customer discovery, and also competitive analysis. Module three is user personas, customer journey mapping and problem validation. Module four is product vision, strategy, value proposition and
[02:20] also product market fit. Module five is agile, scrum, comban and also working with cross functional teams. Module six is product road maps, backlog management and also prioritization frameworks. Module seven is writing product
[02:34] requirements, documents, user stories and also acceptance criteria. Module eight is UIUX fundamentals for product managers and also design collaboration with Figma. Module 9 is product analytics, AB testing, SQL, Excel,
[02:49] PowerBI and key performance metrices. Module 10 is AI powered product management with chat GPT, Microsoft copilot and generative AI tools. Module 11 is product launch planning, go to market strategy and stakeholder
[03:03] communication. Module 12 is product growth, customer feedback, experimentation, and continuous improvement. Module 13 is real world product management projects. Module 14 is product leadership, team
[03:15] collaboration, and best practices. Module 15 is product manager interview questions. Hope I made myself clear with that agenda. That's it. If these are the hit that subscribe button with the bell icon to get notified whenever we host.
[03:29] to upskill yourself, master product management skills and land your dream job or even grow in your career, then you must explore Simply Learn's cohort of various product management and design programs. Simply learn offers a variety
[03:42] post-graduate programs in collaboration with some of the world's leading you'll gain knowledge and work with expertise in skills like product strategy, product market fit, product ideation, rapid prototyping, product
[03:56] life cycle management, and over a couple of dozen others. And that's not all. You'll also get the opportunity to work on multiple projects led by industry experts working in top tier data and product companies. After completing
[04:08] have transitioned into a product management role as a fresher or moved on if you're passionate about making a career in this field, then make sure to below and in the description box to find
[04:22] a product management and design program that fits your experience and areas of interest. So, let's get started with our product management full course with a small quiz. Which agile framework is commonly used by product managers to
[04:34] manage iterative product development? Is it scrum, waterfall only, six sigma or answers in the comment section below. Now over to our training expert.
[04:46] >> Welcome to this video by Assembly Learn. Ever wondered how big companies like Google, Amazon, and Microsoft come up with such cool stuff that changes how we use technology? Well, it's all thanks to the product managers. These are the
[05:00] folks who lead teams to create such amazing products like Google Maps or the iPhone. Now, let's get hands- on product management. So product management is all about bringing awesome ideas to life and ensuring their success. This involves
[05:16] deciding what features to include in a new app and working with designers and engineers to make it happen. But what about the salary? Product managers are in high demand and their salaries reflect that. On average, they can earn
[05:31] reflect that. On average, they can earn anywhere from $70,000 to over $150,000 per year depending on factors like experience, company, and location. In this video, we are going to explore what product management is all about and what
[05:45] skills they need and what they do. Plus, we will also take a look at some of the top companies in product management and what are the latest trends and predictions for 2024. Let us now understand what product management is.
[05:59] Product management is all about creating products and releasing them into the market that people use. It involves an in-depth understanding of what customers want by conducting market research and understanding consumer behavior and
[06:12] public opinion. Further includes creating a master plan for the required product and working with a team of members who have the desirable skills to launch the product. In simple terms, we can say product management is very
[06:25] similar to being the captain of the ship. Guiding a product's path from idea to becoming a reality. Now we've got an idea about what product management is. Let us now understand who are product managers. A product manager is someone
[06:40] who helps create and improve products for a company. They decide how a product should work, what features it needs, and when these features should be released. They also work with different teams like engineers and designers to ensure
[06:52] everything is completed on time. Product managers are crucial for the product success and ensure it meets it goals. They are responsible for communicating with customers and finding out what they like and don't like about the product
[07:05] and then making the required changes to improve it. Now you might be wondering about the skills required to become a product manager in 2024. So let's discuss about skills required to become a product managers in 2024. In this
[07:19] video, we will look into the top five skills that are important for business to excel. First skill we'll discuss is technical expertise. Product managers work closely with web developers. Understanding web development and
[07:32] learning the developers language is very crucial for effective collaboration. Second is critical thinking. Daily decisions about the product and its thinking and decision-m skills.
[07:46] Understanding of the UX, understanding user experience principle is vital for effectively communicating with the design team and prioritizing user needs. Then comes business savvy. Business savvy means having strong business
[07:59] skills which are very important to meet business goals requiring a deep understanding of the company's success factors. And lastly, research skills. A thorough market research is very essential for spotting growth
[08:13] opportunities and threats. Staying curious and continuously researching, especially for discovering new product ideas. We have now discussed the necessary skills required for becoming a successful product manager in 2024. We
[08:27] will now explore roles and responsibilities of a product manager. Let's dive into the essential roles and responsibility of a product manager in 2024. Now we know that product managers are the key players within product
[08:40] management making sure that the products do well. Secondly, they decide when to add new things and work with teams like engineering and marketing to create products that customers love. They learn about who will buy the product, listen
[08:55] and also keep an eye on what's happening in the market, making further improvements based on the feedback by watching how well the product performs compared to others and making plans how to introduce new ones. In this way, they
[09:08] make sure that the product keeps getting better over time. Overall, product managers are really important in helping product to do its best. Let's now discuss about the top five companies for product managers in 2024. We will now
[09:23] explore and find out the top five companies for product managers. First, we have Google. Google is known for making products that people really like and using data to make decisions. Product managers at Google get to work
[09:36] on cool new technologies that lots of people use worldwide. Product managers at Google make around $150,000 to $200,000 a year on on an average. Second, we have Apple. Apple is a top choice for product managers because they
[09:52] make awesome products and have well-known brand. They are super careful about how to make things and keep their process secret. Product managers at process secret. Product managers at Apple usually make between $150,000 to
[10:05] $180,000 a year. Third, we have Amazon. Amazon is a leader in e-commerce and cloud computing, always putting customers first when creating products. Product managers at Amazon work on a variety of products using the company's
[10:20] huge resources and data. Product managers at Amazon typically earn between $130,000 to around $160,000 per year. Then comes
[10:32] Facebook. Facebook has a big name in social media and ads and the product managers work on products used by billions of users worldwide. Facebook is known for its fastpaced culture and focus on trying new things and making
[10:47] them better. Product managers at Facebook typically earn between $160,000 Facebook typically earn between $160,000 to around $200,000 a year. Then we have Microsoft. Microsoft is a major player in software and cloud services and their
[11:03] product managers work on lots of different products. Microsoft is all about being creative, working together, and making even things better. Product managers at Microsoft usually earn between $145,000
[11:16] between $145,000 to around $170,000 a year. In 2024, product management has changed a lot. Let's talk about the important things for product managers to know. Let's now discuss about the product management
[11:29] trends and predictions for 2024. Here are some of the top predictions for product management in 2024. Focusing on customer satisfaction remains crucial in product management. Product managers need to involve customers and do
[11:44] thorough research to ensure success and monitor satisfaction post launch to address any issues on time and build strong relationship. In 2023, AI had a big impact on many business. Even though some were cautious about it, AI assist
[11:58] management easier. It keeps growing, helping product managers making better decision based on customer trends and data. There will be a lot more jobs for AI product managers and we'll see now kinds of AI product manager roles
[12:13] product managers especially with the rise of AI. Product managers who understand data analysis with lots of data available. Product managers can use it to uncover trends, prioritize task, plan launches, and monitor performance.
[12:29] In 2024, businesses must prioritize excellent user experiences to keep customers satisfied. Product managers should collaborate closely with UX designers, understanding user behavior and staying updated on UX trends to
[12:44] ensure enjoyable products. Companies are training product managers to adopt new trends avoiding the need for more hires. So let's first understand what is a product manager. Let's begin with the basics. What exactly is a product
[12:57] manager? At its core, a product manager is a person responsible for guiding a product's development from its initial concept to its final delivery. They identify customer needs, align those with business's objectives, and ensure
[13:12] that the product delivers value to customer while fulfilling the company goals. Product managers are essentially the CEO of the product, a term popularized by Ben Horowitz. This doesn't mean they have direct authority
[13:25] over teams, but rather they are responsible for defining the product vision, rallying teams behind it, and ensuring the product meets a success criteria. Their goal is to balance business priorities and user experience
[13:39] technological feasibility. Now that we have understood the broad definition, let's explore the specific responsibilities of a product manager. So let us now understand the core responsibilities of a product manager.
[13:51] The first step is to understand the customer. The first and foremost responsibility of any product manager is to understand the needs and the pain points of the customer. So this requires building empathy for the end users.
[14:04] Product managers often engage in market research, customer interviews, and data analysis to uncover user needs. This empathetic approach helps them create products that truly solve customer problems. The second step is defining
[14:17] the product vision. Now, once they have a deep understanding of customer needs, product managers set the vision for product. So, this vision isn't just a vague idea, but a clear road map that guides the product's development. A
[14:30] well-defined vision outlines the product's objectives, the problems it will solve, and what success will look like. Now, the third step is prioritizing features. Product managers must prioritize features based on
[14:43] customer needs, technical constraints, and business goals. They often have to make tough decisions about what to build next, balancing whether users want against or what is feasible for the development team. Effective
[14:55] prioritization ensures that the most impactful features are built first, maximizing the product's value. The fourth step is collaborating with crossf functional teams. Product managers work closely with designers, engineers,
[15:09] marketers and also the sales team to bring the product vision to life. So they ensure that all the departments are aligned and working towards the same objective. For example, while engineers focus on building the product, designers
[15:23] work more on the user experience and the marketers plan the launch. The product manager acts as the glue that holds these pieces together. So, as we have covered, a product manager's job is all about coordination and alignment. But
[15:37] what are the specific skills which are essential for success in this role? Let's talk about the essential skills of a product manager. The first skill is empathy. Empathy is one of the most important skill a product manager can
[15:50] the customer's shoes allows you to better understand the problems and design solutions that meets user needs. So whether it's through user surveys, interviews, or customer feedback, empathy is what drives a successful
[16:03] product. The second skill is strategic thinking. Product managers must have long-term strategic vision for their product. They need to align their decisions with the company's overall goals, ensuring that the product
[16:16] contributes to the broader business objectives. This involves constantly analyzing the market competition and future trends to make informed decisions. The third skill is technical understanding. While product managers
[16:29] aren't required to be engineers, they must have a solid grasp of technology behind the product. Understanding the technical constraints and opportunities helps them make realistic promises that aligns with engineering team
[16:41] capabilities. The fourth skill is having communication and leadership. Since product managers are the key points of contact between various teams, strong communication skills are essential. They must clearly convey the product vision,
[16:55] explain priorities, and resolve conflicts. They also need leadership skills to inspire teams to work towards a common goal even without having direct authority over them. With the skills in mind, let's explore how the product
[17:08] manager role differs from other similar positions. So product managers versus product owner. The term product manager and product owner are often used interchangeably, but they refer to different roles. A product manager is
[17:21] responsible for the broader strategy and vision of the product while a product owner is more focused on the execution and day-to-day task of managing the product development. Product manager focuses more on setting the product
[17:35] vision, defining success metrics and working with stakeholders. Whereas the product owner work closely with the development team breaking down task into actionable sprints and ensuring the team is executing accordingly to the product
[17:49] vision. In agile frameworks like scrum, the product owner is more of an operational role while the product manager operates at a strategic level. Now that we have understood these distinctions, let's dive why these
[18:02] product managers are so vital to a company success. So why product managers matter? Product managers play a pivotal role in ensuring a product success in the marketplace. So even without effective product management, companies
[18:15] risk building products that either don't meet customer needs or don't align with business goals. The product manager ensures that a product delivers both value and customer to the business. They also bring together different teams to
[18:29] work toward a common goal, creating alignment across design, development, and marketing. This holistic approach leads to better, more successful products that customers love and businesses benefit from. Lastly, if
[18:41] you're inspired to pursue this career, here's how you can start your journey as a product manager. If product management sounds like the right career for you, here's how you can get started. First, you have to build foundational
[18:53] knowledge. Learn the basics of product management, including popular frameworks like agile and scrum. There are many other online courses and resources available to help you get started. Second, develop empathy. Begin
[19:06] interacting with users and customers to better understand the pain points. This will help you practice empathy, which is the key to building a successful product. Get experience. Look for opportunities to manage smaller projects
[19:18] within your current role or volunteer to work on cross functional teams. Gaining experience with product road maps and feature prioritization will help you transition into the role. With dedication and the right skills, you can
[19:31] embark on a rewarding career as a product manager. And that's it for product manager does, their key responsibilities, the essential skills needed and how to start your journey in product management.
[19:46] Hello everyone. It's a pleasure to welcome you to our new video where we welcome you to our new video where we will understand who is product manager. Products have always been there in our lives and product management is a field
[19:58] that has earned profitable persistence over last few years. It is quite important for an organization to manage the develop to enhance the business profit and this can be achieved with the help of a highly skilled product manager
[20:13] only. So to understand more about product managers and their roles and responsibilities, let's move ahead with our session. Before we start, if you haven't subscribe to our channel, then click on the subscribe button and hit
[20:26] the bell icon to never miss an update from Simply Learn. Today we'll start this session by understanding what is product management and who is a product manager. Following that we'll cover the different type of
[20:40] product managers and their roles and responsibilities. difference between a product manager and a project manager and the skills that are necessary to start your career as a
[20:52] product manager. And stick till the end because we'll wrap up this session by knowing the top companies that are hiring product managers and the average salary of a product manager. So without any further delay, let's move on to the
[21:06] first phase of our session. What is product management? process of the product throughout the life cycle from strategizing to design and development to branding of the product. Product management involves
[21:23] strategizing products to enhance the profits of the business. Creating customers value, creating road maps to get a clear idea of how to design and develop the product, specifying functional
[21:37] requirements and creating blueprints. Then the development of the product is done as per the requirements. And once the product is developed, it is necessary to take customer feedback and finalizing the price of the product.
[21:53] Now let us understand who is a product manager. The product manager is the one who leads the team by managing the product throughout the life cycle from strategizing to design and development
[22:07] to branding of the product. The product manager is the mini CEO of the product as he leads the product within the organization. The product manager is an important organizational role that focuses on
[22:21] long-term vision for a product. The role concentrates on the marketplace and plans the success of the product by analyzing the market needs for the product. The product manager sets the strategy
[22:36] and road maps for the product in order to provide a relevant and valuable product to the customers. The product manager acts as an association between business developers and users.
[22:49] The product managers can relate to different operations based on organization working for for example research and development, marketing and sales or testing or maintenance for the product.
[23:03] The product manager is the individual who looks after delivering a valuable product to the market addressing the market needs. The primary focus of a product manager is to gather the market requirements and strategize the product
[23:17] as per that only. The manager ensures that the product meets the needs of the market and the customer. This role is responsible for providing business to the company by developing new products and improving the already existing
[23:31] products. Now that you know who is a product manager, here's a question for you. What according to you is the best product in the market and why? Let us know in the comment section below.
[23:45] Now there are various type of product managers. Every organization defines the role of a product manager in its own ways. On the basis of roles and responsibilities, the product managers can be differentiated into various
[23:59] different types. So let's move ahead and understand the different types of product managers. The very first type of product manager is a product manager. The manager manages the entire product life cycle
[24:13] that looks after every aspects of a product that is strategizing, road product that is strategizing, road mapping, development, branding etc. The other type of product manager are product owners.
[24:27] The product owner is an individual who defines the user stories and create a product backlog. The product owner is the primary point of contact on the behalf of the customers. The third type of product manager is distributed
[24:41] of product manager is distributed product manager. The manager look the various distributed models of the product teams that is B2B, business to product teams that is B2B, business to business, B2C, business to customer or
[24:54] B2B to C that is business to business to customer. The next type of product manager is platform product manager. The one manages the internal stakeholder platforms involving web, mobile,
[25:09] platforms involving web, mobile, softwares or hardwares. Moving on to the next type of product manager is technical product manager. The individual works with the engineering team and the internal stakeholders that
[25:22] is design team, development team and the technical leads. The last type of product manager is growth product manager. The manager focuses on improving the business growth by looking at the customer's growth equations and
[25:37] the activations. Now let's move ahead and know what are the roles and responsibilities of a product manager. The product manager looks after a lot of works and operations of an organization.
[25:51] Some of the responsibility of a product manager includes defining the vision of the product, creating strategies, creating customers value, building road maps, specifying functional requirements, organizing the teams,
[26:07] designing and development of the product, data analysis and monitoring the product performance. When it comes to product management, many of us tends to get confused between a product manager and a project manager.
[26:23] So let's move further and know the difference between a product manager and difference between a product manager and a project manager.
[26:35] needs of a product from strategizing to design and development to branding of the product. On the other hand, a project manager deals with applying project. [laughter] The product manager focuses on building
[26:51] up the value of the product. But the project manager focus on on the work coordination. The product manager owns the what. On the other hand, the project manager owns the how.
[27:06] The product manager must be good at market research and strategic thinking. Whereas a project manager must be good at planning and budget organizing. The product manager brings the idea related to the product into the
[27:21] marketplace. On the other hand, the project manager uses specific skills to deliver a valuable product. Now let's move further and know the skills that are necessary to start your career as a product manager.
[27:36] The skills that are necessary for a product managers are strategic thinking, leadership skills, time management, empathy skills, communication skills,
[27:49] analytical skills, presentation skills, customer orientation, and self-confidence. To start your career in product management, you should be aware of the future scope of the field. So let's take
[28:04] a look at the companies that are hiring product managers. [snorts] The topmost companies that are hiring The topmost companies that are hiring product managers are Google, Microsoft,
[28:16] Amazon, TCS, Oracle, SAP, Oracle, SAP, HCL, Vipro, Zoho and many more. Now
[28:28] let's move to the end of this session and know what is the average salary of a and know what is the average salary of a manager. So the average salary of a product manager in India is 10 lakhs peranom
[28:42] whereas the average salary of a product manager in US is approximately $90,000 to $160,000 perom. With this we have came to the end of this session. But before ending this
[28:56] session, which company would you like to work for as a product manager? welcome you to our new video discussing the top 10 tools for product management. In this video, we will discuss what considerations should be taken before
[29:11] choosing a tool for product management and then we will look out at the top tools for product management. But before we start, let's brush up on your knowledge. So here's a question for you all. What does a tool stand for? Do let
[29:26] us know in the comments below. Software for product management is an administrative tool used to produce and enhance a company's goods rapidly and effectively along with successfully enhancing business profits. These tools
[29:40] allow product managers and their teams to gather fresh concepts and develop detailed strategies to turn them into actual products. Although these technologies are typically utilized by product managers and product teams, they
[29:53] also give other departments such as marketing and sales additional clarity and insight into product development. Product management is used for product analysis, development tracking, and road mapping. Whenever we concern tools for
[30:07] product managers, we often mean the basic handful of tools that the majority of us use daily. These product management tools typically consist of software for product analytics, development tracking, and road mapping.
[30:20] However, a product manager's duties go beyond simply gathering product perspective, surveying the backlog, and evaluating the product plan. Whether you are a beginner or an experienced product manager, you should utilize the right
[30:34] tool to ensure you are not overlooking a crucial aspect of your job. Product managers are frequently in charge of organizing the examination, choice, and purchase of product management solutions for usage inside their company. It might
[30:47] be challenging to choose the best product management solution though. Now, let's move ahead in our session and know what considerations should be taken management. Depending on the
[31:00] product firm will have a unique collection of tools in its accumulation. The set of tools that the product team employs to manage their operations is known as product management tool accumulation. These tools are frequently
[31:14] integrated where they perform well together and complement one another. The product development efforts may succeed or fail greatly depending on the choice of product management tools. So to have a successful product, there should be
[31:28] some considerations to follow up on before choosing a management tool. So let's take a look at the concerns one must heed before choosing a product management tool. The very first consideration that should be taken is to
[31:41] recognize the demands of your product management staff. Making a charter with a list of questions for your new product management tool is an intelligent method to assess the requirements of your product management team. The charter
[31:54] will aid in outlining particular demands and may be used as a benchmark for assessing items. The next consideration that should be considered is to do some product research. It's time to research the
[32:06] various product possibilities after you have a clearer idea of your demands and criteria for a product. Reading product reviews and seeing product demonstrations are the most significant ways to accomplish this. You will have a
[32:20] deeper grasp of the features and how each product functions by doing the research for the product. Moving on, we have to consider items depending on product needs. Following your research,
[32:32] it's time to analyze the items in light of your unique needs. Start by grading each item according to how effectively it satisfies your needs. To rank the various items, you may add a column to each need to rank the various items.
[32:47] This stage will enable you to evaluate and contrast several solutions and decide which product management suite is best for your team. The next consideration is to aim to stay within your budget. When looking at product
[33:02] management solutions, budget is always an important consideration, but if you work for a startup or a smaller firm, it's much more crucial. Keep in mind that some of the top goods could have steep asking prices as well as ongoing
[33:16] costs. The simplest method to achieve this is to set a predetermined budget guide when weighing various possibilities. Then we have to make sure that the tool is with effortless use. Make sure the
[33:30] tool you use is simple to use before you buy it. Although it should be obvious certain technologies are quite complex and need users to undergo many days of training, the technology that works best for you and your team will be the one
[33:44] that you find simple to use. Many tools allow you to try them out for free, so you may decide whether to buy them before you use them. The next consideration is reporting in real time. Find a product tool that offers
[33:58] real-time reporting to save time. Creating reports that reflect the data from many parts of the product management systems. Moving on, we have a
[34:10] reputable interface. Although there are a lot of tools available, some of them appear somewhat dated. Expandability needs to be your main criterion when selecting a tool. Opting for something
[34:22] attractive looking doesn't hurt either. The last consideration that should be taken is security. Scalability is great, but if your data isn't secure, neither is the integrity of your product. Examine the security features that your
[34:36] desired tool supplier offers. To keep your client data private and isolated from everyone else's, choose a different dedicated hosting platform. Let's proceed in our session and know what top tools are used for product management.
[34:51] How do you assess and determine which tools are best for your team? Consider your firm and product size and development stage as a starting point. A tiny firm with one product manager, for instance, probably won't require or have
[35:04] the funds for numerous tools. You could pick a few applications that provide a wide range of integrations and features. A huge organization, on the other hand, would require specific tools created for complex work streams and several teams.
[35:19] The very first functioning of product management is user tracking and analysis. User tracking enables you to follow online visitors while they browse your website anonymously and via a variety of methods. A product manager's
[35:34] research creation process includes user tracking in terms of analysis. A wide tracking and gathering data about the demands of the user for the product. These tools may be quite useful for gathering information and understanding
[35:49] how users of your software or visitors to your website interact with your offerings and content. Platforms for product analytics collect and assist you in analyzing what those customers do, but merely what they say and think.
[36:02] You'll want a product management platform such as Dun Dun that provides distinct analytics and insight into how customers utilize your product. User tracking and analytics can be done using Pendo.
[36:16] The tool used for user tracking and analytics is Pendo. Pendo assists businesses in determining who is using the features and products they are developing. You can find out which features people like and don't like as
[36:28] product range with the help of our product analytics tools. Additionally, you may examine how product adoption differs depending on an account, a user's job, or their attitude. Their
[36:41] objective is to provide product teams with the knowledge they need to do their duties more effectively and make daily decisions with less difficulty. Although in-app messaging provides our customers a method to quickly and simply put these
[36:54] insights into action, product analytics are fascinating and powerful. In the end, your capacity to experiment and influence behavior change within your product is what will help you grow your company and give your consumers better
[37:08] experiences. Apart from Pendo, the other tools that can be used for user tracking and analytics are Amplitude, Gainsite and Google Analytics. The next functionality for product management is product strategy and road mapping. So
[37:22] product strategy and road mapping is a basic exercise in product management. Even though PMs are renowned for their adaptability, mapping out your course reveals the type of stakeholder negotiating abilities and datadriven
[37:35] planning that make product management so successful. Our knowledge of PM's experiences indicates that product board goes toward the making things easier side. AHA is also practical and founded
[37:48] on reliable theoretical understandings of how product managers operate. When remember that product managers are reportedly trusted by Air Table, Air Focus and Roadmunk. The tool used for product strategy and road mapping is
[38:04] product board. Product board is used to prioritize features, create road maps, collect customer input, and validate concepts. All the tools required to create a user- centered product. The road mapping capabilities of product
[38:17] board are noteworthy. Depending on how you operate, you can organize product features into release, sprint, period, or now, next, later buckets. And you may customize road maps for different audiences. For instance, you may develop
[38:31] road maps that are customer- centered or that are expressly geared for leadership. The other tools used for product strategy and roadmap development are product plan, roadmunk, and air focus. Moving on to the next
[38:45] flowcharting. Even while not all product managers utilize flowchart and diagram software, it is still an excellent approach to do a task that many PMs ignore, but really shouldn't.
[38:59] You and your organization will benefit from having a greater understanding of the whole client experience with your business after creating a customer journey map. A correctly made journey map will display every interaction a
[39:13] person has with your business from their initial visit to your website or their first phone contact from a sales representative through their eventual purchase and use of your product. The tool used for flowcharting is Microsoft
[39:26] Vizio. Vizio's flowcharting and diagramming capabilities can be useful for outlining any particular elements of a user's workflow or experience with your product. The flowcharts you generate using these tools may help you
[39:39] get insights into how to strategically prioritize your product roadmap since they provide a visual representation of that workflow or experience rather than just a list of the stages your client will take. Apart from Microsoft Vizio,
[39:54] OmniGraph is the other good tool that can be used for flowcharting in product management. Now let's move ahead and know the other functionalities and tools for product management. The other functionality of
[40:06] product management is presentation. A key communication skill for a product manager is the ability to present. It is a component of conveying the product strategy to the company and the team developing the product. Additionally, it
[40:20] is a component of consumer communication. We frequently draw attention to the poor performance of roadmap presentation tools. However, this does not imply that Keynote or PowerPoint shouldn't occupy a
[40:33] significant position in your toolbox for product management. For distributing your high-level goals, ideas, and plans within your company and to external audiences like clients, presentation decks may be quite helpful. For
[40:46] instance, vision boards may be a potent tool for selling a group of executive stakeholders the vision of your product. Additionally, using presentations to teach salespeople or educate industry analysts about your product may be quite
[41:00] successful. The best tool for presentation is Microsoft PowerPoint. One of the most often used tools for presentations is PowerPoint. It is a component of the Microsoft Office package and is usable for domestic,
[41:13] commercial, and academic uses. PowerPoint dominated the presentation industry and was most wellknown for its templates and usability. This program enables anybody from amateurs to experts to create presentations utilizing text,
[41:27] to create presentations utilizing text, graphics, video, audio, and data tables. You may deliver the presentation as you like by using a range of animations and transitions. Other than PowerPoint, Keynote, Google Slide, and SlideShare
[41:40] are tools that can also be used for presentations. Moving on to the next functionality of product management. It's prototyping and wireframing. Design teams experiment by turning their ideas into physical
[41:53] prototypes which might range from paper to digital. To capture design concepts and user testing, teams create prototypes with varying levels of realism. You may improve and evaluate your ideas using prototypes, allowing
[42:06] your company to release the proper items. You must put a lot of effort into demonstrating that your product concept can be realized before bringing it to fruition. More technologies are emerging as a result of the growing significance
[42:19] of user design and easy consumer journeys. They also employ techniques to minimize discomfort and streamline the delivery process. The number of web-based apps available has increased due to this popularity. Some
[42:33] nevertheless are a little questionable in terms of usefulness. Most people are using multi-purpose applications that may be used for prototyping, designing, and whiteboarding. If you're searching for a versatile tool that is also great
[42:45] for a versatile tool that is also great for prototyping, we may suggest Figma. The best tool used for prototyping and wireframing is Balsamic. Balsamic wireframes is a quick low-fidelity UI wireframing tool that
[42:59] simulates sketching on a whiteboard or notepad while using a computer. It effectively pushes you to put your attention on structure and substance rather than wasting time on early debates about colors and details. With
[43:12] wireframes, you may quickly produce new ideas, discard the subpar ones, and identify the best solutions. The alternatives of Balsamic for prototyping and wireframing are sketch, envision, and Adobe XD.
[43:27] The next function of product management is product development. Product development involves bringing a new thing or item to market or enhancing already available goods to boost sales. A product is initially merely a sample.
[43:41] For a firm to become something that can be sold on the market, a lot of time and money must be invested. The idea, design, development, and marketing of newly developed or freshly renamed goods or services are all phases in the
[43:55] process known as product development. Sometimes known as new product management, the entire process of creating a product from conception through market launch is referred to as product development. Product research
[44:09] makes the difference between a product's success and failure both at launch and helping you understand the requirements and desires of your consumers and landscape and environment of your product.
[44:24] The best tool used for product development is Rally. The foundation of value stream management is Rally. By enabling business leaders to address challenging issues like how to prioritize capabilities related to
[44:37] development, how capabilities relate to development outcomes, how to track capabilities progress from planning to delivery, and how to find opportunities to optimize flow. Rally's insight contributes to value stream
[44:51] management. Rally is used by value streams to make complicated processes transparent and enable swift business pivots based on datadriven choices. The alternative to Rally for product development is Azure. Moving on, we have
[45:06] project management as the next functionality of product management. A project manager oversees several projects that are necessary to achieve the various goals that a product manager sets for it in terms of vision, goals,
[45:19] and business trajectory. The project manager is therefore more of a man of action whereas the product manager is more of a master strategist. Making a distinction between projects and products might be helpful. Though
[45:33] management are two different jobs. Still, there would be some interactive work. No product manager can operate without zero work support of a project manager. The tool used for project management is Jira. Jira brings teams
[45:48] together for everything from agile software development and customer service to startups and companies. Jira assists teams in planning, assigning, tracking, reporting, and managing work. Jira software, the top solution for
[46:02] agile teams, helps software teams develop better. A workflow is the first step in managing projects and tasks in project management software. Workflows outline your procedure and make task tracking possible for your team.
[46:16] Visualize your process so that your team is aware of the status of tasks and projects. Projects frequently contain checkpoints or milestones that must be met to maintain the overall project's direction. Versions are milestones in
[46:31] Jira work management. After creating versions, you may group work into several versions. Other than Jira, Pivotal, Monday.com, and diagrams.net are the tools that are used for project management. So moving on from project
[46:45] management, collaboration is the next functionality of product management. some of the most intriguing opportunities for cross functional collaboration. Although there are difficulties, which we'll discuss
[46:59] momentarily, it exposes everyone engaged to every step of the product development and launch process. UX designers have the chance to learn more about marketing and engineers have the chance to learn more about UX design. The tool used for
[47:13] collaboration for product management is Trello. Trello is one of the more powerful project management applications that aims to improve teamwork inside and between departments. Trello allows you to manage several projects and arrange
[47:27] various activities by allowing you to create boards, lists, and cards to get a happening. You may also set up calendars, make checklists, and assign productivity indicators. Trello has built-in automation for the best
[47:43] processes and the least amount of manual effort. Like many other top products today, Trello is an essential component of your product management stack since the job of the product manager involves coordinating a lot of various moving
[47:56] elements. The alternatives for Trello for collaboration are Goto Meeting, Dropbox, and Zoom. The next functionality of product management is user experience and testing. In the field of product management, the phrase
[48:10] user testing is frequently used. Usability testing is frequently used interchangeably with user testing. During the user testing phase of the design process, you analyze your product or service using actual customers to
[48:25] develop user- centered designs. Through this technique, you may learn how your target market behaves when using your product, giving you useful information for the development process. The best tool used for user experience and
[48:39] testing is Adobe target. Adobe target is a rule-based testing and targeting tool that can be integrated with analytics and provide reports for marketing offers, customization, and UX testing. This feature enables marketers to
[48:53] determine which offers, experiences, and messages are engaging customers. It has a user interface, integrated best practices, and powerful features for tracking site traffic. It allows for more conversion and properly filters
[49:07] results according to its self-learning algorithmic methodology. The tailoring of consumer interactions across all marketing channels and business contact points may also be automated. Other tools that can be used for user
[49:19] experience and testing are Helio, Hot Jar, and UXCAM. In the end, the last functionality of product management is customer feedback and survey. Getting
[49:31] feedback from customers involves talking to them and asking them what they think of a good or service. To properly comprehend their behavior and demands, it is crucial to pay attention to their thoughts and feelings. It is crucial for
[49:44] product managers because before you can offer a helpful solution, you must embrace your people and understand the suffering caused by their issues. It's helpful to have a defined goal before pursuing a certain feedback technique.
[49:58] Outlining your learning objectives can help you concentrate on your study and choose which potential or current clients you should contact. This is particularly important if your product or service appeals to a wide range of
[50:10] demographics. And this is because various client segments may experience your product in drastically different ways. Therefore, it's crucial to be specific about who you want to talk to and what you hope to discover about
[50:24] their needs and expectations. The tool used for customer feedback and survey is Survey Monkey. Following are the features of Survey Monkey that may help product managers with customer feedbacks and surveys. Obtain viewpoints
[50:39] and get insightful wisdom for every audience. It is simple to build polls, quizzes, and surveys. Obtain comments using a web link, email, mobile chat, social media, and other channels. Get sophisticated analytic tools and
[50:55] automatically examine your data. Your data may be exported or integrated with your preferred apps. Make smarter decisions based on facts by utilizing your insights and alternatives. Type form, Google forms, and form stack.
[51:11] Other than survey monkey, the tools that can be used for customer feedback and surveys are type forms, Google forms, and form stack. With this we have come to the end of this session. But before winding up let's take a look at the
[51:25] bonus tools for you that serves multiple purposes in terms of product management. The very first tool is Slack. To strengthen product organization, Slack has emerged as the most crucial tool. Slack is utilized to cut down on
[51:40] pointless meetings, facilitate teamwork, make information widely available, and involve our consumers in the creation of new products. By acting as a central communication, reporting, and file center, the software boosts efficiency
[51:54] for both small and big teams, Slack Connect streamlines communication by bringing everyone into your virtual headquarters to complete tasks, breaking down organizational walls. From debating the finer points of a contract to
[52:08] analyzing the most recent drawings from your creative agency, Slack Connect enables realtime collaboration. Moving on, we have Canva. Branding image creation is as easy as dragging and dropping using Canva. It will just take
[52:24] a few minutes to do what used to take a lot of work, whether you decide to utilize your logo, social media accounts, or a hashtag. The transparency option in Canva also makes branding your product seem slick and unobtrusive to
[52:37] the viewer. You can maintain brand management with Canva for teams while enabling anybody on your team to generate onbrand visuals, even without design skills. Your team may quickly create and distribute branded designs
[52:50] using the thousands of professionally created templates at your disposal. Even if you have little to no experience with graphic design, Canva enables you to generate that content fast and effortlessly. But before winding up,
[53:03] here's a question for you all. Which of these tools have you used before? Do let us know in the comments section below. And if you have any queries regarding >> picture this. You are the driving force behind a product that could change the
[53:17] game. Whether it's the next must-h have app, a groundbreaking gadget, or an innovative service that everyone's talking about. Sounds like a dream job, product manager does. In today's fast-paced world, companies are racing
[53:33] to create the next big thing. And guess what? They need skilled product managers to make that happen. The demand for this role is skyrocketing with more job openings than ever before and salaries that can easily top six figures. But
[53:46] what makes product manager so essential and how do you break into this high impact career? In today's video, we are going to dive into the must-h have skills that will set you up for success as a product manager.
[53:58] >> Craving a career upgrade? Subscribe, [music] like, and comment below. Dive into the link in the description [music] to fasttrack your ambitions. Whether you're making a switch or aiming
[54:11] Whether you're making a switch or aiming higher, SimplyLearn has your back. interested in becoming a certified product manager from SPGEN School of
[54:23] Global Management, gain expertise in AI powered product management courses, top product tools with 100% interactive live sessions led by industry experts and SPEN's top faculties. This professional product management course by SPEN School
[54:36] of Global Management prepares you to become a product manager via an exhaustive curriculum covering all aspects of product management. This SPJs academic excellence and product expertise from experts from companies
[54:48] like Google, Microsoft, Amazon and more. So don't forget to check out the course in the description box below and the pin comments. So without further ado, let's get started. So let's start with the basics. Who exactly is a product
[55:00] manager? A product manager is essentially the owner of a product within a company. They are responsible for guiding the success of a product and leading the crossf functional team that is responsible for improving it. Think
[55:12] of a product manager as a bridge between the customer, the business, and the technical teams. They are involved in everything from defining the product vision to making sure it aligns with the business goals all the way through to
[55:24] launch and beyond. The ultimate goal, delivering a product that not only meets customer needs, but also stands out in the market. Now that we have seen what a product manager does and the impact they have on a product success, let's dive
[55:37] into the specific skills you'll need to excel in this role. Whether you are looking to break into product management or sharpen your existing skills, these are the areas where you should focus your efforts. First and foremost,
[55:49] customer empathy. This might be the most important skill you need as a product manager. But what does it really mean? Customer empathy is about putting yourself in the shoes of your customers. It's about deeply understanding their
[56:03] problems, frustrations, and desires so you can build a product that truly meets their needs. Without empathy, you might create a product that looks good on paper but fails to solve real problems. So to develop this skill, start by
[56:17] directly engaging with your customers, conduct user interviews, gather feedback through surveys, and observe how they interact with your product. Tools like empathy maps and personas can help you visualize and understand your users
[56:30] better. Remember, the better you know your customer, the better you can serve them. Next up is market research. Knowing your customers is crucial, but you also need to understand broader market they operate in. Why is this
[56:43] important? Because a market dictates how your product should evolve. Market research involves analyzing industry trends, understanding your competitors, and identifying market opportunities and threats. For instance, if you're
[56:56] managing a software product, you need to know what features your competitors are offering, what new technologies are emerging, and what market gaps exist that your product could fill. So start by reading industry reports, subscribing
[57:09] to relevant newsletters, and using tools like SWAT analysis to assess your product's position in the market. The goal is to stay ahead of trends and ensure your product remains competitive and relevant. Now, let's talk about
[57:21] strategic thinking. This is a skill that allows you to see the big picture and plan for the future. Now, why strategic thinking so critical for a product manager? So, as a product manager, you're not just dealing with the here
[57:34] and now. you're planning for the next quarter, the next year, and sometimes even beyond that. So, strategic thinking means setting a clear vision for where your product is headed and making sure that every decision you make today
[57:46] supports that vision. So, to develop this skill, practice setting objectives and key results, OKRs, for your product. Work closely with the stakeholders to strategy and how your product fits into that. Strategic thinking isn't just
[58:02] about having a plan. It's about making informed decisions that aligns with long-term goals. Now, communication is the next skill and trust me, it is the product management. But what does effective communication look like in
[58:16] this role? So, as a product manager, you're the central point of contact for various teams like developers, designers, marketers, and executives. So, you need to be able to clearly articulate your vision, ideas, and
[58:29] So whether you're writing a product spec, drafting a report, or giving a presentation, clarity is key. But it's not just about what you say, it's also about listening. Effective communication involves understanding the concerns and
[58:43] and incorporating that into your planning. So to improve your communication skills, practice public speaking, refine your writing, and always aim for clarity and brevity in your messages. Next comes leadership
[58:57] without authority. Now this is a unique challenge for product managers. You are expected to lead teams but often you don't have direct authority over the people you're working with. So how do you lead effectively? So leadership
[59:09] without authority means influencing and guiding your team through vision and directives. It's about earning the respect and trust of your team so that they motivated to follow your lead. So building strong relationship is key
[59:22] here. Take the time to understand your team members perspectives. Show empathy constructive discussions. Emotional intelligence is a big part of this. So consider reading upon it and practicing it daily. Remember, great leaders
[59:36] inspire rather than instruct. And as a product manager, your ability to lead without formal authority will determine your success. Now, next on the list is technical knowledge. Now, you don't need to be a software engineer, but having a
[59:49] behind your product is essential. So technical knowledge enables you to have meaningful conversations with your engineering team, understand the constraints and possibilities of a product and make informed decisions. It
[01:00:02] also helps you bridge the gap between technical and nontechnical teams. So to basics of coding. You should also development life cycle and the tech stack your product uses. The more
[01:00:15] you can manage your product's development. Now, prioritization is another crucial skill, and trust me, it's one you'll use every single day. As a product manager, you'll constantly face more requests and ideas than you
[01:00:29] have time or resource to implement. So, how do you decide what's most important? Prioritization is about making tough decisions on what will have the biggest impact on your product success. So tools like the MOSCO method which is must
[01:00:42] have, should have, could have and won't have or the rice scoring model which is reach, impact, confidence and effort can help you evaluate features and tasks based on their value and feasibility. So while prioritizing always consider the
[01:00:56] business objectives, customer needs and available resources. The key is to focus on what will deliver the most value in the shortest time while also aligning with your long-term strategy. Now last but certainly not the least is the
[01:01:09] analytical thinking. In today's datadriven world, product managers need to be comfortable with numbers and analytics. But why is this so important? So data is the backbone of the effective product management. It helps you track
[01:01:21] the performance of your product, understand your behavior and measure the success of your features and strategies. Analytical thinking involves not just gathering data but interpreting it to make informed decisions. To develop this
[01:01:33] analytic tools like Google Analytics, Tableau, or even advanced Excel. Learn how to set up and interpret AB tests, track key performance indicators, KPIs, and use data to back up your decisions. The ability to turn data into actionable
[01:01:48] product manager. >> So guys, let's start with understanding first who is a product manager. So guys, a product manager is basically a professional who is responsible for overseeing the development and life
[01:02:02] cycle of the product from ideiation to launch and beyond. They basically act as a single bridge between different teams such as engineering, design, marketing and also sales to ensure that the product meets customer needs and aligns
[01:02:16] with the company's strategic goals. The product manager is often seen as a product CEO as they are often responsible for its successful or failure. I hope so. you would have got a brief idea regarding who is the actual
[01:02:28] product manager. Now let's move on and discuss the top 10 skills which are required to become a successful product manager. So guys our first skill is strategic thinking. Then is user centric design approach. Moving ahead we have
[01:02:42] product life cycle knowledge. Then we have problem solving. Then we have prioritization techniques. Moving ahead we have agile and scrum. Then we have performance metric analysis. Then we have effective communication,
[01:02:55] stakeholder management and finally negotiation and conflict resolution. Let's understand each of the skills one by one. So guys, our first skill is strategic thinking. So guys, strategic thinking involves looking beyond the
[01:03:09] immediate task and considering the bigger picture. A product manager with strong strategic thinking skills can anticipate market trends, set long-term goals and align the product's direction with overall business strategy. This
[01:03:22] skills helps in making decisions that ensures the product not only meets the current demands but is also prepared for future challenges. For example, a product manager at a tech company sees that more people are using a variable
[01:03:35] technology. They propose developing a smart watch that integrates health tracking, communication and entertainment features positioning the company ahead of competitors. So you can see certain task is needed for a product
[01:03:48] manager in the scope of strategic thinking. Now let's understand our second skill that is usercentric design approach. So guys, a user centric design approach ensures that a product is built around the needs and preferences of its
[01:04:02] users. This skill requires empathy, understanding of user behavior and a commitment to solving user problems. By focusing on user experience, product managers can create products that are not only functional but are also
[01:04:16] delightful to use. For example, guys, a product manager at a bank receives feedback that customers find online banking app very confusing. So, they conduct user interviews and usability test leading to redesign of the app with
[01:04:30] simpler navigation and more intuitive interface resulting in a higher customer satisfaction. So, you can see what is a task for a product manager in the domain of usercentric approach. Now let's move on and discuss our next skill that is
[01:04:45] product life cycle knowledge. So guys, product life cycle knowledge involves understanding the different stages of a product which goes through for example introduction, growth, maturity and decline. Each stage requires different
[01:04:59] strategies for marketing, development and resource allocation. The skills helps product managers know when to push for growth, when to focus on product maintenance and when to consider freezing out a product. For example, a
[01:05:11] product manager at a consumer electronics company notices that a popular smartphone model is reaching market saturation. They decide to introduce a new model with upgraded features to keep the product line fresh
[01:05:23] and maintain customer interest. Next, we have the problem solving. So guys, problem solving is the ability to identify issues, analyze the root cause and develop effective solutions. This skill is crucial for navigating the
[01:05:36] challenges that arise during product development and management. Effective problem solving involves creativity, analytical thinking, and the ability to make decisions under pressure. A product managers at a food delivery company
[01:05:48] discovers that a customers are frequently complaining about the late deliveries. And after realizing the delivery process, they implement a system that provides realtime traffic updates to driver reducing delays and
[01:06:01] improving customer satisfaction. So guys, you can see this is example which can be covered under problem solve. I hope so you're getting aware like how these skills are used by product manager in their real-time job. So guys our next
[01:06:14] skill is prioritization technique. So guys prioritization is a skill of determining what task of features should be focused on first based on their importance and impact. Product managers often face competing demands and
[01:06:27] effective prioritization ensures that most critical tasks are addressed in a timely manner. They use techniques like MOSCOM method which means must have, should have, could have, won't have or rise, reach, impact, confidence, effort.
[01:06:43] These techniques can help in making these decisions. For example, guys, a product manager for a social media app has to choose between adding a new feature for live video streaming or improving the app security. After
[01:06:55] assessing the impact of both, they prioritize the security improvement to protect user data and build trust even if it means delaying the new feature. Now let us move on to our next skill that is agile and scrum. So guys, agile
[01:07:08] and scrum are the methodologies that promote flexibility, collaboration and iterative development in product management. Agile involves breaking down a project into smaller and manageable parts allowing for continuous
[01:07:21] improvement and a quick responses to change. Scrum, a specific agile framework. It uses time box sprints to achieve short-term goals with regular reviews and adjustment. For example, guys, a product manager at a software
[01:07:35] company uses Scrum to manage development of a new mobile app. They work in two week sprints, allowing the team to release incremental updates, gather user feedback, and make necessary adjustments before the next sprint. Next, we have
[01:07:48] guys performance metric analysis. So guys, performance metric analysis involves tracking and interpreting key data points that indicate how well a essential for making datadriven decisions and optimizing the product
[01:08:02] metrics that might include user engagement, conversion rates, customer satisfaction or revenue growth. For example, guys, a product manager at online subscription service monitors customer retention rates. When they
[01:08:16] notice a decline, they analyze the data that find users are dropping off and after a free trial. They introduce new feature and offer personalized discounts to improve their retention. So guys, this was how performance metrics help in
[01:08:29] product management. Next, let us move on to effective communication. So guys, effective communication is the ability to clearly convey ideas, expectations, and feedback to various stakeholders including team members, executives, and
[01:08:43] customers. This skill ensures that everyone involved in the product development process is aligned and working towards the same goals. It also involves active listening and the ability to adapt messages to different
[01:08:55] audiences. For example, guys, a product manager at a retail company regularly updates the development team, marketing team, and company executives on the progress of a new e-commerce platform. By clearly communicating the timeline,
[01:09:08] challenges and next steps, they ensure that all the teams are coordinated and working efficiently. The next one that we have all over here is stakeholder management. So guys, stakeholder management involves identifying,
[01:09:20] relationships with all parties interested in the product success. This skill requires balancing the needs and expectations of different stakeholders including customers, team members, investors and executives. It is all
[01:09:34] about building trust and ensuring that stakeholders are kept informed and involved at appropriate stages. For example, guys, a product manager developing a new educational app involves teachers, students and parents
[01:09:47] in the design process. They give the feedback and adjust product features to meet the needs of all stakeholders ensuring broad support for the app. And finally, we have negotiation and conflict resolution. So guys,
[01:09:59] negotiation and conflict resolution involve finding mutually beneficial solutions when there are disagreements or competing interests. The skill is vital for resolving conflicts within the team, with stakeholders or during
[01:10:11] business negotiations. A product manager must be able to navigate these situation diplomatically, ensuring that the product success is not compromised. For example, guys, a product manager at a manufacturing company mediates a
[01:10:25] conflict between a design team which wants to use highquality materials and the finance team which is concerned about the cost. They negotiate by selecting materials that maintain quality while staying within the budget.
[01:10:37] It ensures that the product remains both affordable and wellmade. So guys, this was the example which covers in negotiation and conflict resolution. Hello everyone. It's a pleasure to welcome you all to our new video where
[01:10:49] we will discuss the road map to become a product manager. Products have always been the requirement of the users and the organization. Most of us are unaware of the fact that either knowingly or unknowingly we are
[01:11:04] using products every second of our lives. Since the requirement for the products has increased with time, product management has also snatched deliberate attention. But there is no such clear way of getting into product
[01:11:18] management. So today we will give you a clear vision of moving into product management for a fresher and switching to product management from other fields for an experienced one. So to get an idea of how to get into product
[01:11:33] management, let us move ahead with this session. But before we start, if you haven't subscribed to the channel, then click on the subscribe button and hit the bell icon to never miss an update from simply learn.
[01:11:52] Today we will start the session by knowing who are product managers and what are the roles and responsibilities of a product manager. Moving ahead, we will talk about the road map for a fresher to get into product management
[01:12:05] and then the road map for an experienced one and stick till the end because we will wrap up the session by talking about the companies that are hiring product managers and the average salary of product managers. So without any
[01:12:20] of product managers. So without any further delay, let's get started. manager. A product manager is an individual in an organization that is
[01:12:33] responsible for product development as per the customer's requirements. The product manager takes the inputs from the customer and plans the product. The allocation of the team is accomplished after knowing the customer's
[01:12:45] prerequisites. The manager collaborates with the development team and manages the coordination between the teams working on a product. For example, the engineering team, design team, marketing
[01:12:58] and sales teams. Production needs continuous monitoring and controlling to ensure the development is up to the mark and as per customer's provisions.
[01:13:14] market and do competitive research and serve as a license between company's business, its developers and its customers. A product manager can be anyone who has the right mindset, curiosity, and willing to learn.
[01:13:30] Question. Since you have learned about product managers, here is a question for you. Do product managers need to know code? Do let us know in the comment section below.
[01:13:44] Now, let's move on to the roles and responsibilities of a product manager. A product manager must communicate with several internal and external stakeholders of the business to maintain, develop, and improve the
[01:13:59] profits of existing goods. Based on the encounters and experience, they also conduct research and generate concepts for new goods. To study product demand, positioning and profitability and forecast future trends, a product
[01:14:15] manager must do market research, margin analysis and performance assessment. Product managers also make decisions on price plans, branding, etc.
[01:14:27] The very first responsibility of a product manager is monitoring competitors. Competitive monitoring, also referred to as competitive analysis, is a process of locating and examining your rivals
[01:14:41] goods, cost, and sales and marketing tactics. Next one is understanding the tactics. Next one is understanding the users's need. As a product manager, it's your responsibility to identify the target audience and then in order to
[01:14:55] create a service that works for them, you must comprehend the individuals who use your service that is your users and what they want to do. Followed by that,
[01:15:07] we have assembling market research and computation data. You must locate your clients for your firm by conducting market research. Analyzing your competition might help you differentiate your company. Find a way to combine them
[01:15:22] to give your small business a competitive edge. The product managers interact with data scientists in order to get market insights. Moving ahead, we have monitoring internal stakeholders.
[01:15:36] Monitoring stakeholders refers to a practice of scrutinizing stakeholder connections for products and customizing engagement tactics for stakeholders through alternations to engagement strategies and plans, analyzing and
[01:15:49] supervising the team. For example, conveying things from the design team to the development team. The design manager delivers ideas regarding the product to the product manager and the product manager conveys
[01:16:03] the same ideas to the development team so that the team can develop the products as per the specifications. Next is achieving the product goals and objectives. Product goals turn into product vision
[01:16:17] into precise quantifiable goals. They specify precisely what your product will do when it will be accomplished and how you will measure it. Followed by that we have depicting the parameters for the product
[01:16:32] accomplishment. Providing the measures and parameters to get an idea of how to make the product successful in the market. Now let's move on and know the road map for a fresher to get into product management. The path of becoming
[01:16:48] a product manager is not straightforward and it does not take place overnight. Anyone can become a product manager irrespective of the belonging educational field. The road to becoming a product manager may be successfully
[01:17:04] traveled if addressed properly. Regardless of whether you're looking to make a career move or trying to break into the field for the first time, the freshers can start their careers in product management through the way of
[01:17:18] product management through the way of APM program. So let's move on and know APM program. So let's move on and know more about APM program. For being a product manager or moving on to start a career as an associate
[01:17:31] product manager, one must have the skills that are necessary for a product manager. But still few companies provide trainings to the fresher and directly trainings to the fresher and directly hire them as associate product managers.
[01:17:44] Programs for associate product managers are unique. New grad positions created to develop young top talent into outstanding product leaders. Programs typically last a few years and involve a few team rotations inside the
[01:17:59] organization. Programs for associate product managers are unique new grad positions created to develop young top talent into outstanding product leaders. Programs typically last a few years and involve a
[01:18:13] few team rotations inside the organizations. The top companies that are hiring product managers with no prior experience in the field for the APM role and providing training for the APM role
[01:18:26] and providing training for the APM role are Microsoft, Capital One, Facebook, are Microsoft, Capital One, Facebook, Google, IBM, Twitter, Adobe, Oracle, and Google, IBM, Twitter, Adobe, Oracle, and Salesforce.
[01:18:41] Of the larger companies, Google employs the most APMs each year and has the most developed and organized program. Direct applications are accepted through their specific APM career website. Facebook accepts APMs from a range of
[01:18:56] backgrounds. The bulk of them have degrees in computer science, although former APMs also include backgrounds in business, psychology, and mechanical engineering. The 18-month program requires
[01:19:09] significant time commitment, but it is one that will pay off in the end. You would collaborate crossf functionally with marketers, UX designers, and engineers. APM travel, a twoe trip across the
[01:19:24] world, is one of the most interesting aspects of Google's APM program with the intention of learning about technology in various cultures and markets. you will go to four destinations. There are hundreds of benefits to
[01:19:40] joining an APM program. A few of them are global guidance from experienced product professionals, on the job learning and varied experience, networking prospects. Apart from the APM program, an intermission can directly
[01:19:55] apply to the APM role in any organization if he or she has the right skills to get the desired job role as well. As we'll move forward in this module, you will get to know the skills required
[01:20:09] for being a product manager. Now let's move on and know the road map for the experienced persons to switch to product management. If you already have experience in other disciplines but want to get into product management, you must
[01:20:25] ensure they have gained the appropriate abilities. If someone is attaining all the required skills then the individual can step ahead towards the further moves of becoming a product manager. Still if not
[01:20:39] then the individual must build the essential skills himself to start a essential skills himself to start a career as a product manager.
[01:20:51] required for being a product manager. There are a few skills that are necessary to step towards a successful career in product management. The first one is product detailing. Developing a brand new feature concept,
[01:21:06] outlining all the functions it would have and determining whether it can be realized. Determining regular user pathways on your specific website or mobile app, as well as if specific business events had
[01:21:21] a significant influence. Managing a product or services revenue or profit and loss lines and making adjustments that boost sales. gathering user input,
[01:21:33] ranking it based on business and consumer impact and disseminating the data with the appropriate decision makers who can affect change. The next one is technical dexterity. A product production involves a lot of technical
[01:21:49] information although they are not required. A product manager should know how all the technical components interact to create the finished product. Technical dexterity involves knowing how the product works at the code level,
[01:22:04] comprehending the process used in the software development life cycle, running AB testing, working on product analytics, etc. Moving ahead, we have critical thinking. Being capable of clear, sensible thought
[01:22:19] and being able to see how concepts are related logically is known as critical thinking. It is an active talent since you must have inputs to carry out an action in order to create outputs. Product managers must continuously
[01:22:34] consider what is best for the company and the user while making decisions in their day-to-day work about the product, the strategy, and the allocation of time and resources. Followed by that, we have communication
[01:22:48] skills. One never stops practicing or getting better at communicating. As a product manager, you must constantly run into new situations and pick up valuable lessons from them. As you go along, you
[01:23:03] start to see patterns which aids in your comprehension of how to react. However, comprehension of how to react. However, each case is also slightly unique. It would be easier for you to build other soft skills like leadership if you are a
[01:23:17] skilled communicator. Since many people will watch you see what happens next, speaking with trust and empathy is crucial. They must believe in your vision and understand that everything is occurring for a good cause. Moving
[01:23:32] occurring for a good cause. Moving ahead, we have industrial accountancy. resources, time, and people is known as industrial accountancy. Professionals in
[01:23:45] industrial accountancy labor to ensure that companies and organizations are managed financially, successfully and effectively. It covers every facet of monitoring and controlling an organization's commercial
[01:24:00] activities. The administration of office buildings, accounting, finance, planning, development, quality assurance, data analysis, sales, project management, information technology management, research and development and
[01:24:16] marketing are all covered from a management and leadership perspective. Followed by industrial accountancy, we have the last one that is time management. For product managers, time management is
[01:24:31] more about effectiveness than efficiency. Organize your day and beat with tasks that directly advance the products objectives. Set aside a set of number of hours each day or each week for the various meetings with
[01:24:45] stakeholders. Good product managers know how to allocate their time and focus on the duties that are under their purview as well as those that advance the objectives of the product. Here the time
[01:24:59] management skills are crucial since they are the means by which one may do less while achieving more. Now let's know about the certification that an experienced person can have for moving ahead towards product management.
[01:25:13] Although this is comparatively a new profession, one may already take several worthwhile courses to better comprehend the world of digital product management. Anyone interested in becoming a product manager must take the following two
[01:25:27] courses. This CSPO certification training will help you learn how to improve product value by speeding the delivery of product features, leading scrum teams, effectively communicating what you want
[01:25:43] your product to do, and maximizing project ROI. It is the ideal course package for every aspiring professional who wants to pursue a career in product management. Next one is simply learns professional
[01:25:58] certification in product management is one of the top four worldwide certified programs in product management. This course is in partnership with the SPJ School of Global Management and involves four months of rigorous live training
[01:26:14] from SPJ's top faculty across Australia, Dubai and India along with the live sessions from the top product leaders. This program prepares you to become a product manager via an exhaustive
[01:26:29] curriculum covering all aspects of product management and educates you on the latest industry trends, advancements and related industry applications from and related industry applications from top product experts via live sessions.
[01:26:43] This program prepares you to become a product manager via exhaustive curriculum covering all the aspects of product management and educates you on the latest industry trends, advancements and related industry applications from
[01:26:58] the top product experts via live sessions. This program provides a 150% sessions. This program provides a 150% salary hike and is connected with 2,900 plus hiring partners. The program will take you towards product strategy, new
[01:27:14] product ideation and development, product life cycle management, design thinking, UIUX and many more different concepts of product management. The top companies that are hiring product managers via the simply learn
[01:27:29] project management course are Amazon, Microsoft, Google, IBM, Adobe, LinkedIn, Deote, Airbus and many more. No matter what industry now you are in or that the
[01:27:42] one you are headed towards it is quite tough to change careers and move into a different firm because of your experience people will hire you. It will be difficult for someone to recruit you as a product manager if you have no
[01:27:57] prior expertise in the field. So it's quite important to have the relevant skills and the certifications to move into product management. There are two main paths to obtaining a product management position regardless of your
[01:28:12] stage in your career. Move internally in your organization toward product management. Secondly, go to a firm that employs product managers and take on a position comparable to yours.
[01:28:25] The first piece of advice is that moving forward in your current employer is simpler. No matter what industry you are now in or the one you're headed towards, it is quite tough to change careers and move to a different firm. Because of
[01:28:39] your experience, people will hire you. It will be difficult for someone to recruit you as a product manager if you have no prior expertise in the field. this job shift within your current employer. You should think about going
[01:28:53] over this career move with your manager before making any decisions. The alternative route for making this profession change is more difficult but may provide an excellent career opportunity. An individual just needs to
[01:29:08] learned throughout his product management studies anytime you notice an opportunity in his or her day-to-day activities. Once more, you might volunteer to assist in product management and use your skills. Any
[01:29:24] individual from the ensuing background can move into product management, product management, engineering, marketing and sales and design, customer executive, architecture, consultancy.
[01:29:39] Now let's move on and know about the top companies that are hiring product managers. So the top companies that are hiring product managers are Google, Microsoft, Amazon, Salesforce, Uber, Swiggy. Now
[01:29:56] let's move towards the end of this session and know what is the salary of a product manager. The average salary of a product manager in India is approximately 10 lakhs peranom and the average salary of
[01:30:10] product manager in the US is approximately 90,000 for a fresher and 1 approximately 90,000 for a fresher and 1 lak $60,000 perom for an experienced product manager. This we are in charge of creating a new mobile app designed to
[01:30:25] help busy professionals manage their daily task and improve productivity. Sounds exciting right? But here's the thing, you're not alone. You've got a whole team of designers, engineers, and marketers working alongside you. And
[01:30:40] you, the product manager, are the one who brings everything together. Think of yourself as a director of a movie. You don't act and you don't write the script, but you ensure that every actor is a team member, plays their part
[01:30:54] perfectly, and that final product is a hit. You drive the vision, make sure everyone is aligned on the same goal and ensure the product actually solves the real user problems. So guys, if you want to see more content like this, do like,
[01:31:09] share and subscribe to the channel and hit that like button below. Ready to dive in? Without any delay, let's get started. Before we commence, if you're looking to advance your career in product management, SimplyLearn's AI
[01:31:23] powered product management professional program in collaboration with UC San Diego's division of extended studies is the perfect opportunity for you. This comprehensive 20week program covers essential PM skills, including AIdriven
[01:31:38] product management and tools like Figma, Jira, Mix Panel, and Postman. With 100% live interactive classes, hands-on projects, and exclusive workshops led by industry experts, you'll gain realworld experience, and create a strong product
[01:31:54] portfolio. You'll also receive a prestigious award of completion from UC San Diego and career support through SimplyLearn's job assist Plus, which includes interview prep, resume optimization, and job search assistance.
[01:32:08] Whether you're new to product management or looking to enhance your skills, this program equips you with everything you need to succeed. Enrollment ends soon. Apply now and take the next step in your career. Find the course link in the
[01:32:21] description below and pinned comments. First, we'll dive into the introduction to product management. What it is, why it matters, and what makes a product it matters, and what makes a product successful. Then we'll explore how AI is
[01:32:34] transforming product management, automating tasks, enhancing decisions, and driving smarter product strategies. And finally, we'll jump into a live demo of essential AI tools that every product manager should know to simplify their
[01:32:48] day-to-day tasks. So without further ado, let's get started with the first module, introduction to product management. Let's begin by understanding what product management is and why it's critical for both traditional and
[01:33:02] AIdriven products. Product management is essentially about managing the entire life cycle of a product from concept to launch and beyond. In other words, it's about making sure the product delivers value to customers and meets business
[01:33:16] goals. Now, let's understand who is a product manager. Think of a product manager PM as the director of a play. The PM doesn't perform in the play but oversees every part. They coordinate between different teams like design,
[01:33:31] development, marketing, editing to make sure everything works together to create the final product. Coming to the key responsibilities of a product manager are first one is vision and strategy. Define what the product will do and the
[01:33:45] path it will follow to meet its objectives. Secondly, customer research. Understand the pain points and desires of users. What do they need? What will make their lives better? Then we have development and delivery. Manage the
[01:33:59] creation of the product, ensuring that it is built correctly and delivered on time. Then metrics and feedback. After launch, gather user feedback and track metrics to refine the product. Let's take a relatable example. Say you work
[01:34:14] as a PM for a fitness app. Your role would involve deciding on the app's core features like tracking workouts or offering personalized fitness plans, collaborating with engineers to build those features, and working with
[01:34:27] marketers to ensure the app reaches users. Now, let's understand why is product management so important. Product management plays a crucial role in any organization by overseeing a product's entire life cycle, ensuring it delivers
[01:34:42] value to both users and the business. Let's explore why it's so essential. First, we have guiding the product journey. PM ensures the product stays aligned with business goals from concept to launch and beyond. Without a strong
[01:34:57] PM, the product can become misaligned with user needs, miss business objectives or even fail to launch successfully. Two, then we have aligning technology with business goals. PM ensures the product solves real user
[01:35:10] problems while also driving business growth. Whether it's increasing revenue or improving customer engagement, the PM aligns the product's strategy with the company's goals. Example, a fitness app not only helps users get fit, but also
[01:35:24] needs to generate revenue and foster brand loyalty. Three, next we have ensuring user trust and adoption. For a product to succeed, users must trust it. A PM ensures the product is userfriendly, reliable, and transparent,
[01:35:39] making sure users feel confident in using it. For example, a fitness app needs to offer personalized and accurate recommendations to build trust and retain users. Four, then driving continuous improvement. PMs ensure the
[01:35:53] gathering feedback and tracking performance metrics. They drive ongoing improvements and updates, keeping the product relevant and valuable over time. product relevant and valuable over time. Five, lastly, maximizing efficiency. PMs
[01:36:07] ensure resources, time, money, and effort are spent wisely. Prioritizing features and tasks that provide the highest return on investment and ensuring the product is delivered on time and within budget. Product
[01:36:20] guides the product through its life cycle, aligns it with business goals, ensures user trust, drives continuous improvements, and maximizes efficiency. Without a PM, products risk failing to meet objectives, wasting resources, or
[01:36:35] losing user engagement. What do we mean by a successful product? A successful something that works. It's about creating a product that meets user needs, drives business growth, and delivers continuous value. In the
[01:36:51] context of AI products, this is especially important. Here's what makes an AI product successful. Solving real problems for users. A successful product addresses a genuine pain point or need for its users. For AI products, this
[01:37:07] means the AI features must actually improve the user experience in meaningful ways. Example, a fitness app that suggests personalized workouts based on AIdriven insights can help users meet their fitness goals more
[01:37:20] effectively. If the AI offers generic advice, users may not trust it and the app won't succeed. Then we have user adoption. The product should attract users and convince them to use it regularly. A successful AI product
[01:37:35] builds trust, provides clear benefits, and creates a positive user experience. For example, a voice assistant like Siri is successful because it's easy to use, efficient, and helps people complete tasks without any hassle. It has earned
[01:37:49] the trust of millions of users. Scalability and adaptability. A successful product can scale and evolve over time. For AI products, this means that as new data comes in, the AI model improves and adapts to provide even
[01:38:04] better recommendations or insights. For example, if a fitness app uses AI to analyze user behavior and suggests customized workouts, it should learn and adapt over time as the user's fitness journey progresses. Business growth.
[01:38:19] Ultimately, a successful product should align with business goals, whether that's driving revenue, increasing engagement, or strengthening the brand. For example, if a fitness app can recommend personalized workouts and
[01:38:31] achieve high user engagement, it drives both user retention and business success. It will keep users engaged and subscribed, thus generating more revenue. Then comes sustainability and ethics for AI products. Ethical
[01:38:46] considerations are becoming a central factor in determining success. AI powered products need to be transparent, non-biased, and respect user privacy. As example, an AI powered hiring tool that helps companies screen resumes must
[01:39:01] ensure that it is fair and unbiased. If the AI model is biased, it will harm the company's reputation and violate ethical standards. Let's see a relatable example. Imagine you're working as a PM for a fitness app that uses AI to offer
[01:39:16] personalized workout plans. Your job is to ensure the AI delivers relevant, personalized recommendations that help users reach their goals. The AI is transparent and easy to understand so that users trust it and keep using it.
[01:39:31] You gather feedback to improve the product continuously, especially based on data the AI learns from users progress and goals. A successful product would not only meet these goals, but also contribute to your app's growth and
[01:39:45] establish a long-term relationship with its users. Product management is key to building successful AI powered products. A successful product doesn't just meet user needs. It creates value for both users and businesses. A product manager
[01:40:00] ensures that this success is achieved by guiding the product through its life cycle, adapting to new data, and continuously improving the product based on feedback. For AI, this means not only creating a usable product, but also
[01:40:14] ensuring that the AI algorithms are ethical, accurate, and trustworthy. Now that we understand the role of a PM, let's break down the fundamentals of product management with a focus on how these apply to AI. First is vision and
[01:40:29] strategy. The PM defines the vision for the product. For AI products, this includes how the AI will add value. The strategy should align AI capabilities with the business goals. For an AI powered fitness app, the vision might be
[01:40:43] to help users reach their fitness goals by providing personalized workout plans using AI. Then customer research. PMs must identify user pain points and needs through surveys, feedback, and interviews. For AI products, this could
[01:40:57] also include gathering feedback on how users interact with AI features. Example, you might discover that users find the app's workout suggestions generic and want more personalized advice. This feedback will guide the
[01:41:10] development of a more tailored recommendation system powered by AI. Now, development and delivery. The PM works with engineering teams to build the product and ensure it's released on time. The fitness app development team
[01:41:23] needs to create an AI system that can analyze user data and generate personalized workouts. The PM ensures that the team has all the resources they need and that the system is launched successfully. Finally, metrics and
[01:41:36] feedback. After the product is launched, the PM monitors user engagement and gathers feedback to refine the product. Example, you notice that users aren't recommendations. So, you might introduce features like AIdriven reminders or
[01:41:51] gamified achievements to encourage users to engage more. Now, let's get into product life cycle. Every product goes through a life cycle, which is a series of stages that the product undergoes from its initial concept all the way to
[01:42:03] its eventual retirement. Understanding this life cycle helps product managers manage and optimize each stage effectively. Let's break down each stage of the product life cycle and its importance. First is discovery. In this
[01:42:17] stage, the product manager PM identifies the problem that the product will solve. This is where market research, user feedback, and identifying a gap in the market play a critical role. The PM defines the product concept, sets the
[01:42:32] goals of the product, and outlines what success looks like. The key tasks in discovery, understanding user needs, what problem are we solving for the user? Then market research. Is there a market for this product? What are
[01:42:45] competitors doing? And finally, setting goals. What are the key outcomes the product needs to achieve? For a fitness app, you discover that users struggle to stay motivated to out regularly. You might decide that the app needs to offer
[01:42:59] personalized workout recommendations based on each user's goals and progress. Secondly, validation. Once the concept is defined, the PM moves on to validation where they test the idea with real users to see if it resonates. This
[01:43:13] often involves creating prototypes or early versions of the product to gather feedback and make sure the product meets user needs before fully building it. Key tasks in validation. First, prototype testing. Build early models or
[01:43:27] prototypes and test them with users. Secondly, gathering feedback. What do users like or dislike? Then refining the concept. Based on feedback, the product might be tweaked or redefined. You create a prototype for your personalized
[01:43:42] workout recommendation system in the app and ask a small group of users to test it. You gather feedback on the design, functionality, and whether the recommendations are helpful and make adjustments accordingly. Thirdly, build.
[01:43:55] Once the product concept is validated, it's time for the build phase where the product is fully developed. This includes designing the user interface UI, building the technical aspects and getting everything ready for launch. The
[01:44:08] key tasks in build are first one is designing the product. Work with the design team to create the visual layout and user interface. Then we have engineers to develop the back-end functionality and ensure the product
[01:44:22] works smoothly. Then integrating features. This is where all features like notifications, user tracking or specific functionalities are added. For example, you work with designers to build the UI of the fitness app and with
[01:44:36] engineers to ensure that it can handle user data and provide personalized recommendations. You also test how well the app functions with various mobile devices. Next, launch. The launch phase is when the product is made available to
[01:44:50] the public. This is a critical stage for any product as it involves marketing, ensuring the product is easy to access and providing support to users who may face challenges. The PM ensures that everything is set up for a smooth
[01:45:03] release. Key tasks in launch are marketing and promotion. Let users know about the product through campaigns, ads, and outreach. Then user support, provide guidance or troubleshooting to help users get started. and monitoring
[01:45:17] performance. Track the product's initial reception and performance metrics. For example, after launching the fitness app, you collaborate with the marketing team to run campaigns on social media, letting users know about the
[01:45:30] personalized workout features. You also monitor app downloads, user signups, and initial reviews to ensure everything works smoothly. Then evaluate and iterate. After the product is launched, the job isn't over. The evaluate and
[01:45:44] iterate phase is where the PM collects feedback from users, tracks performance metrics, and continues to improve the product over time. This stage is ongoing as products usually require updates, bug fixes, and new features. Now, let's see
[01:45:58] the key tasks in evaluate and iterate. First is collecting feedback. Listen to users to identify issues or opportunities for improvement. Then we have tracking metrics. Use analytics to monitor how well the product is
[01:46:13] performing and if it's meeting its goals. Finally, making improvements based on feedback and data. Release new features, fix bugs, or optimize the product. For example, after launching the fitness app, you notice that some
[01:46:28] users are not engaging with the personalized workout recommendations as expected. You gather feedback and introduce AIdriven reminders or gamification elements to encourage more interaction with the app. This product
[01:46:41] life cycle framework is key for any successful product. Whether it's a physical product or a digital app, each phase ensures the product is built on a solid foundation, resonates with users, and evolves to meet changing demands and
[01:46:55] challenges over time. Let's move on to the next module. Welcome back to the next module. Let's start with how AI has automated product management. Imagine you're managing a product, but instead of spending hours manually analyzing
[01:47:10] data, running experiments, or gathering user feedback, you have a powerful AI assistant that does it all for you. Sounds futuristic, right? Well, welcome to AI in product management. AI has completely transformed how products are
[01:47:25] managed. It automates time-consuming tasks, enhances decision-making with data, and even personalizes user experiences in real time. AI doesn't just speed up processes. It also provides intelligent insights that help
[01:47:39] PMs deliver products that users actually love. Let's dive into how AI does this. Let's see AI as a strategic tool for product managers. Traditionally, product managers, PMs, relied heavily on manual research and intuition to guide
[01:47:55] decisions. Today, AI is the ultimate strategic tool that enhances a PM's ability to make decisions with datadriven insights. With AI, PMs can analyze large data sets, predict market trends, and personalize experiences, all
[01:48:11] in a fraction of the time it would have taken manually. AI and strategy includes market trends. AI tools can instantly analyze competitor activity, user reviews, and market data, giving PMs real time insights into new
[01:48:25] opportunities. Then, user behavior prediction. AI can predict how users will interact with a product based on past behavior, helping PMs make informed decisions on which features to prioritize. Imagine you're managing a
[01:48:39] fitness app. With AI, you can analyze user data to predict which workouts will be most engaging for users based on their past behavior. This helps PMs decide which features to prioritize, like adding a personalized workout plan
[01:48:53] like adding a personalized workout plan that adapts as users progress. Secondly, using AI to drive product discovery. Product discovery is one of the most critical stages in product management. It's where you figure out what users
[01:49:06] need, what they struggle with, and what they truly want from your product. AI makes this process a whole lot easier by automating research and quickly providing insights from user feedback, market data, and competitor analysis.
[01:49:20] How AI helps in discovery. First is sentiment analysis. AI tools automatically analyze user reviews, social media, and surveys to detect patterns in how users feel about the product. Then we have market analysis.
[01:49:35] AI tools monitor competitors, trends, and emerging technologies in real time, helping PM stay ahead of the curve. For example, if your fitness app receives feedback about users wanting group challenges or social features, AI tools
[01:49:50] can automatically flag these trends. PMs can then prioritize adding group workout features or social sharing capabilities to meet user demands. Thirdly, AI in product validation and prototyping. Once you have a product idea, it's time to
[01:50:05] validate it. In the traditional product management approach, PMs would gather feedback through interviews, surveys, and prototype testing. But with AI, this process becomes faster, smarter, and more efficient. AI in validation
[01:50:19] more efficient. AI in validation includes first automated AB testing. AI can run AB tests with multiple variations of a feature, track user interaction, and analyze results automatically. It helps identify which
[01:50:31] version resonates best with users without the need for manual data collection. Then, user interaction insights. AI can track how users interact with prototypes and quickly provide feedback on which design or
[01:50:44] feature works best. For example, in your fitness app, you could use AI to test two versions of a workout recommendation system. one based on past activity and the other based on fitness goals. AI would analyze which version leads to
[01:50:58] higher user engagement, providing actionable insights for the PM. Lastly, AI for product optimization and continuous improvement. Once your product is live, the journey doesn't end. The real magic happens when AI is
[01:51:13] continuously monitoring how users interact with a product, identifying opportunities for optimization and suggesting improvements in real time. AI for optimization includes first real
[01:51:26] time data analysis. AI analyzes user interactions with the product and gives real time recommendations on what needs fixing or enhancing. Then personalization. AI can personalize content, notifications, and features
[01:51:41] based on user preferences, ensuring that users get exactly what they need at the right time. For example, if users of your fitness app aren't engaging with the recommended workouts, AI can track their behavior and suggest personalized
[01:51:55] reminders or new workouts based on their goals or activity levels. This ensures higher engagement and a better user experience. Now let's take a step back and look at the key differences between traditional product management and AI
[01:52:09] product management. First, let's see traditional product management. It relies on manual research and intuition to make decisions. The feedback loops are slower as data collection and analysis are typically done manually. It
[01:52:22] involves heavy user interviews and testing to understand pain points. The product evolves slowly, often with periodic updates based on user feedback. Now coming to AI product management. It leverages AI tools to automate data
[01:52:37] collection, analysis, and testing. It can make realtime decisions based on predictive analytics and user behavior. It integrates continuous improvement with AI constantly analyzing data and recommending product tweaks. Then it
[01:52:51] allows for personalization at scale, ensuring that the product evolves based ensuring that the product evolves based on each user's behavior. For example, in traditional PM, you would conduct user interviews and focus groups to discover
[01:53:03] interviews and focus groups to discover features users want. With AIPM, AI can automatically analyze thousands of user reviews and feedback, spotting trends in real time, allowing PMs to quickly adapt and prioritize features that matter the
[01:53:17] most. Integrating AI into product management is a gamecher. It empowers PMs with tools that automate tasks, optimize decisions, and provide datadriven insights at every stage of the product life cycle. Here's why AI is
[01:53:31] so important. AI automates repetitive tasks, helping PMs save time and focus on strategic decisions. Then, AIdriven insights provide PMs with deeper knowledge of user behavior, market trends, and product performance. AI
[01:53:47] driving engagement and customer satisfaction. AI ensures continuous optimization, making the product better over time with real-time data analysis. With AI, product management is faster, smarter, and more effective, enabling
[01:54:04] PMs to deliver products that truly resonate with users and drive business success. Hello guys, welcome to the last module of AI in product management. So, as a product manager, you have access to a wide range of AI tools. But today, we
[01:54:20] are focusing on a selected few that can truly make a difference at every stage of your product journey. From research and planning to execution and feedback, these tools are here to help you work smarter and faster. So, the first tool
[01:54:34] I'm going to use today is definitely Chat GPT. Not necessarily you have to use a paid version, but you can use the free version also. But I am using the paid version. So let's start typing. So let's type a scenario. I am going to
[01:54:49] make a meditation app for the corporate individuals. Provide me a list of 10 things that I should include in my market research and let's see what it does. So let's give this prompt. And in no minutes you're getting a good idea
[01:55:03] from chat GPT. So the first point it is talking about is target audience persona. So you have to understand the demographics, the age, gender, job roles, managers, tech workers, HR professionals and so on.
[01:55:19] Then you have to identify the pain points. Then you have a daily schedule and the preferred time for meditation. Then you have competitor analysis. The study top meditation apps are headspace, calm, instant timer and balance. Note
[01:55:34] calm, instant timer and balance. Note their features. this UI, UX, pricing models and the corporate spacing offerings. Then you have corporate wellness trains and for each heading they have given three to two points. So
[01:55:47] user behavior insights, how often do professionals currently use meditation apps. Then the platform preferences, signs, bad content demand, gamification and the social features. Then we have privacy and security concerns. This is
[01:56:02] basically for the corporate clients. They have to understand expectations around data handling, GDPR compliance and employee privacy. So these are all the things. So let's now move on to the second prompt. So generally before
[01:56:16] launching one product, we do research. So charge GPT will help the product managers basically to research. What could be the total addressable market for the app idea I referred to earlier. Then I will ask to segment the market in
[01:56:31] subcategories and include go to market pointers as well. pointers as well. So let's see what it gives. So it has started typing the total addressable market the dam overview it
[01:56:46] addressable market the dam overview it is valued at 60 to 65 billion USD and the meditation and the mindfulness segment that's 2 to 3 billion USD and growing at a rate of 10 to 12%. So that is great. It is growing. So let's focus
[01:57:00] on the corporate professionals who are most likely to use your app. The enterprise companies that is more than 1,000 employees. So HRdriven wellness programs. Then so many companies are actually globally using that. Then the
[01:57:14] go to market the target HR people of operations or chief wellness officers. operations or chief wellness officers. Then we have the SMBs that is 50 to 9999 employees. Then for the go to market then we have remote or the hybrid teams
[01:57:29] that is the combat screen fatigue isolation and burnout. Then we have professionals that is the B2C companies self-improvement stress relief and burnout recovery. Then we even have HR consultancies and the wellness coaches.
[01:57:44] Then we have sample revenue projection the bottomup model 1,000 SMBs in year 1. Then we have a bonus tip. Market timing. With rising corporate burnout, remote
[01:57:56] work and mental health awareness postcoid companies are actively investing in digital mental wellness tools. So this is obviously in high demand and you have a high opportunity window especially if you position
[01:58:09] yourself as the headsp space built for workspaces. So this is actually nice. So for example, let's suppose a scenario that I want a particular website to replicate and ask for the pros and the cons of the product. So let me search
[01:58:23] cons of the product. So let me search for Zoho and I will paste it over here and after giving one space let's write tell me
[01:58:35] about the pros and cons of the product and let's see what it does based on the content you provided. Here's a detailed breakdown of the pros and the cons of Zoho's product. So, the pros are all-in-one business
[01:58:49] So, the pros are all-in-one business ecosystem, 55 plus integrated apps including CRM, books, people, payroll, mail and more. Then we have affordability and value. So, compared to Salesforce, HubSpot or Microsoft 365,
[01:59:04] Zoho offers lower pricing for the similar functionality. And then we have privacy focused. Then we have scalable from startup to enterprise. Then we have a strong global reach. There are 130 millions of users across 150 plus
[01:59:20] countries with 18,000 plus employees using that. So that is nice. Then we have AI capabilities in Zoho. Then we have to focus on long-term R&D. Zoho owns most of its tech stack like less reliance on third party providers. Then
[01:59:36] we have a partner ecosystem that is affiliate programs, partner integrations and startup offerings make it communicate friendly and extensible. So these are the cons of Zoho product side. Complex onboarding for the new users.
[01:59:50] Obviously it is not so easy for the new beginners. Then we have inconsistent user experience across apps. Some users report that not all Zoho apps feel equally polished or visually unified. Then we have customization that requires
[02:00:05] technical skill. Then we have customer support feedback mixed. Then we have ideal use cases. The startups looking for affordable full-sight solutions can actually go for Zoho. Then we have midsize firms needing CRM, HR, finance
[02:00:20] and operations to work together. They also can go to Zoho. And then finally we have enterprises seeking privacy focused alternatives to Salesforce or Microsoft. So this is in great detail. So you can actually research over here so many
[02:00:34] things all under the same roof with chargeability. So let's now move on to the next AI tool. The next AI tool we will be talking about today is notebook LM. So just write notebook LM in the browser and you will land here. So just
[02:00:48] go to the facial website. Now this is basically the landing page of notebook LM. And when you scroll down you will basically find your personalized AI research assistant. Upload your sources then instant insights and then we have
[02:01:02] seen the source not just the answer and then we listened and learned to go and then we value your privacy and do not use personal data to train notebook LM how people are using it. So basically it is a power study then you have organized
[02:01:17] your thinking and spark new ideas. So you can see the reviews notebook blue or mine this could be the next killer app in generative AI and so on. So when you scroll up you can just go to these plans and see the plans. So basically we have
[02:01:30] two plans notebook LM this is basically free for the individuals to get started with and this is notebook LM in pro and here you have got 5x more audio overviews notebooks queries and sources per notebook. Then you have customize
[02:01:44] the style and the length of your notebook responses. Then create shared notebooks for your team and get usage analytics. Then we have additional privacy and security. Then you can learn more about the benefits and the pricing.
[02:01:57] Then you can see customizable settings, sharing analytics and everything. So we will be going with the free one. So no need to worry about this. So after that let's click on to try notebook LM. So obviously here you can see the previous
[02:02:09] notebooks. So I will just click on to create new notebook. And after you just create the new notebook here notebook LM will just ask about the upload sources. uploading sources. There is a Google drive, the link and the paste text. So
[02:02:25] Google drive we can upload Google docs or Google slides and in these types of links you can upload websites or YouTube videos. And for the paste text you can just copy paste the text. So here the source limit is 50. So basically you can
[02:02:38] upload up to 50 sources. So enough of actually the writing and the research part. So let's now go to the videos and do something. So let's now move to YouTube. So here basically I have searched for this generative AI and
[02:02:50] basically see I have this video of 8 minutes. So here I'm going to copy the link of the video and then go back to notebook LM and then I will click on YouTube and I will just paste the URL and just click on insert
[02:03:05] and you have to wait for some time and in no minutes it has just actually given the insights. You can see what generative AI models are in the video transcript. Kate sold from IBM research introduces generative AI models
[02:03:18] highlighting the large language models like chatbot as a prominent example. She explains that LLMs are a type of foundation model. So basically this is a transcript or just an overview of the whole video. So in no time the product
[02:03:31] managers who are doomed with heavy work can just actually see the overview and understand what this particular video or a script or a document is all about. So basically here we can see the screen is divided into three parts the sources
[02:03:45] chat and studio. So the source is basically where you can see what the sources are available in the particular chat. Here in the chat section you can actually follow up like what are the function models. Here I'll just show you
[02:03:57] this is the pre-generated one. So I will just ask this only foundation models represent a new paradigm in the field of artificial intelligence. So this is basically an overview and you can even ask the follow-up questions and let me
[02:04:10] serve you with something else so you can see an audio overview. So it will generate in a few minutes and for then just be patient it will take time. So in the meantime I will just show you about some features. So first you can even
[02:04:24] have an audio overview then you can have a video overview. You can even mind the map that is generating an AI mind map based on your sources. Then basically we have reports that are brief documents. Then we have a study guide, FAQs and
[02:04:38] timeline. You can even add a note over here and ask for the follow-up questions. So it's basically awesome for the product managers who are dumped with heavy work. They can sit back and hear wordto word looking forward to
[02:04:51] summarizing a large document and can even chat with the data provided. So in the studio it was previously named as notebook LM guide but they have actually recently updated that and in no time you can see that it has generated the audio.
[02:05:05] So let's now see this audio overview. >> Today we're plunging into uh one of now. >> Generative AI models. You've definitely right? >> Like Chat GPT.
[02:05:19] >> They've well they've genuinely taken the world by storm. >> Yeah. revolutionizing everything from writing poetry to like planning your vacation. So, our mission today in this deep dive is to unpack what these
[02:05:32] >> Yeah. >> How they work, their potential, which is huge, and also the challenges, the real critical challenges they face, all based >> Exactly. And you know what we're seeing? It really isn't just another tech trend.
[02:05:46] It feels more like a a step change in AI performance. A big leap. >> A step change. >> Yeah. And this shift, it has significant potential to drive real enterprise value and uh impact industries in ways we're
[02:06:00] >> Okay. Okay. Let's unpack that. So, you mentioned these LLM, the ones everyone's foundation models. >> That's right. You can actually see that this is actually a podcast, not only an audio overview. So, through a
[02:06:15] conversation, you can actually understand what actually that video wanted to say. So this is basically nice and when you now click on these three dots you can rename, download, share or delete. The best part is you can
[02:06:28] download this file you can for future use. So let's suppose you have 50 sources. Now it might be difficult for you to read line by line and document by document. So it's better to generate a summary even better to listen to an
[02:06:42] audio and get an overview of the resources. And that's how it works. So let's now move on to the next tool. So the next tool I will be using today is notion AI. So if you are a product manager juggling the specs, research,
[02:06:55] meetings and updates, let me show you how notion AI can help you simplify it all step by step. So you have to just go to the browser and type notion AI and then you will get the notion AI. Just go to it and this is actually the official
[02:07:09] website of notion. So here basically you can go to the AI and click on get notion for free. So it will welcome you with so many basics. So I will go to a new page.
[02:07:21] So here basically you can paste your document. You can even load your page over here. But then here is the AI assistant that actually makes it an incredible app. So this will actually summarize your document over here,
[02:07:33] brainstorm a list of recipe ideas and analyze PDFs or even images. Then it can even create a page for a project kickoff and get answers from the connected apps. This is incredibly wow. For example, the first step we would be doing is to do
[02:07:48] the instant research. So imagine you're trying to understand what users think about a new feature, see the dark mode in your mobile app. So just open this notion page and this AI assistant and type summarize the user feedback about
[02:08:01] type summarize the user feedback about the dark mode in the mobile app. And I will press on to enter and it is thinking. So obviously it will be causing some problems as I don't have any documents over here right now. I
[02:08:15] have searched for information about the user feedback on dark mobile in that. But I couldn't find any specific feedback or data about the dark mode features in your workspace. The search results mostly contained the UX case
[02:08:27] studies for investment apps and personal portfolio information, but none mentioned dark mode specially. If you would like to collect and organize your user feedback about dark mode, I could help you create a structured document
[02:08:39] select where you want to create this document and I could assist in setting up categories for different aspects of dark mode feedback. So, it has not only just said that I couldn't find it, but it has actually given you one solution.
[02:08:52] So, you can just copy and insert all the connected apps and get anything. So, the next step would be writing the PRDS and the specs faster. So, now it's time to write a product spec. So here I will create a PRD for a new referral feature
[02:09:05] and it will generate a solid first draft with sections like overview, goals, user stories and more. You can just then tweak it on link related tasks and wireframes and get your work done. Our step number three would be to capture
[02:09:18] the meeting notes automatically. For example, during team calls or customer interviews, just take quick notes or record key points. So I have a list of that. So I have a list of customer interviews and the team sync that is the
[02:09:33] weekly startup. So I will just paste it over here and then I will ask the notion to highlight the main decisions, questions and action items in one clean section. This is basically perfect for the
[02:09:47] followers and you have to wait for a certain time and in no time you can see it has created one. This created tabular action items and so on. open questions, the key decisions, questions and action items, development status, customer
[02:10:01] feedback summary and everything in one. Let's now come to the fourth step that is creating the weekly updates instantly. So then you might think that You can just come over here and summarize product progress for this
[02:10:16] week. So here is the thing. The first thing is notion AI is a free version but then you have to actually upgrade it to get the notion AI so that it can answer more questions for you. So do that if you require that and it is a worthwhile
[02:10:31] tool. So let's now move on to the next one. The next tool I would be talking about is productmonkey.ai. So this is basically the website of product monkey and you will even get a guiding video for the beginners. Then if
[02:10:44] you scroll down you can see that it is trusted by thousands of teams and companies such as Acue weather freshworks able to simply learn MPL. Then you can see how it works. You can upload images. You can create drafts of
[02:10:58] product requirements and the engineering task tickets. The major task of a product manager. Then you can move drafts to your project management software are users lovers. So this is basically a testimonial section and then
[02:11:11] you can enhance the productivity by protecting the privacy. Frequently asked questions are also here. You can just go ahead and sign up or just you can upload your file and it supports JPEG, PNG, TIFF and upload a Figma page URL if you
[02:11:26] want to. So for example, I will upload. So it is asking me to login. So just loging in with your Google account. So I have just logged in. So before just There's a free plan obviously that is I'm using the current plan. Then we have
[02:11:42] a basic that is $9 per month. Then we have a business one that is $39 and an enterprise one that is 99. So here the difference lies in the tickets. The 50 tickets per month is for basic, 500 tickets per month is for the business
[02:11:56] and the enterprise has unlimited tickets per month. So let's just go with the free plan for now. Then I will just use click to upload and I will upload my design over here. So basically I need to upload again upload image and I have
[02:12:10] upload again upload image and I have uploaded this image. I will delete one. So I have just clicked on to create new tickets using the ticket format of user story detailed description and acceptance criteria. I would see it as a
[02:12:23] personal one and it will create YouTube I would say and then I'll say to see the I would say and then I'll say to see the tickets.
[02:12:35] Implement dashboard UI with task summary and user portfolio intro. Open ticket. You can see it has created a user story. As a user, I want to view my task summary and profile information on the dashboard. You can even edit this or
[02:12:49] copy this. Then you have a detailed description. The dashboard UI should be implemented to provide users with the convenient overview of their task summary and profile information upon logging in. The page should welcome the
[02:13:02] user back and display the number of tasks completed, the list of the tasks the customer's user's profile information. Then we have acceptance criteria. For example, the dashboard displays a welcome message that includes
[02:13:16] the user's name. For example, welcome Jack Jane do. Then we have the dashboard prominently placed. Then we have examples for each one. Then if you scroll down, you can see the updated presentation and so on. We can just even
[02:13:31] share this. You can save this ticket. You can regenerate with feedback. You can copy, you can edit, you can even delete. So these are all the versions you will get when you actually upgrade the plan. But then for now, this is
[02:13:43] enough for a product manager to begin with. So let's now just move on to the next one. The last but not the least tool we will be talking about today is text tossql.ai. So just type in your browser text
[02:13:55] tossql.ai. and text to SQL is basically a gamecher for the product managers who want the quick datadriven insights without needing to write the complex SQL queries. So instead of depending on data
[02:14:08] analysts, you can simply type questions in plain English like how many users signed up last week and instantly get a SQL query. So let's now move to this official website and you can see this is a visually appealing website though when
[02:14:22] you scroll down you can see trust in the leading companies here it from our users and this is having the pricing plans as basic pro and enterprise custom. This is something you can try now. This is the plan for $29 and so on. So let's now try
[02:14:38] it for free. So here basically this is a thing you can see the page is divided into two the left hand side and the right hand side. So the left hand side is having assistant configuration. These are having the templates, the history
[02:14:50] configuration like you're having databases, API settings and the settings. So these are basically for exploring the user behavior, tracking the feature adoption, validating the product decisions and building reports
[02:15:03] faster all by yourself. So whether you're checking the churn usage patterns or AB test results, text to SQL helps you move from idea to insight in seconds making you a more independent and efficient product manager. So basically
[02:15:17] you can actually connect with your own database as well. No database right now you can actually generate SQL. You can submit a database you can go for MySQL, Microsoft SQL Server, Oracle then SQLite, Snowflake, Red Shift, BigQuery
[02:15:32] and so on. You can even use a demo database over here. So for the requirement, I'll just show you how it works. The total revenue per product category for the last 60 days that is for 2 months. I will send this. So we
[02:15:45] are using a demo database over here. You can actually include your own database and ask queries and you can see no time it has generated the SQL query. So let's break down your request operation select with aggression to calculate the total
[02:16:00] revenue. Then we have the tables and the order items which contain the line total per product. Then we have products to get category ID. Then we have categories to get category names. And finally we have orders to filter by place that
[02:16:14] data. Then we have filters which only include orders from the last 60 days. So it is not only used by the product managers. It can actually you can even learn from here. Then this is the approach given over here. And then you
[02:16:26] have this total SQL ready for you. You can just run this or even copy this. And in this way, you can actually be a SQL expert even when you're not having that much skill. It's pretty cool with AI. You're not lagging behind. You are just
[02:16:40] smart enough to turn your weakness into strength. And this is a must-try tool for the product managers. So guys, congratulations on completing the AI with product management course. In this course, you have discovered how AI can
[02:16:53] supercharge the way product managers plan, prioritize, and even deliver impactful solutions from automating repetitive tasks and summarizing the user feedback to generating insights, creating user stories, and optimizing
[02:17:06] road maps. You have seen AI in action through hands-on demos and real world examples. You have learned how to integrate tools like OpenAI APIs and AI powered dashboards into your workflow, making product designs faster, smarter,
[02:17:20] and more datadriven. So, most importantly, you now have the skills to use AI as a strategic co-pilot in your product journey. And this is just the beginning. Keep experimenting, keep repeating, and unlock the full potential
[02:17:33] of AI in your product management career. Imagine you're the driver leading your team on a journey to create something awesome. Without a map, you might end up losing or going in circles, but with a clear road map. It's like you have
[02:17:47] turnbyturn directions and you know where you're headed, which keeps everyone on the same page and working together smoothly. Just like how Google Maps help you avoid traffic and find the best route. In a similar way, a product road
[02:18:02] map helps you and your team dodge obstacles and reach your destination launching a successful product. It acts as a guide for product managers to communicate with their team and navigate the product development process. In
[02:18:17] today's video, we will be talking about product vision, what is product road map, its features and functions, different types of road maps you can use, how to create a product road map, and top five free tools for creating a
[02:18:31] product road map. >> Craving a [music] career upgrade? >> Craving a [music] career upgrade? Subscribe, like, and comment below. Dive into the link in the description to fasttrack your ambitions. Whether you're
[02:18:44] making a switch or aiming higher, SimplyLearn has your back. interested in becoming a certified product manager from SPGN School of
[02:18:59] Product Management, gain expertise in AI powered product management courses. Chart GPT and Googlebot top product tools with 100 person interactive live sessions led by industry experts and SPG's top faculties. This professional
[02:19:15] product management course by SPG School of Global Management prepares you to become a product manager via an exhaustive curriculum covering all aspects of product management. This program focuses on the latest industry
[02:19:28] trends, advancements and related industry applications taught by top product experts via live sessions. This SPG academic excellence and product expertise from experts from companies like Google, Microsoft, Amazon and more.
[02:19:45] So don't forget to check out this course in the description box below and the pinned comment. So without further ado, let's get started. Let us now start by understanding what product vision actually means. If you look up online,
[02:19:58] you might find complicated explanations like it's the emotional future idea of a company. But let me make it easier for you. Your product vision is basically your big goal. What you want to achieve with your product or the impact you want
[02:20:13] to make. For example, Elon Musk vision for Tesla is to become the top car company for the 21st century. That's their product vision, their destination. their product vision, their destination. Some people mix up vision with why of a
[02:20:27] product. But they're not the same. Your vision is where you're headed. While the why is the reason behind aiming for the future. In business, we call this reason the mission. So if your vision is where you're going, the mission is why you're
[02:20:41] going there. Having a clear vision is very important in product development for two reasons. Firstly, it motivates your team and stakeholders by giving them an exciting goal to aim for. And it helps you to make smart decisions about
[02:20:56] what to build and what not to build. With a clear vision, you can steer your product in the right direction and make sure everyone is on the same page. We will now understand what is product road map. A product road map basically
[02:21:10] towards achieving your goals for a product. It's a strategic plan that details the necessary steps and timelines needed for accomplishing task. Product road maps play a very crucial
[02:21:23] role as they assist in prioritizing and planning ahead at each stage of product development. They connect the overarching product strategy with the specific task and activities carried out by the team. For example, let's say
[02:21:37] you're creating a new mobile app. Your product road map would outline all the key features you want to include like user login, messaging and photo sharing. It will also break down when each feature needs to be developed, tested
[02:21:50] and released to users. Here the product road map help us to stay on track and reach a destination launching a successful app. Let's discuss the key features and functions of a product road map. Firstly, the road map serves as a
[02:22:03] highle plan charting the course from concept to final release. It lays out the key milestones, deliverables, and timelines the team needs to hit, which developers to ensure everyone understands the plan and stays on the
[02:22:18] track. Regularly updating and consulting the road map keeps the team focused on the big picture and the ultimate goal. A vital function of the road map is to prioritize product initiatives and features by defining what will be built
[02:22:32] and when. The road map enables the team to focus their efforts on the most impactful and strategic elements allocating resources efficiently. The road map also communicates the product strategy to stakeholders from executives
[02:22:47] to the sales team. This visual representation fosters buyin and collaboration across the organization. Road maps play a key role in managing expectations by outlining planned releases and feature rollouts and
[02:22:59] settling clear expectation for customers. Lastly, the best road maps incorporate flexibility adapting to changing market conditions, customer feedback, and new strategic priorities aligned with evolving business needs. We
[02:23:12] product road maps and how they help us to achieve our product goals. At first, we have portfolio road map. This road map provides a broad overview of stages for multiple products. Imagine you're overseeing a company that develops both
[02:23:27] mobile apps and platforms. Here the portfolio road map will help you to see the big picture what's happening across your product portfolio. Second we have strategy road map which emphasizes highle initiatives and efforts to meet
[02:23:41] product goals. For example, it might include goals like improving user experience, expanding product offerings or enhancing customer support. Third, we have release road map which breaks down the task and timeline to finalize a
[02:23:54] product's creation. This could include steps like designing user interfaces, coding functionalities, testing for bugs, and finally releasing updates to app stores. Features road map. This road map basically shows features and
[02:24:08] timelines of when product features will be released. It helps ensure the development efforts are aligned with the planned feature releases. Next, we have sprint road map. It is used when the agile framework to plan the team efforts
[02:24:22] during a sprint. For instance, if your team is working in a two-week sprint to add new features to a website, this sprint road map would outline who is responsible for which task during that time frame. Next, we will now understand
[02:24:36] how to create a product road map. Creating an effective product road map doesn't have to be complicated. With a well-crafted road map, you can bring clarity and focus to your product development journey. Remember to define
[02:24:49] your purpose, identify your audience, and be ready to adapt along the way. Let me walk you through the seven key steps. The first step is to define your product purpose. What are the main goals and objectives you're trying to achieve with
[02:25:02] this product? Get really clear on the core purpose. This will serve as the foundation of your road map. Next, identify your audience who will be using the product and referencing the road map. Understanding your key stakeholders
[02:25:15] from executives to customers will help you tailor the road map to meet their specific needs and expectation. Third, gather input and feedback from the stakeholders. Talk to your customers, your sales team, and your developers.
[02:25:28] Get their insights on what's the most important to include in the road map. This collaborative approach will result in more well-rounded plan. The fourth step is to determine the main theme or pillars of your product road map. These
[02:25:41] are the highle categories or focus areas that will guide your development efforts. Things like new features, product enhancements or infrastructure improvements. Once you have those key themes identified, you can break them
[02:25:54] down into more specific actionable items. These are the individual task milestones and deliverables that will bring each theme to life over time. With your theme and action being defined, you can then choose the right format for
[02:26:07] your road map. Will it be a visual timeline, a table of initiatives? The format should make it easy for your audience to quickly understand the plan. Finally, remember that your road map is not set in stone. Review it regularly
[02:26:21] and update it as needed to reflect changes in your business market or customer needs. Flexibility is key to ensuring your road map remains relevant and valuable. Follow these seven steps and you'll be well on your way to
[02:26:34] creating a product road map that aligns your team, excites your stakeholders, and ultimately drives a product success. We will now discuss the five free tools for creating a product road map. You must now be wondering how to create
[02:26:47] effective product road map. Well, I'm now going to share you the top five free tools that you can use to build your road map and keep your product development on track. First up, we have Trello. Trello is a versatile project
[02:27:00] management tool that also happens to have some great road map templates that you can use. Next, we have notion, a collaborative workspace that includes road map templates in their free plan. Next, we have got Jira, which is a
[02:27:14] popular tool that can be leveraged for creating and managing effective product road maps. Of course, we can't forget the classic Microsoft Excel and PowerPoint. This tried and trueue spreadsheet tool may not have all the
[02:27:26] bells and whistles, but it's a very simple and effective way to map out your product road map. We will now discuss how to make a product road map in Excel. Today, I'm going to walk you through step-by-step process to build one using
[02:27:39] Microsoft Excel. Let me illustrate with an example. Step one, the first thing you'll do is to map out your overall strategy. Identify the key components These could be things like product phases, future releases, or team
[02:27:53] responsibilities. Get these main elements listed out in the column. This will be on the vertical axis of your road map. Step two, you'll want to set up a timeline across the top of your spreadsheet. The horizontal axis will
[02:28:06] serve as a time reference for your road map. You can break this down by in months, quarters, or any other time increments that make sense for your project. Step number three. Now it's time to start building out the visual
[02:28:19] elements of your road map. Create swim lanes to group related task and initiatives. You can even add subswim lanes to break things down even further. This helps organize a road map and make it easier to digest at a glance. In our
[02:28:34] road map example, we have listed a few project steps breaking down the implementation step into phases. That is phase one, phase two and also phase three. Step number four, within each swim lane, we'll start add some shapes
[02:28:47] to represent the different components of your product road map. Go to insert shapes and then select the shape you would like to insert. Step number five, draw the shape by placing the cursor on the needed position and drag it to draw.
[02:29:01] Adjust the width of these shapes to align with your timeline and visually communicate the timing to each initiative of milestone. Step number six, move multiple shapes at once. To do so, click on the desired items after
[02:29:14] pressing and holding the control key and drag and drop them into the new position. Next, we have format shapes. Right click on any shape and then open the right side format shape menu. Step number seven, do not forget to add clear
[02:29:27] descriptions to your shape. Double click on any of the shape and start typing to provide the details of the element you want to represent. You can even style the text to make it pop. Next we have in this step we will incorporate the key
[02:29:41] milestones into your road map. Add these as a distinct shapes and group them with text boxes so you can easily move them around as needed. And there you have it, a comprehensive product road map built entirely in Excel. The beauty of this
[02:29:55] approach is the flexibility it provides. You can easily update, rearrange and refine your road map as your product evolves. Give it a try and let me know today's competitive online landscape, outranking competitors is essential to
[02:30:10] drive organic traffic to your website and establish your brand as an authority in the industry. As companies seek to innovate and stay competitive, the role increasingly important in driving success. According to the US Bureau of
[02:30:23] Labor Statics, the employment of product managers is projected to grow by 10% from 2020 to 2030, which is faster than the average for all the occupations. [music] Product management is an important function in modern businesses
[02:30:37] innovation, development, and success in the market. This is why the salary of a product manager is pretty high. The annual salary for a product manager in the United States [music] is $12,000. With increasing demand for digital
[02:30:51] product managers has become even more crucial in today's fast-paced and [music] are you ready to take your career to the next level? Simply learns management will introduce you to the perfect mix of theoretical knowledge and
[02:31:06] extensive hands-on capstone projects. This program is in collaboration with SPJ school of global management which is ranked fourth in the world by times higher education. This program involves 4 months of live rigorous training from
[02:31:19] SPJ's top faculties spread across Australia, Dubai, India etc. This program covers first why products fail and some succeed understanding your product. In this session, you will appreciate the purpose of your product
[02:31:33] disruptions and changing market conditions to keep the purpose anchored strong. Next course is leadership, growth mindset and having a product culture. In this session, we will learn about leadership thinking, culture for
[02:31:47] product development and product milestone achievement. Next is feeling ideulation and strategy. In this session, we will learn about understanding the product audience, understanding product relevance, [music]
[02:31:59] defining key results and objectives. Next course is product idilization, design thinking, innovation and market. In this course, we will learn about product idolization strategy, design thinking [music] techniques, innovation
[02:32:12] and market fit, creating buyer personas, positioning and messaging based on standard templates and frameworks. Following this course [music] is value validation and testing if customers would pay. In this session, we will
[02:32:25] learn defining product value, conducting market research analysis and [music] product resource identification. Along with all these, there are many other in this professional certification in product management program. [music]
[02:32:38] So what else can you expect from this program? This program includes simply learns job assist [music] which will help you get noticed by top hiring companies. Second is SPGEN global school of management certification. Third is
[02:32:51] hands-on learning [music] experience by solving real life product problems via project on Facebook, Tesla, Instagram, Netflix and Nike. Fourth is hands-on learning via case studies and assignment. Then fifth is eight times
[02:33:04] higher engagement in live online classes by SPJ and top global faculties. [music] Next is product management toolkit training that involves Jiraa, Mix Panel, Google Analytics and [music] Balsmic. This program contains live session by
[02:33:17] product leaders from Amazon, Microsoft, Adobe, VMware and is designed for looking to explore their careers as product managers. Upon completion of product management, you will receive a certification of completion from SPJ
[02:33:32] School of Global Management. These certificates will testify to your skills what are you waiting for? Don't miss out on this chance to take your career to certificate in product management program today [music] and start your
[02:33:46] journey to become a product manager. The link is added in the description box and the comment section below. >> The product manager and the project manager. So without any further delay, let's move ahead in our session. But
[02:33:59] before we start, if you haven't subscribed to our channel, then click on the subscribe button and hit the bell icon to never miss an update from Simply Learn. Today we'll start this session by
[02:34:11] understanding what is a product and product management and then what is project and project management. Moving forward we'll understand who is a forward we'll understand who is a product manager and a project manager.
[02:34:24] Following that we'll take a look at the difference between product manager and project manager. Next, we'll have a detailed look at the roles and responsibilities and the skills required to start a career as a
[02:34:37] skills required to start a career as a product manager and a project manager. For choosing any professional career, it is important to have certified knowledge of that profession. So, we'll also take a look at the certifications required
[02:34:50] for both product managers and project managers. We'll also talk about how a product manager and a project manager work together. And stick till the end because we'll wrap up this session by talking about the salaries of a product
[02:35:05] manager and a project manager. So without any further delay, let's get without any further delay, let's get started and know what is a product. A product is offered to deliver its services to the users by putting efforts
[02:35:19] to be produced. For example, Google maps for directional services. It can also be defined as a tangilable item that an alliance create to serve the customers need. For example, Uber for taxi services.
[02:35:35] A product is designed to create customers value by solving the problems with convenient evolution. and it doesn't have any explicit life cycle and has more permanence which mean that a product doesn't have any fixed end date
[02:35:49] and needs continuous discovery and development. Now let's understand what is product management. So product management is managing the process of the product throughout the
[02:36:01] life cycle from strategizing, designing and development to branding of the product. The product management involves strategizing products to enhance the profit of the business, creating
[02:36:15] customers value, creating road maps to get a clear idea of how to design and develop the product, specifying functional requirement and creating blueprints and development of the product as per the requirement. And once
[02:36:30] the product is developed, it is necessary to take customers feedback and then only the price of the product is finalized. Now that we have an idea of product and product management, let's take a look at
[02:36:44] what is a project. A project is something that results in the project as an outcome. It is a fleeting effort con to construct a
[02:36:56] remarkable product or service. It can also defined as the process of providing services to the user by focusing on scope, resources and quality of the output. All the products have a team to work on,
[02:37:12] a budget to complete the task under a specific amount, a schedule to follow and some expectations to meet the need of the customers. We can also determine a project as the process of executing a plan with
[02:37:26] involves taking requirements of the customers and building the solution. meet the need of the business to organize by providing services to the
[02:37:38] user. Now let's move further and understand what is project management. So project management is defined as the process of planning and organizing the resources of the company to complete a specific task. Project management plays
[02:37:55] the same role irrespective of the belonging industry. belonging industry. It is the role that specifies product of an organization. The main objective of project management
[02:38:07] is to determine the goals and objective of the project. It also creates a quality assurance check to ensure the standards of the project. It is the approach of applying skills and techniques to complete a
[02:38:21] project as per customer's requirement and it helps to get a predictable project planning and execution process. The primary constraints of project The primary constraints of project management are time, cost, scope and
[02:38:36] quality. Now let's know more about product and product managers. So let's move further and understand who is a product manager. A product manager is a person in an organization that is responsible for
[02:38:52] product development as per the customer's requirement. The manager allows the task through the development team and manages the coordination regarding the product developed between the customers and the developers.
[02:39:07] the customers and the developers. The product manager monitors the product and the market and develop the competitive analysis. The product manager is an association between the business developers and the
[02:39:20] users of the product. Now let's understand who is a project manager. A project manager is an individual who plans and organize the resources needed for the project and looks after the specific need of a project of an
[02:39:35] organization. The product manager determines the goals and objectives of the project by approaching skills and techniques needed to complete a particular project. The project manager helps to get a
[02:39:49] predictable project planning and execution process. The primary task of a project manager is to determine the scope of the project by using different methodologies of product management. For example, agile, scrum,
[02:40:05] prince to etc. The manager leads the project throughout The manager leads the project throughout the life cycle of the project from initi the life cycle of the project from initi planning to executing to monitoring and
[02:40:18] controlling to closing of the project. Now let's move further and understand the difference between a product manager and a project manager. The product manager deals with the allaround needs of the product from
[02:40:33] strategizing to branding of the product. On the other hand, the project manager deals with applying techniques to complete a particular project. The product manager focuses on building up the value of the product. But the
[02:40:49] project manager focuses on work coordination. coordination. The product manager owns the what and The product manager owns the what and the project manager owns the how.
[02:41:01] The product manager must be good at market research and strategic thinking. Whereas the project manager must be good at planning and budget organizing. The product manager brings the idea related to the product into the
[02:41:16] marketplace. On the other hand, the project manager uses specific skills to deliver a valuable product. The product manager deals with the external market operations whereas the project manager deals with the internal
[02:41:32] project manager deals with the internal operations of an organization. The product manager manages the product till its complete success whereas the project manager manages the project till it's delivered to the customers.
[02:41:47] So far we have understood about product managers and project managers. So here's a question for you guys. What is the another title for a project manager? Do let us know in the comment section below. Now let's take a look at the
[02:42:02] below. Now let's take a look at the responsibilities of product managers. throughout the life cycle from initial stage of planning to the final stage of
[02:42:15] stage of planning to the final stage of complete success of the project. The product managers strategize the product by planning for the particular product by planning for the particular product.
[02:42:28] responsibility to create customers value by fulfilling the customer's requirement for a product and the manager builds the road map for a product following which the product is created. The manager manages the specifying
[02:42:44] functional requirements to lead the team about the product and the manager continuously manage and monitors the development of the product and once the product is approved it is sent out in the wild for branding and launching into
[02:43:00] Let's proceed and know the responsibilities of project manager. The project manager evaluates the initial intakes that are necessary for a
[02:43:13] initial intakes that are necessary for a project the project manager makes sure that the project is delivered to the customers on
[02:43:25] time to manage the performance of the team by continuously monitoring and controlling the work in the team. to manage the proper communication and coordination in the team to achieve the
[02:43:40] goal and objective of the project within the given time period to meet the customer's requirement and make them happy. For being a product manager, one must have all the skills that are required
[02:43:54] for the profession. So let's know what are the skills that are necessary to thrive in product management. Skills that are necessary for a product manager are strategic thinking.
[02:44:09] The manager must be able to plan successful future for the product. Leadership skills. The manager must have the skills to lead a group of the people working together to achieve a common goal.
[02:44:23] Time management. The manager must be good at managing the time and complete good at managing the time and complete the task under the given time period. Empathy skills. The manager must be able to understand the employees mindset and
[02:44:37] thinking. Communication skills. The manager must be able to communicate easily with others in order to understand the other person and make him understand his own perspective.
[02:44:51] perspective. Analytics skills. The manager must have the ability to gather information about the product and analyze the information by having a market research about that. Presentation skills.
[02:45:07] The manager must be good at presenting his thoughts in a creative and attractive ways. Customer orientation. The manager must customers over the needs of the business.
[02:45:22] Self-confidence. The manager must have self-confidence because only then he or she'll be able to lead the team. Now let's know what are the skills necessary for a project manager.
[02:45:36] The skills that are necessary for a project manager are the project manager must have a good knowledge of project management knowledge of project management methodologies for example waterfall,
[02:45:48] methodologies for example waterfall, agile, scrum, prince to and many more. Risk management. The manager must be able to identify and control the threats able to identify and control the threats or to the organization's earning and
[02:46:02] capitals. Basic knowledge of project management tools. The manager must have the basic knowledge of project management tools for example dashboards, reporting, time sheets and many more.
[02:46:18] Cost management. The manager must be good at managing the project cost to provide maximum benefits to the organization. Adaptability. To become a manager, one must be able to
[02:46:31] adjust to different conditions and circumstances. Critical thinking. The manager must be able to think rationally and understand the logical relationship between the ideas.
[02:46:46] Now let's move on and know what are the certifications available for a product manager. The certification that fits best for product managers are product school product management
[02:46:59] certification. The product school offers two types of product management certification. One is product manager certification and the other one is senior product manager certification.
[02:47:13] The product manager certifications help learners to learn how to build digital product end to end from discovery to optimization and to the develop a portfolio project with the help of your instructor and the senior project
[02:47:28] manager certification. Assess the product managers to enhance your technical hard skills and learn to leakage advantage to make informed decision and build strategic skill set to help guide your team in context of
[02:47:43] the marketplace. Pragmatic institute project management certification. The certification concentrates on defining the roles and responsibilities. focuses on the right feedback from the
[02:47:59] right sources and building buyers products. It also pledges the per product managers will accumulate functional skills, tools and templates in the field of management. The institute has its branches in over 50
[02:48:14] institute has its branches in over 50 plus countries and have over 10,000 plus hiring companies covering the topmost MNC's as well. The institute provides provision methodologies, adaptable resources, better tested strategies and
[02:48:29] the worldclass support to the organizations. in product management. Simply learns professional certification
[02:48:41] in product management is one of the top four worldwide certified programs in product management. This course is in partnership with SPJ JAN school of global management and involves four months of rigorous live training with
[02:48:57] SPJN top faculties across Australia, Dubai and India along with live sessions from top product leaders. This program prepares you to become a product manager via an exhaustive curriculum covering all the aspects of
[02:49:13] product management and educates you on the latest industry trends. advancements and related industry applications from top products experts via live sessions.
[02:49:25] The program provides a 150% salary hike and is connected with 2900 plus hiring partners. The program will take you towards product strategy, new product
[02:49:37] ideations, product development, product life cycle management, designing thinking, UIUX and many more different concepts of product management. The top companies that are hiring product managers via the simply learn product
[02:49:52] management course are Amazon, Microsoft, Google, IBM, Adob, LinkedIn, Deote, Google, IBM, Adob, LinkedIn, Deote, Airbus and many more. certifications available for project managers. The certification that are fit
[02:50:10] for project managers are project management professional that is project management professional that is PMP. Project management professional is an international acknowledged professional designation proposed by the
[02:50:23] project management institute. Gaining a PMP certification can help you an acquisition in your professional and personal growth. The PMP certification can help you showcase your skills and get your work globally recognized. It
[02:50:40] allows you to prove your experience and competence to lead and direct projects. competence to lead and direct projects. PMI agile certified practitioners.
[02:50:52] The PMI ACP training empowers you to become a skilled agile professional with knowledge of broad range of agile methodologies. ACP is PMI's fastest growing certification and recently ACP PMI has
[02:51:09] been updated with additional of the agile practice guide. Certified association in product management. The certified association in project management is a vendor neutral entry-level certification to help
[02:51:25] individuals formulate project management skills. It is one of the several certification issued by the nonprofit project management institute that is PMI
[02:51:37] certified scrum master. The CSM certification course is focused on providing an improved understanding of scrum methodologies and their implementation. It helps you to become a certified scrum master. A designation
[02:51:52] offered by scrum alliance to which who you have completed a CSM certification course and demonstrate their understanding by passing the exam. Project in controlled environments. It is also known as prince 2. Prince 2 or
[02:52:09] project in controlled man and manner environment certification is a processbased project management method that offers a systematic approach to delivering a successful project with clear templates processes and steps.
[02:52:25] You know so far we have understood a lot about how product managers are different from project managers. Now let's understand how product managers and understand how product managers and project managers work together. So a
[02:52:40] product manager sets the trajectory for a project by creating visions of the uh and goals by doing market research and knowing the customer's requirement and the project manager brings these visions and goal into the reality by working on
[02:52:56] and goal into the reality by working on the projects and develop the products. With this we have came to the end of this session. But before we wind up, let's know what is the average salary of product managers and project managers.
[02:53:10] The average salary of product manager in India is approximately 10 lakhs and in India is approximately 10 lakhs and in US is approximately $90,000 to 1 lak $60,000. The average salary of project managers
[02:53:25] is 10 lakhs in India and in US it is $75,000 for a freshest and $140,000 $75,000 for a freshest and $140,000 for an experienced person in US.
[02:53:38] aiming. >> Hello everyone. It's a pleasure to welcome you to our new session where we will understand the difference between product managers and product owners. Product managers and product owners are
[02:53:50] two terms that may sound quite similar, but when it comes to roles and responsibilities and the work focus, both terms are way too different from this session and understand the difference between product managers and
[02:54:04] product owners. But before moving ahead, don't forget to subscribe to our channel so that you never miss an update from SimplyLearn. Now, before we move on with our session, here's a question for all of you. Which organization are you
[02:54:18] planning to join as a product manager? Do let us know in the comments section below. Today we'll start this session by understanding who is a product manager and then we'll understand who is a product owner. Moving ahead, we'll
[02:54:31] understand what is the focus of both roles and then we'll know the skills necessary for a product manager and a product owner. Then we'll understand the difference between product managers and product owners. And then we'll discuss
[02:54:45] the switching in the roles. And then we'll understand does an organization need both roles. And stick to the end because we will wrap up this session by talking about the salaries of both product managers and product owners. Now
[02:54:59] let's start this session and understand who is a product manager. A product manager is the one who defines what success looks like for a product, articulates what that success looks like in terms of a product, and rallies a
[02:55:13] team to make that vision a reality. They do this by determining the customer need and the more significant business objectives a product or feature will accomplish. Product management is responsible for strategically directing
[02:55:27] the creation, introduction to the market, ongoing maintenance, and enhancement of a company's products. The long-term strategy, product vision, market trends, and the discovery of new opportunities are the primary
[02:55:40] responsibilities of a product manager. To ensure a product's effective launch, product managers oversee tasks and groups of people. In addition to conducting user research, this expert sets a long-term product strategy and a
[02:55:55] product roadmap and decides which features to include. Although it's frequently not clearly defined, the position of a product manager or PM is crucial and critical in many businesses. All product managers lead the
[02:56:10] development of products and are ultimately in charge of the success of those products. Even if the duties of PMS vary quite a bit among industries and enterprises, product managers monitor the market and conduct
[02:56:23] competitive analysis while serving as a point of contact between a company's business, its developers, and its customers. A product manager can be anyone with the right mindset who is curious and willing to learn. The
[02:56:37] manager collaborates closely with the development team and is in charge of coordinating the efforts of all groups working on a product, including the engineering, design, marketing, and sales teams. Production must be
[02:56:49] regularly tracked and managed to ensure that it meets quality standards and client specifications. Now, let's understand who is a product owner. A product owner is a specialist who
[02:57:02] makes certain a development team completes duties that enhance a product. Additionally, they act in the clients and their consumer's best interest. The position is derived from scrum project management, a framework for setting up
[02:57:16] the team dynamics and duties for a project. The backlog or list of necessary work is likewise managed by the product owners. To help their team know what to focus on, the product owner lists each step in the backlog along
[02:57:31] with a description of what it requires. These experts consequently frequently possess extraordinary strategic and communication abilities. A product owner acts as the organization's point of contact when using Scrum to keep all
[02:57:46] sections of the business updated on a project's progress. A key position called product owner is in charge of speaking on behalf of the development team's interests to the client. Their responsibility is to guarantee that a
[02:57:59] user advocate attends development meetings. Representing the customer's interest to the development team is the responsibility of a strategic role. They ensure a user advocate is present at all development meetings. The product owner
[02:58:14] is in charge of preserving and enhancing the product roadmap to maximize the value of the goods. The primary point of contact for the design team to identify the product specs is the product owner. This product road map will consist of a
[02:58:29] prioritized list of client requirements. It is the responsibility and accountability of this expert to identify and prioritize user needs. Now let's understand what both roles focus on. So, let's begin with knowing what a
[02:58:44] product manager focuses on. The following categories can be used to tasks. Number one, by doing user research and revealing key insights, learn what users
[02:58:56] need. Number two, develop the long-term vision and plan for the product. Number three, bring the team together around a unified product roadmap. Number four,
[02:59:08] built. Number five, offer clients features that work and make them happy. Number six, promote alignment concerning the overall strategy and direction of the product across the team, partners, and external
[02:59:24] stakeholders. Number seven, examining client needs. Number eight, researching a good service, rival, or market. Number nine, collecting and evaluating customer
[02:59:36] reviews of a product or service. Now let's know what does a product owner focus on. The only person in charge of backlog grooming is the product owner. The product owner also does the following. In addition to that, number
[02:59:51] one, prioritizes the user stories and organizes them in the product backlog based on the user pains and problems the customers are experiencing. Number two, to make sure that the development team knows what to work on next, the team
[03:00:05] builds and prioritizes production processes. Number three, participates in all scrum and agile meetings to make sure that the development activity is in line with the road map established by the product manager. Number four,
[03:00:20] conveys to the development team the customer's voice. Number five, input to the product manager on the validated road map. Number six, transform the project manager's goals into actionable tasks. Number seven, make these jobs
[03:00:37] part of the employees everyday obligations. Number eight, user stories should be written for the development team. Number nine, maximization of the value of the product produced by the development team's efforts. Now, let's
[03:00:51] move this session toward the responsibilities of both roles. Now let's see what are the responsibilities of a product manager. To maintain, develop and increase the sales of current products. A product manager must
[03:01:05] communicate with several internal and external business stakeholders. They also must do research and come up with ideas for new products based on their interactions and experiences. A product manager must do market
[03:01:19] research, undertake margin analysis, and evaluate performance to analyze product demand, positioning, and profitability as well as forecast future trends. Product managers also make pricing, branding, and other decisions. The very
[03:01:35] first responsibility of a product manager is monitoring competitors. Finding and analyzing your competitor's products, prices, and sales and marketing strategies is known as competitive monitoring. Sometimes known
[03:01:47] as competitive analysis. The next responsibility of the product manager is understanding the user's needs. It is your duty as a product manager to determine the target market and to understand the people who use your
[03:02:01] service or your users and what they want to do to build a solution that works for The next responsibility is assembling market research and competition data. By conducting market research, you might
[03:02:15] meet clients for your company. Investigating your competitors may enable you to set your business apart. For a competitive edge for your small business, figure out how to combine them. To learn more about the market,
[03:02:28] scientists. The next responsibility is monitoring internal stakeholders. Monitoring stakeholders is the process of looking closely at stakeholder relationships for products, tailoring
[03:02:42] engagement tactics for stakeholders through changes to engagement strategies and plans and observing and managing the team. Translation transferring information from the design team to the development team. The next
[03:02:56] responsibility of a product manager is to achieve the product goals and objectives. Product goals translate the product vision into specific measurable objectives. They are quite detailed in terms of your product's performance
[03:03:10] after it is completed and how you'll measure it. The last responsibility of the product manager is depicting the parameters for product accomplishment. By providing the metrics and data, one may obtain a sense of how to position
[03:03:24] the product successfully in the market. Now let's move toward the responsibilities of a product owner. Both product owners and managers are involved in the process of developing new products, but their responsibilities
[03:03:38] are distinct in terms of how they accomplish objectives and where they are located at various stages of the process. The very first responsibility of product owners is engaging stakeholders.
[03:03:51] Product owners often collaborate with internal stakeholders inside the business. They oversee important interactions with managers, their departments, and the board of directors to develop the goods and provide
[03:04:03] answers. These experts gather data from various parties to enhance user stories in the backlog. A product owner may speak within users directly. When developing a product, taking into account the viewpoints of many
[03:04:17] professionals and customers may help both roles perform their responsibilities more successfully. Moving on to the next responsibility of a product owner is taking care of obligations.
[03:04:30] Product owners concentrate more narrowly on small-scale activities. Product owners are in charge of a project's day-to-day operations and details, while product managers focus on the project as a whole. To assure product fulfillment,
[03:04:44] these experts may, for example, oversee the manufacturing team, create a backlog, and work with warehouses. The next responsibility of a product owner is analyzing customers. Similar research is conducted by product
[03:04:59] owners to understand the needs and preferences of the target market. But they are also in charge of teaching the whole team about these topics. Product owners and scrum teams see to it that all team members incorporate consumer
[03:05:12] perspectives while creating or updating these features. Along with the product manager, they also help the backlog be optimized based on client input and check to see if a product adequately incorporates it. Moving forward, the
[03:05:28] next responsibility of a product owner is directing group efforts. Product owners often collaborate with teams daily to make sure they correctly follow a plan and meet backlog requirements. As a consequence, they
[03:05:42] could collaborate with product managers to choose the most important features and the most suitable schedule. Additionally, these experts could let designers know what is expected of them and assist them in creating mock-ups or
[03:05:55] The next responsibility of a product owner is product backlog management. The product owner must compile the backlog of items and prioritize them following the overarching strategy and corporate goals. The product owner will also need
[03:06:11] to map out project dependencies to determine the proper order of development. But the product backlog isn't just a list of things to accomplish. It's a dynamic document that has to be updated often in response to
[03:06:24] changing project requirements as it develops. And the last responsibility of a product owner is observing the stages of development. The product owner should devote a substantial amount of time to managing the actual creation of the
[03:06:38] product once the vision, strategy, and product priorities have been established. They play a significant role in all phases of the event, including planning, fine-tuning, reviewing, and sprinting. The agile
[03:06:51] stakeholders throughout the planning phases to determine and arrange the tasks necessary for the following iteration. After that, they will get together with their team to polish the procedure, pinpoint any problems, and
[03:07:06] assist with the sprint. Now, let's move on to the skills of both product managers and product owners. So, let's begin with skills required by a product manager. Strategic thinking. Understanding your position in the
[03:07:20] market, concentrating on the goals, and seeing chances can help you plan and seeing chances can help you plan and build tactics. Leadership skills. The capacity of a person to inspire and guide a team of others working together
[03:07:32] to accomplish a common objective and time management. The capacity to effectively manage time so that the product may be delivered in the allotted time. Empathy skills, the capacity to relate to and comprehend the ideas and
[03:07:47] feelings of another person. Empathy requires placing oneself in the other requires placing oneself in the other person's position. Communication skills. How one interacts with others and the act of imparting knowledge. Our ability
[03:07:59] to communicate effectively allows us to provide information in a way that the audience can comprehend it. Presentation skills. The capacity to convey in an engaging original and visually appealing manner.
[03:08:14] Now let's move ahead and know the skills required by product owners. Design reasoning to promote product breakthroughs. Product owners must feel at ease creating hypothesisdriven development environments.
[03:08:28] Analytical skills. The management, evaluation, and approval of the product backlog should be the top priority for a product owner. For this reason, they need to be adept analysts who can review products and upgrades critically and
[03:08:43] come up with logical remedies rapidly. Cooperation abilities. Product owners who act as liaons between scrum teams must be at ease with continual engagement. They should prioritize cooperation and be at ease with
[03:08:57] delegating, dispute resolution, and interacting with people of all temperaments and emotions. Decisionmaking. Another essential ability for product owners is decision-m. The product owner, a senior
[03:09:11] member of a product development team, makes several choices every day, including choosing which items to add to the product backlog, how to rank them, and how to inform the team of these decisions.
[03:09:23] Resolution of disputes. The resolution of disputes is the capacity to resolve problems using established techniques or developing new ones. Because of the many parties engaged in the project, disputes may arise often for you as the product
[03:09:39] owner during the product development cycle. Aptitude for learning. One of the most crucial qualities for product owners to have is an aptitude for learning. It's crucial to be a breast of the most recent market trends, customer
[03:09:52] the most recent market trends, customer demands, and corporate requirements. understand the difference between product managers and product owners. Product managers have a greater strategic role with broader corporate
[03:10:06] objectives in mind. They define and map out the product management process across the product life cycle. Whereas product owners take on a more proactive role and prioritize immediate fulfillment by creating customer stories
[03:10:21] user-led decisions for product development. They assist in maximizing the value of the product. They concentrate on the market, corporate goals, and the product's vision. Whereas product owners
[03:10:36] collaborate with cross-f functional agile teams to carry out these needs by converting the product manager strategy into concrete activities. The why, who, and what are the responsibility of the product manager.
[03:10:51] Their roles reach might vary greatly or be very constrained based on a variety of variables. On the other hand, a product owner's scope is often smaller than a product manager's. Product owners are in charge of the how.
[03:11:06] Artifacts like a product road map, a product vision card, or a product requirement document are frequently the responsibility of product managers. Product backlogs, sprint backlogs, and the definition of done are just a few
[03:11:21] examples of the artifacts that product owners must create and manage. Product managers may oversee the product discovery procedure enabling team But on the other hand, many of the product ceremonies that take place
[03:11:36] throughout the product life cycle, such as sprint planning and backlog grooming, also include product owners. The product manager is very knowledgeable about consumer goals and how to ease their problems. And the
[03:11:49] development team's customer expert is the product owner. The multid-disciplinary product team is led by the product manager. They are ultimately in charge of achieving business and product objectives and also
[03:12:02] report progress to executives. Whereas the implementation activities are overseen by the product owner on the development team to decide which features the development team will focus on next. They collaborate closely with
[03:12:15] the product manager and other product team members. Based on client feedback, the product manager fine-tunes and modifies the product strategy and vision. But product owners make sure that consumers opinions
[03:12:29] are considered when choices about various products are made within the company. Long-term customer support and continuous product capabilities are priorities for product managers,
[03:12:42] whereas product sprints and releases continue to get product owners short to midterm attention. Plans and important business results are the responsibility of the product manager. Delivering value to the end
[03:12:56] users is the responsibility of the product owners. Product managers must communicate with the product teams even if they are customerf facing. They must work on wireframes and prototypes and attend
[03:13:09] scrum sessions. This is because it's up to PMS to determine the overarching vision making it crucial to collaborate closely with the product teams. And product owners need to comprehend and sympathize with client needs. If
[03:13:24] they don't have this, every product they develop will continue to overlook different client pain issues. Now the next phase is knowing the switch in the roles of a product manager and product owner. So the first question
[03:13:38] product owner. So the first question that arises is can a product manager be a product owner? A product manager's role encompasses end-to-end product management, including feature functionality, product road
[03:13:50] mapping, and reacting to customer input. In addition to product development and scrum, a product manager can also be a product owner because they have a common objective. While the two jobs have the same goal of recognizing client needs
[03:14:05] and turning those needs into technological requirements, their respective scopes and objectives differ. Leaders must thus decide which of these product specialists their company requires and in same ways the next
[03:14:19] question is can a product owner be a product manager? So the answer is a product manager and owner can be the same individual. There are undoubtedly many duties and objectives that overlap with both jobs.
[03:14:34] But because of this, it makes it logical that many businesses utilize a single person to meet the requirements of both positions and use the scrum product owner as an agile product manager as Roman Piltchure points out. But the
[03:14:49] thing that comes next in our mind is does an organization need both roles? Instead of the titles that will be used, the true question regarding what a firm requires must start with what the desired product outcome is. Prioritizing
[03:15:04] business value comes first, followed by evaluating the responsibilities and procedures of the product management team to support those objectives. A business system that lacks flexibility frequently has structures and processes
[03:15:19] built into it. A review of current work assignments, obstacles to be overcome, the overall decision-making process, and the desired outcome are all necessary. A better understanding of the business's operations will exist once all of these
[03:15:34] issues have been evaluated, solved, and prioritized. You'll be able to identify any issues, delays, or subpar product management. You could discover that there are new ways in which you can acclimate to the
[03:15:48] product management framework. It is possible to combine product ownership and management with other tasks such as product marketing. Now coming to the end of our session, let's discuss the salary of product manager and product owners.
[03:16:02] The average salary of a product manager in India is 10 locks perom and in the US is 90,000 to 160,000 perom. The average salary of a product
[03:16:15] perom. The average salary of a product owner in India is 13 locks and in the US is approximately one lock US perom. Imagine you're the driver leading your team on a journey to create something awesome. Without a map, you might end up
[03:16:30] losing or going in circles. But with a clear road map, it's like you have turnbyturn directions, and you know where you're headed, which keeps everyone on the same page and working together smoothly. Just like how Google
[03:16:43] Maps help you avoid traffic and find the best route. In a similar way, a product road map helps you and your team dodge obstacles and reach your destination launching a successful product. It acts as a guide for product managers to
[03:16:59] communicate with their team and navigate the product development process. In today's video, we will be talking about product vision, what is product road map, its features and functions, different types of road maps you can
[03:17:13] use, how to create a product road map, and top five free tools for creating a >> Craving a career upgrade? [music] Subscribe, like, and comment below.
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[03:18:25] SPGN academic excellence and product expertise from experts from companies like Google, Microsoft, Amazon and more. So don't forget to check out this course in the description box below and the pinned comment. So without further ado,
[03:18:38] let's get started. Let us now start by understanding what product vision actually means. If you look up online, you might find complicated explanations like it's the emotional future idea of a company. But let me make it easier for
[03:18:53] you. Your product vision is basically your big goal. What you want to achieve with your product or the impact you want to make. For example, Elon Musk vision for Tesla is to become the top car company for the 21st century. That's
[03:19:08] their product vision. their destination. Some people mix up vision with why of a product, but they're not the same. Your vision is where you're headed, while the why is the reason behind aiming for the future. In business, we call this reason
[03:19:24] the mission. So, if your vision is where you're going, the mission is why you're going there. Having a clear vision is very important in product development for two reasons. Firstly, it motivates your team and stakeholders by giving
[03:19:38] them an exciting goal to aim for. And it helps you to make smart decisions about what to build and what not to build. With a clear vision, you can steer your product in the right direction and make sure everyone is on the same page. We
[03:19:53] will now understand what is product road map. A product road map basically outlines your objectives guiding you towards achieving your goals for a product. It's a strategic plan that details the necessary steps and
[03:20:05] timelines needed for accomplishing task. Product road maps play a very crucial role as they assist in prioritizing and planning ahead at each stage of product development. They connect the overarching product strategy with the
[03:20:20] specific task and activities carried out by the team. For example, let's say you're creating a new mobile app. Your product road map would outline all the key features you want to include like user login, messaging and photo sharing.
[03:20:34] feature needs to be developed, tested and released to users. Here the product road map help us to stay on track and reach a destination launching a successful app. Let's discuss the key
[03:20:46] features and functions of a product road map. Firstly, the road map serves as a highle plan charting the course from concept to final release. It lays out the key milestones, deliverables, and timelines the team needs to hit, which
[03:21:00] are shared with stakeholders and developers to ensure everyone understands the plan and stays on the track. Regularly updating and consulting the road map keeps the team focused on the big picture and the ultimate goal. A
[03:21:13] vital function of the road map is to prioritize product initiatives and features by defining what will be built and when. The road map enables the team to focus their efforts on the most impactful and strategic elements
[03:21:27] allocating resources efficiently. The road map also communicates the product strategy to stakeholders from executives to the sales team. This visual representation fosters buyin and collaboration across the organization.
[03:21:40] Road maps play a key role in managing expectations by outlining planned settling clear expectation for customers. Lastly, the best road maps incorporate flexibility adapting to changing market conditions, customer
[03:21:54] feedback and new strategic priorities aligned with evolving business needs. We product road maps and how they help us to achieve our product goals. At first, we have portfolio road map. This road map provides a broad overview of stages
[03:22:10] for multiple products. Imagine you're overseeing a company that develops both mobile apps and platforms. Here the portfolio road map will help you to see the big picture what's happening across your product portfolio. Second we have
[03:22:24] strategy road map which emphasizes highle initiatives and efforts to meet product goals. For example, it might include goals like improving user experience, expanding product offerings or enhancing customer support. Third, we
[03:22:37] have release road map which breaks down the task and timeline to finalize a product's creation. This could include steps like designing user interfaces, coding functionalities, testing for bugs, and finally releasing updates to
[03:22:51] app stores. Features road map. This road map basically shows features and timelines of when product features will be released. It helps ensure the development efforts are aligned with the planned feature releases. Next, we have
[03:23:05] sprint road map. It is used when the agile framework to plan the team efforts during a sprint. For instance, if your team is working in a two-week sprint to add new features to a website, this sprint road map would outline who is
[03:23:18] responsible for which task during that time frame. Next, we will now understand how to create a product road map. Creating a effective product road map doesn't have to be complicated. With a well-crafted road map, you can bring
[03:23:32] clarity and focus to your product development journey. Remember to define your purpose, identify your audience, and be ready to adapt along the way. Let me walk you through the seven key steps. The first step is to define your product
[03:23:45] purpose. What are the main goals and objectives you're trying to achieve with this product? Get really clear on the core purpose. This will serve as the foundation of your road map. Next, identify your audience who will be using
[03:23:58] the product and referencing the road map. Understanding your key stakeholders from executives to customers will help you tailor the road map to meet their specific needs and expectation. Third, gather input and feedback from the
[03:24:11] stakeholders. Talk to your customers, your sales team, and your developers. Get their insights on what's the most important to include in the road map. This collaborative approach will result in more well-rounded plan. The fourth
[03:24:24] step is to determine the main theme or pillars of your product road map. These are the highle categories or focus areas that will guide your development efforts. Things like new features, product enhancements or infrastructure
[03:24:37] improvements. Once you have those key themes identified, you can break them down into more specific actionable items. These are the individual task milestones and deliverables that will bring each theme to life over time. With
[03:24:51] your theme and action being defined, you can then choose the right format for your road map. Will it be a visual timeline, a table of initiatives? The format should make it easy for your audience to quickly understand the plan.
[03:25:04] Finally, remember that your road map is not set in stone. Review it regularly changes in your business market or customer needs. Flexibility is key to ensuring your road map remains relevant and valuable. Follow these seven steps
[03:25:19] and you'll be well on your way to creating a product road map that aligns your team, excites your stakeholders, and ultimately drives a product success. We will now discuss the five free tools for creating a product road map. You
[03:25:33] effective product road map. Well, I'm now going to share you the top five free road map and keep your product development on track. First up, we have
[03:25:45] Trello. Trello is a versatile project management tool that also happens to have some great road map templates that you can use. Next, we have notion, a collaborative workspace that includes road map templates in their free plan.
[03:25:59] Next, we have got Jira, which is a popular tool that can be leveraged for creating and managing effective product road maps. Of course, we can't forget the classic Microsoft Excel and PowerPoint. This tried and trueue
[03:26:12] spreadsheet tool may not have all the bells and whistles, but it's a very simple and effective way to map out your product road map. We will now discuss Today, I'm going to walk you through step-by-step process to build one using
[03:26:26] Microsoft Excel. Let me illustrate with an example. Step one, the first thing you'll do is to map out your overall strategy. Identify the key components These could be things like product phases, future releases, or team
[03:26:40] responsibilities. Get these main elements listed out in the column. This will be on the vertical axis of your road map. Step two, you'll want to set up a timeline across the top of your spreadsheet. The horizontal axis will
[03:26:53] serve as a time reference for your road map. You can break this down by in months, quarters, or any other time increments that make sense for your project. Step number three. Now it's time to start building out the visual
[03:27:06] elements of your road map. Create swim lanes to group related task and initiatives. You can even add subswim lanes to break things down even further. This helps organize a road map and make it easier to digest at a glance. In our
[03:27:21] road map example, we have listed a few project steps breaking down the implementation step into phases that is phase one, phase two and also phase three. Step number four, within each swim lane, we'll start add some shapes
[03:27:34] to represent the different components of your product road map. Go to insert shapes and then select the shape you would like to insert. Step number five, draw the shape by placing the cursor on the needed position and drag it to draw.
[03:27:48] Adjust the width of these shapes to align with your timeline and visually communicate the timing to each initiative of milestone. Step number six, move multiple shapes at once. To do so, click on the desired items after
[03:28:01] pressing and holding the control key and drag and drop them into the new position. Next, we have format shapes. Right click on any shape and then open the right side format shape menu. Step number seven, do not forget to add clear
[03:28:15] descriptions to your shape. Double click on any of the shape and start typing to provide the details of the element you want to represent. You can even style want to represent. You can even style the text to make it pop. Next we have in
[03:28:27] this step we will incorporate the key milestones into your road map. Add these as a distinct shapes and group them with text boxes so you can easily move them around as needed. And there you have it, a comprehensive product road map built
[03:28:40] entirely in Excel. The beauty of this approach is the flexibility it provides. You can easily update, rearrange and refine your road map as your product evolves. Give it a try and let me know if you have any other questions. So
[03:28:54] guys, let's start by understanding what is product market fit. Guys, product market fit refers to the moment when company's product resonates deeply with its target customers. It's when customers not only buy the product but
[03:29:09] also use it regularly and recommend it to others, helping the product gain attraction and sustain growth over the time. This concept is critical for any business that wants to achieve long-term profitability and also success.
[03:29:23] Entrepreneurs and venture capitalists like Mark Anderson, who is widely credited with popularizing the idea, describes product market fit as finding a good market and creating a product that meets the needs of that market.
[03:29:37] It's not just about launching a product. It's about ensuring that the product satisfies a significant demand within the chosen market. Without this alignment between the product and market, growth will be significant and
[03:29:49] demand will be chosen within the market. So guys without this alignment between product and market growth will be stunted and profitability will be difficult to achieve. Dan Oselen a renowned product management expert
[03:30:03] developed a framework known as the product market fit pyramid which helps basically companies navigate the process of achieving this alignment. Now let us try to move ahead and understand why product market fit is important. So
[03:30:17] guys, Alice Schulz, Facebook's vice president of growth has emphasized that one of the common issues he observes in the company that he advises is misconception around product market fit. Many companies believe that they have
[03:30:31] achieved it when they actually haven't. Why does it matter so much? Why do venture capitalists frequently require evidence of product market fit before investing in a company? And why do Mark Anderson's divide the startup journey
[03:30:45] into two distinct phases? Before product market fit and after product market fit. The answer is pretty simple, guys. Until you confirm that your product has a large enough market of customers willing to pay for it, your company shouldn't
[03:30:58] focus on scaling other strategic objectives like upselling and before premature and potentially counterproductive. For example, guys, spending money on advertising or expanding sales team doesn't make sense
[03:31:13] if you haven't first proven that there's sufficient market for your product. Achieving product market fit means that your product has demonstrated enough value that a significant number of people want it. It's at this point that
[03:31:26] the business can begin focusing on growth strategies. But before reaching this stage, the primary goal is to validate that the product solves a real problem for the market. In short guys, product market fit is the foundation for
[03:31:39] long-term growth. Without it, even the best of the sales and marketing efforts are likely to fall short. So guys, as you can see all over here. So there are certain reasons like product market fit is important like I have mentioned
[03:31:53] sustainable growth, resource efficiency, investors confidence, customer loyalty and competitive advantage. So these are some of the main reasons why product market fit is important. But now the question arises who is responsible for
[03:32:06] the product market fit? While product market fit is often associated with the roles of product managers and marketers, the reality is that it's a company's wide responsibility. Every team from sales to customer support and finance
[03:32:21] plays a role in helping the company reach this milestone. The product team may be at the forefront of creating a product, but customer feedback from sales and support teams can provide invaluable insights. The finance
[03:32:34] department also plays a key role by tracking key metrics that indicate invaluable insights and also whether the company is making progress towards product market fit or not. In essence of achieving product market fit, it
[03:32:48] requires collaboration across all the departments. It's not just about developing the right product. It's also about making sure that the entire organization is aligned and focused on meeting the needs of customer. Now let
[03:33:02] us talk about a very important question that how to measure the product market fit. So guys, there's no definitive metric to tell a company that it has achieved product market fit. However, several indicators can signal that you
[03:33:16] are on the right path. Andrew Chen, a venture capitalist, offers some useful guidelines for assessing the product market fit. The first one is customer feedback. Like, are customers showing a willingness to switch to your product?
[03:33:31] When your potential customers try your product, do they express a preference for it over other competitors? Market differentiation. Like, have customers who previously rejected other solutions now turned to your product? Are you
[03:33:46] offering something distinct that captures their interest like the competitive grouping? Do customers intuitively understand which other products yours competes with? If they place your products in the same category
[03:33:59] as leading alternatives, it indicates you are playing right in the market. So guys, as you can see all over here. Now let us try to understand some of the other measures. The next reason is product understanding. Like do customers
[03:34:13] clearly grasp what sets your products apart? If they can easily identify your products unique selling points then you are on the right track. Next we have the retention rates like how do your metrics such as customer retention rates compare
[03:34:29] to those of your competitors. Strong retention is a good sign that you are providing value to your customers. These signals encompass both qualitative and quantitative measures reflecting that product market fit. It's just not about
[03:34:43] numbers but it's also about customer perception and behavior. So guys, now let us discuss about some of the qualitative measures. For example, we have first one that is word of mouth. According to Mark and Reason, one of the
[03:34:56] best indicators of product market fit is when customer start promoting your product on their own. They essentially become your sales representative by recommending your product to others. Next is media attention like you get
[03:35:09] increased call from media outlet and analysts suggest that your product is gaining visibility and credibility in the industry. Frequent media coverage can indicate growing market interest in your offering. By tracking both
[03:35:21] qualitative and quantitative metrics, company can better understand where their products stand and want the path toward product market fit. Now the biggest question arises how to achieve product market fit. So guys there's no
[03:35:35] universal formula for achieving the product market fit. The Dan Olson's book the lean product playbook provides a six framework that helps team towards this goal. So guys the first is determine your target customer. First identify who
[03:35:51] your product is for. This involves understanding the demographic, psychographic and behavioral characteristic of your ideal customer. Without a clear target audience, it's difficult to design a product that meets
[03:36:04] the real needs. Next is identify the underserved needs. It means that you have to assess the unmet or poorly met needs of your target audience. By identifying the gaps in the existing products, you can tailor your solutions
[03:36:17] to address those areas. This step is very crucial for differentiating your product from the competitor. Next is define your value proposition based on the needs you have identified. Craft a value proposition that clearly
[03:36:31] communicates why your product is a best solution for your target audience. You have to also tell what unique benefits does it offers and how does it solves the customer problem more effectively than the alternatives. Specify your
[03:36:45] minimum viable product. So guys, specifying your MVP feature set is very very important. An MVP is the simplest version of your product that still delivers value to your target customers. The goal is to focus only on the core
[03:36:59] features that addresses the most pressing customer needs rather than trying to build a fully featured product right way. By launching an MVP, you can get a feedback and iterate quickly. Develop your MVP. Then once all the MVP
[03:37:15] feature set is defined, the next step is to build and launch it. The initial focused on delivering the core value proposition while allowing you to gather data and insights from real customer. Next is test your MVP with the
[03:37:31] customers. Finally, once the MVP is live, collect feedback from your target customers. Use this feedback to refine and improve the product. Testing helps validate whether your product meets the needs of the customers and market and
[03:37:45] also provides the valuable insights for future iteration. Achieving product market fit is an ongoing process. It requires continuous refinement of your product based on customer feedback and market conditions. However, by following
[03:37:57] this structured approach, your team can stay focused on the key elements that drive the product market fit. So guys, we have come to the end of this video and before that I want to say something that product market fit is a vital
[03:38:10] milestone for any company. It is a point at which your product gains enough attraction in the market to support sustainable growth. Without it, even the most ambitious business strategies are unlikely to succeed. The journey to the
[03:38:23] product market fit is often challenging and it requires both a deep understanding of the customer needs and willingness to iterate on your product. But guys, once achieved, product market fit can unlock the potential for rapid
[03:38:36] growth and long-term success. Hey there, fellow entrepreneurs. So, picture this. You have got this killer product idea, right? [music] And naturally, you want it to be like totally flawless before you launch it out into the world. But
[03:38:49] here's the thing. No matter how much you sweat over it, there's always going to be some hiccup or snag along the way. It's just the way the cookie crumbles, you know. But fear not my friend because there's a game changer known as MVP. But
[03:39:04] what exactly is MVP and why does it [music] matter? Well, let's start with numbers. Did you know that 42% of startups fail because there's no market [music] That's where MVP soups in as a
[03:39:18] gamechanger. By focusing on the core features and functionalities, MVP allows companies to bring a product to the market quickly and test its viability with real users. And get [music] this, companies that prioritize MVP
[03:39:32] development are three times more likely to experience success with their product launches. In fact, [music] 78% of businesses say that MVP helped them learn what customer really wanted, leading to more successful iterations
[03:39:44] down the road. [music] So whether you're brainstorming your next big idea or fine-tuning an existing project, stick around as we unravel the mysteries of [music] MVP. Also, if you are interested in advancing your career, consider SPJ's
[03:39:57] led by industry experts. [music] This comprehensive program equips you with essential skills and insights to excel as a product manager. Dive [music] deep advancements through live sessions from
[03:40:10] development and marketing. Gain a thorough understanding of the [music] field. Receive practical guidance and certification to stand out in the towards success and enroll [music] now to unlock endless opportunities in the
[03:40:23] without further ado, let's [music] start. So what is MVP? A minimum viable product or MVP is a strategy used in product development where a new product is launched with basic features enough to attract consumers attention. It's the
[03:40:38] simplest version of the product a company aims to bring to the market. [music] Whether it's a car, website, TV or laptop. By offering the basic version, companies can gather feedback [music] from the potential user to
[03:40:50] improve the final product before its full release. An MVP typically includes three key elements. Firstly, it offers enough features [music] for consumers to consider purchasing it, making it easier for the company to market. Secondly, it
[03:41:02] includes a feedback mechanism allowing users to provide input on the product. Lastly, it provides future benefits to early adopters, [music] encouraging them to try out the product ahead of others. Some of the fine examples of MVP [music]
[03:41:15] is Amazon. Believe it or not, Amazon began by selling used college textbooks. Their first version of the product was basic website for delivering books to students. As time passed, they grew their business to become the huge online
[03:41:29] store we see today. Similarly, another fine example is Airbnb. Airbnb journey began with a bold idea. renting out air mattresses. [music] Yes, you heard it right. They kicked off with a simple website connecting travelers with host
[03:41:43] offering makeshift accommodations. This quirky start was their MVP that is minimal viable product. Slowly but surely, they listened to user feedback, fine-tuned their problem, and expanded their horizons. It's a tale of humble
[03:41:56] phenomena. Who [music] knew an air mattress could spark a revolution in travel? And there are many more examples like that. [music] But implementing the minimal viable product approach requires more than just having an idea, doing the
[03:42:08] strategic planning to ensure [music] its effectiveness and value. Now let's understand the benefits that companies get from MVPs. [music] Creating a minimal viable product can assist you in avoiding many potential mistakes that
[03:42:21] passionate [music] about your product. Understand the preferences of your target audience. When a company builds a minimal viable product, they make a basic version of [music] their product to see what people like. By doing this,
[03:42:35] they can learn what features or things their [music] consumers prefer. It's cream to see which one people like the most. [music] Helps create a better product. Yes, making an MVP lets companies test their ideas quickly and
[03:42:49] see what works and what [music] does not. This helps them make improvements and build a better final product. It's similar to making rough sketch of a drawing before making the final detailed version. Next is it helps to analyze the
[03:43:01] demand. With an MVP, companies can see how many people are interested in their product. If lots of people like it, they know there's a big demand. [music] If not many people are interested, they might need to change their plans. It's a
[03:43:13] people want what you're offering. [music] Next is ensures quick release. Instead of spending a long time making a perfect product, an [music] MVP lets companies release something quickly. This means they can start getting
[03:43:27] It's like serving a simple version of a dish at a restaurant first [music] and then making it fancier based on the customer's sake. So this was about the benefits. [music] Now let's talk about how to develop a minimal viable product.
[03:43:41] goals. Before starting to develop your minimal viable product, it's important to know what you want to achieve. Think about what problem your product will solve or what benefit it will provide to the people. Understanding your goals
[03:43:54] product that meets your objectives. [music] The next is study your market. Take some time to reach and understand the market Look at similar products already available and see what makes them
[03:44:08] successful or what could be improved. By studying the market, you can identify opportunities and challenges, [music] helping you tailor your MVP to better meet the needs of your target audience. Next is consider the product features.
[03:44:20] your product needs to have in order to address the problem or provide the features simple focused on solving the core problem or delivering the main benefit. Avoid adding too many features at this stage as the goal of an MVP is
[03:44:34] to create something basic [music] that you can test and iterate upon based on the user feedback. The next is gather feedback early and often. Once you have developed your MVP, [music] don't wait too long before sharing it with the
[03:44:46] potential customers. Gather feedback as early as possible by letting people try out your product and asking [music] for their thoughts. This feedback will help you understand the aspects of your MVP and are working well, what areas need
[03:44:58] improvement, allowing you to make adjustments and iterate quickly. The feedback. Use the feedback you receive to make improvements to your MVP. This might involve adding new features, refining existing ones, or even pivoting
[03:45:12] you learn from the users. [music] The key is to be flexible and open to making changes based on the feedback you receive. [music] As this will help you create a better final product that meets the needs of your target audience. By
[03:45:26] following these steps, you can develop a minimal viable product that efficiently or need in the market while also allowing you to gather valuable feedback and iterate towards a more refined and more successful product over time.
[03:45:39] [music] All right guys, with that we have come to the end of this video. If thumbs up. I hope it really helped you [music] all. Thanks for watching. Stay safe and keep learning that why do companies conduct market research? So
[03:45:52] guys, market research is a process of gathering, analyzing and interpreting information about a market including its customers, competitors and overall industry dynamics. It involves collecting data from various sources
[03:46:06] such as surveys, interviews, observations and secondary research also and using that data to gain insights into market trends, consumer preferences and competitive landscape. The primary objective of market research are first
[03:46:21] understanding the consumer needs, preferences and behavior. Second one we have is identifying market opportunities and potential threats. Third one we have is assessing the feasibility and viability of new product or services.
[03:46:35] Now let's move on and try to understand what are the major categories of market research. Here are top four major categories of market research. The first one that we have all over here is quantitative research. This category
[03:46:50] focuses on collecting numerical data from a large sample size to quantify consumer behaviors, preferences and attitudes. It involves methods such as surveys, online polls, questionnaires and experiments which allows for
[03:47:05] statistical analysis and generalization of findings. Next one we have all over here is qualitative research. Qualitative research aims to gain deeper insights into consumer motivations, perceptions, and attitudes through
[03:47:19] non-numerical data collection methods. Techniques such as interviews, focus groups, ethnographic studies, and observations are commonly used to provide rich descriptive insights into consumer behavior. Third one we have all
[03:47:32] over here is primary research. Primary research involves collecting firsthand data directly from the target market using methods such as surveys, interviews, and observations. This type of research provides customized and
[03:47:45] up-to-date information tailored to the specific research objective of the project. And finally, we have is secondary research. Secondary research involves gathering and analyzing existing data and information that has
[03:47:59] already been collected by other sources. This can include industry reports, government publications, academic studies, market intelligence reports, and data from online databases. Secondary research is often used to
[03:48:12] supplement primary research findings, provide context or validate research hypothesis. Now let's move on and try to understand what are the benefits of using marketing techniques. So guys using market research techniques offer
[03:48:25] numerous benefits including few of them are the first one that we have all over here is understanding customer needs. Market research techniques allows businessmen to gain insights into customer preferences, behaviors and
[03:48:38] needs. By understanding what drives their target audience, businesses can develop products and services that better meet customer expectations leading to increased customer satisfaction and loyalty. Second one we
[03:48:51] have is identifying market opportunities. Through market research, businesses can identify new market trends, niches and opportunities for growth. By analyzing market data and consumer insights, businesses can
[03:49:04] uncover unmet needs or underserved segments which allows them to capitalize on emerging trends and gain a competitive edge. Third one we have all over here is informed market decision. Market research techniques provide
[03:49:18] valuable feedback that can be used to inform product development efforts. By through surveys, interviews or focus groups, businesses can identify product features, functionalities, and
[03:49:30] improvements that align with customer preferences and market demands. Next one we have all over here is measuring ROI. Market research enables businesses to marketing initiatives, product launches or strategic decision by tracking the
[03:49:46] key performance indicators or KPIs and also conducting post campaign analysis. Businesses can evaluate their return on investment and identify areas for improvement or optimization. Overall market research techniques provide
[03:50:00] enabling them to make datadriven decision. Stay ahead of market trends and maintain a competitive edge in today's dynamic business environment. Now let's move on and discuss about top marketing research techniques. Here are
[03:50:14] some of the top eight marketing techniques. The first one that we have all over here is surveys. If I talk about surveys guys, surveys are a research method which are used to collect data from sample of individuals
[03:50:26] by asking them questions about their attitudes, behaviors, preferences or opinions. Service can be conducted through various channels such as online questionnaires, phone interviews, face-to-face interviews or mailed
[03:50:39] questionnaires. Second one we have all over here is focus groups. Focus groups are a qualitative research method that involves gathering a small group of individuals representing your target market to participate a guided
[03:50:52] discussion led by a moderator. Focus groups provide insights into consumer perceptions, opinions and attitudes through group interaction and discussion. Third one we have all over here is social media listening. Social
[03:51:05] media listening also known as social media monitoring or social media listening involves monitoring and analyzing conversations, mentions and trends on social media platforms to understand consumer sentiment,
[03:51:18] preferences and behavior. Social media listing allows businesses to track brand mentions, monitor competitor activities, identify emerging trends and engage with customers in real time. Fourth one we have all over here is experimental
[03:51:32] research. Experimental research is a method which is used to establish cause and effect relationships between variables by manipulating one or more variables observing the effects on another variable. Experimental research
[03:51:45] involves control experiments conducted in laboratory or real world settings to test hypothesis and draw conclusions about the effects of interventions or treatments. Next one we have all over here is data mining. Guys who would have
[03:51:59] heard about data mining? Data mining is a process of extracting patterns, trends and insights from large data sets using various statistical, machine learning and data analysis techniques. Data mining allows businesses to uncover
[03:52:12] valuable insights about consumer behavior, preferences, and trends hidden within large volumes of data. Next one we have is observation. Observation is a research method used to systematically observe and record behaviors, events or
[03:52:26] phenomena in natural or control settings without direct interaction with participants. Observation allows researchers to gather data about participant actions, interactions and behavior as they occur in real time.
[03:52:40] Next one we have is public domain data. Public domain data refers to the information that is freely available and not subject to copyright or other legal restrictions. Public domain data can include government publications, open
[03:52:53] access research articles, historical records and other types of data that are accessible to the public without restrictions. Next one we have all over here is competitive analysis. Competitive analysis is a process of
[03:53:05] evaluating and analyzing the strengths and weaknesses of competitors with a specific industry or market. Comparative analysis involves gathering information about competitor's product pricing strategies, marketing efforts and market
[03:53:19] share to identify opportunities and threats and inform strategic decision-m. So guys, I hope so you would have got an idea regarding what are the top eight marketing techniques that you can apply for your business. Now let's move on and
[03:53:34] discuss a case study of Apple where we are going to discover how their market research made one of the most successful product which is known as iPod. So guys in the early 2000s Apple revolutionized the music industry with the introduction
[03:53:48] the music industry with the introduction of iPod a portable digital music player. Apple's success with the iPod can be attributed in part to its metagist consumer needs. Before developing the iPod, Apple conducted extensive market
[03:54:02] research to identify opportunities in the digital music market. They recognized the consumers were frustrated with the existing MP3 players which were often bulky and had limited storage capacity and were difficult to use.
[03:54:15] Also, additionally, Apple identified a growing demand for digital music downloads and recognized the potential for a device that seamlessly integrated hardware, software, and content. Apple's market research guided the design and
[03:54:29] development of the iPod, focusing on the key features that address the consumer pains, points, and preferences. These features include a sleek, a portable design, a user-friendly interface with the iconic click wheel, and significant
[03:54:44] storage capacity to hold thousands of songs. Additionally, Apple partnered with the record labels to secure licensing agreements for its iTunes music store, offering consumers a convenient and a legal way to purchase
[03:54:57] and download digital music. The iPod was launched in October 2001 to a widespread acclaim, quickly becoming a cultural phenomenon and transforming Apple into dominant player in the digital music industry. Apple's market researchdriven
[03:55:12] approach enabled them to create a product that resonated with the customers driving significant demand and establishing the iPod as a market leader in the portable music players for years to come. This case study highlights the
[03:55:25] importance of market research in understanding consumer needs, identifying market opportunities, and guiding product development efforts. By companies like Apple can develop products that meet consumer demands and
[03:55:38] competitive markets. >> Hello everyone. It's a pleasure to welcome you to our new session where we will discuss product management metrics and KPIs. In this video, we will discuss the top metrics and KPIs to measure the
[03:55:53] success of a product using key performance indicators. KPIs are crucial because they provide a benchmark against which to measure your performance going forward. KPIs make it obvious whether or not you are succeeding in your
[03:56:06] objectives. And by using KPIs, you may define objectives, plan a course of action to achieve them, and assess your progress as you go. But before moving subscribe to our channel and hit the bell icon to never miss any updates from
[03:56:22] SimplyLearn. Now before we start our session, here's a question for you all. What according to you is the most important metric that defines the success of a product? Do let us know in the comments below. Today we'll start
[03:56:34] this session by providing you with a brief introduction to the product management metrics and KPIs and then we will be discussing product management metrics and KPIs and stick to the end because we will be discussing product
[03:56:48] management frameworks which are the heart framework and the R framework. Let's start with the session and know about product management metrics and KPIs. Like other company teams, product management teams utilize key performance
[03:57:02] indicators or KPIs to set clear goals and natural choices, recognize success, and spot risks and problems. A lack of KPIs can cause a product management team to have a poor sense of progress, making it challenging to evaluate and learn
[03:57:17] from past work and make it difficult to prioritize amongst different activity streams. When progress fears off course, the product manager often defines these KPIs depending on what they think are the most crucial indicators to measure
[03:57:32] and report on. The product's success and the product management process are ultimately measured and improved using product KPIs. The breadth of the product manager's KPIs might vary depending on the
[03:57:45] organization's procedures and product type. The KPIs could significantly favor the design and manufacturing of the product. For instance, if the team's primary goal is product development. However, if they want to recognize the
[03:58:00] influence on the customer, the KPIs might be more broad to include use and consumer behaviors. The decision-making process about the KPIs that matter must ultimately be left to the product team leader, although it should be highly
[03:58:14] influenced by the organization's top level goals. Let's now understand what are product management metrics. Metrics for product management give product managers the crucial information they require to monitor the performance and
[03:58:27] health of their products. Your product is more likely to offer accurate insights on what adds value to your current users and help convert potential users by setting and tracking the proper metrics. Product metrics are used by
[03:58:42] product managers to recognize which features are most used, underused, or completely ineffective. Finding out how customers interact with a product. Find out how frequently people return after registering. Test
[03:58:55] how well your product is received by customers. Identify the user cohorts that are power users and others. There are five basic metrics that are used to measure the success of a product. The very first metrics of product management
[03:59:09] are growth and activation. In product management, growth refers to boosting the utility and user base of an already existing product. Product management seeks to make an existing product more successful as opposed to conventional
[03:59:22] product management which focuses on managing all operations necessary to bring a lucrative product to the market. To maximize user retention during onboarding and the initial hours or days, the term activation is used.
[03:59:37] Onboarding customers with less friction, educating them about the benefits of your product, and gaining their early commitment are all examples of activation goals. This holds several KPIs. Number of users per session,
[03:59:51] traffic, churn rate. The next metric used for product management is retention. The capacity of a business or product to keep customers over time is referred to as customer retention. If a business or product has a high customer
[04:00:05] retention rate, it implies that consumers keep utilizing or repurchasing that good or service. Low customer retention refers to the rate at which consumers discontinue utilizing or purchasing a company's goods or service.
[04:00:19] Effects of retention, total company growth, and client loyalty. When considering extra products or services, loyal clients are more inclined to stay with a reputable business. Retention as a metric holds CRR, CLTV. The next
[04:00:34] metrics we are going to discuss is engagement. Measuring user involvement enables you to determine whether customers value your offering. Logins, downloads, and the amount of time people spend on your website are all indicators
[04:00:48] of engagement. engagement holds, daily and monthly active users, session duration. Moving on, we have user happiness as the next metric used in product management. Since user happiness is a self-reported statistic, asking
[04:01:02] users to estimate their happiness rather than observing their behavior is necessary. Happiness in the context of products and services refers to a gratifying or enjoyable user experience. Contentment, joy, and delight are
[04:01:16] additional nouns that can be used to denote happiness. User happiness is a self-reported assessment. Thus, rather than observing people's actions, you need to ask them how happy they are. That also implies that prejudice and
[04:01:29] feelings are present in this situation. User happiness holds NPS rating on the app store. And the last metric used for product management is revenue. Revenue is the cash that a firm generates via its operations. Depending on the
[04:01:44] accounting technique used, there are several ways to compute revenue. Sales made on credit will be included as revenue for products or services provided to the client under acrruel accounting. Revenue may be recognized
[04:01:57] following certain standards even though payment has not yet been made. The cash flow statement must be examined to determine how well a business collects debts. Cash accounting on the other hand only counts sales as revenue when
[04:02:10] only counts sales as revenue when payment is made. Revenue holds CAC MR A RPU. Now let's move ahead in our session and understand what are product management KPIs. The success of a team may be measured using KPIs for product
[04:02:26] management. Product management, sales and marketing teams, as well as other business experts use these KPIs to set objectives, track development, and address problems. Because they offer advice on setting priorities and
[04:02:38] assigning tasks, KPIs are beneficial for product managers and other team leaders. The creation and management of high-quality products for a corporation depend on these metrics. Product managers can carry out the following
[04:02:51] tasks thanks to KPIs. Establish goals. Track development. Take notes on prior work. Make sensible choices. Manage competitors. Resolve issues. Deliver highquality products. The very first product management KPI is monthly
[04:03:06] recurring revenue or MRR. A company's predictable income stream from month to month is measured by its monthly recurring revenue. This metric's main objective is to compare performance between different subscription terms or
[04:03:19] packages, each with unique features and costs. For companies that provide costs. For companies that provide software as a service or SAS or make money by selling subscription services, this type [snorts] of technology is
[04:03:31] ideal. These sales activities are recurring and simpler to predict than one-time purchases. Product managers may monitor the business's financial health and track the rise or drop of monthly revenue using MRR. This gauges a
[04:03:45] product's monthly gross sales. If you wish to compute this, you must take into account the MRR at the beginning of the month, add the income from new customers, and subtract the number of customers you lost. For
[04:03:58] subscription-based businesses like SAS, where no further sales are made after a client becomes recurring, MRR is simple to evaluate. Monthly recurring income is calculated by multiplying the average monthly revenue per user by the overall
[04:04:14] number of users for a particular month. The next product management KPI is the customer retention rate. It is the proportion of clients who remain clients after a specific amount of time. The length of time you can keep clients will
[04:04:27] be measured using this KPI in product management. You should also check to see if steps are consistently done to keep clients if the number of customers departing starts to fall. Without a retention plan, it is common for firms
[04:04:40] to focus solely on recruiting new clients while utterly disregarding their current clientele. Asking your former clients why they choose to stop doing business with you is another strategy you may employ to lower the retention
[04:04:53] rate. Always remember that acquiring new consumers is harder than maintaining clientele. Older customers are more likely to spend more money with you than new ones. Additionally, it is common for current customers to test new features,
[04:05:09] upgrade plans, or offer comments. It could be more profitable for a corporation to concentrate on keeping them. The retention rate is equal to customers at the end of a period minus new customers divided by customers at
[04:05:23] the beginning of the period times 100. Moving on, the next product management KPI is the net promoter score. The number of current customers who are likely to recommend your product to a friend or colleague is measured by a KPI
[04:05:37] called net promoter score. It keeps track of the number of consumers that aren't interested in your goods or detractors. Customers who give you a rating of 9 or 10 are the ones who will remain loyal to you. They sing psalms
[04:05:50] about your brand and are referred to be promoters or advocates. NPS equals the ratio of promoters to detractors. The specific definition of a good NPS score specific definition of a good NPS score is illdefined. The ideal NPS score does
[04:06:05] not exist. Depending on the industry, it varies. A firm in the electronic sector can have a higher NPS score than one in the telecom sector. The percentage of patrons who are inclined to suggest a product or promoters and those who
[04:06:19] disapprove of it or detractors is known as the net promoter score. A high NPS promotes growth. And knowing how many customers are complaining might help a company identify a problem with the customer experience. This measure
[04:06:33] displays the most popular product features and may inspire teams to come up with fresh concepts for brand new features or improved UX design. Here's the equation. NPS is calculated as the percentage of promoters minus the
[04:06:47] percentage of detractors. The next KPI used in product management is average revenue per user. The average revenue per user is the amount of money a business may anticipate from a single client. This is an excellent technique
[04:07:01] for an SAS business to evaluate the effects of a new strategy, a new subscription plan, or a pricing change. Which client segments provide the greatest value may be determined by running the computation for several
[04:07:15] subgroups. This can provide information to investors about profitability levels, guide investment choices, and guarantee the business's financial stability. You may calculate the amount of money each user generates each month or year using
[04:07:28] user generates each month or year using ARPU. Knowing your ARPU may help you make decisions more easily when you are unsure of how to price a new product or when you want to raise the price of an already existing product. Both new users
[04:07:40] and current users can have their ARPU calculated. For a new user, ARPU refers to metrics that are based on accounts after the price of the product or subscription plan changed. But for an existing user, it relates to figures
[04:07:55] from before the price change. ARPU is calculated as monthly recurring revenue divided by total accounts. The next product management KPI is customer acquisition cost. The anticipated cost of acquiring one customer for your firm
[04:08:10] is known as the customer acquisition cost. Understanding the necessity of measuring CAC is essential if you plan to operate a firm for the long term. CAC covers the money you spend on advertising, overhead, the effort of the
[04:08:24] sales staff, software used, and other expenses. Only after you can figure out the entire amount spent on each client will you be able to estimate how much you will need to spend moving forward on bringing in new business. The cost of
[04:08:37] luring and acquiring a new talent is known as the customer acquisition cost. This includes the time, materials, cash, and effort needed to create leads and turn prospects into paying customers. The customer acquisition expenses might
[04:08:50] include the price of marketing supplies, sponsoring costs, cost of software, marketing, salary levels for sales and marketing staff. CAC is the sum of all past and present cash outlays divided by the total past and present customers.
[04:09:06] The next product management KPI is customer lifetime value. You may estimate a customer's lifetime value to determine how much revenue they will provide overall. In essence, it provides you with a general sense of how much
[04:09:19] income you may expect from a client before they quit doing business with you. Customer lifetime value is a common metric for determining the potential revenue a business might derive from a client over time. The term customer
[04:09:31] lifetime refers to the typical length of time a customer supports a business. Value is the amount of money or profit that a client is worth. A firm may plan its economic stability and do financial forecasting using CLTV. Obtaining cash
[04:09:46] from investors might also be aided by it. Product managers may learn from CLTV how much money they can spend on acquiring and retaining customers. These expenses include those for lead creation, marketing, and retention
[04:09:59] tactics. They want to ensure that their expenditures are reasonable given the return on their investment. Establish the average customer lifetime and average revenue per user for your company to compute CLTV. CLTV equals
[04:10:13] average revenue per user times average customer lifetime. The next product management KPI is the number of customers acquired. The number is not reserved only for your sales and marketing staff. The quantity of
[04:10:25] customers you have obtained is a good sign that your product is successful. If the discrepancy between the amount you anticipate and the actual acquisition is significant, either your skills have been overestimated or the product hasn't
[04:10:37] yet gained much traction. You may use this to identify areas where the product may be improved. Learn more about the reasons why your product failed and then act right away to redesign it to get a broader appeal. The number of new users,
[04:10:51] new user percentage, and percentage rise in user base are a few of the product management KPIs to monitor that are connected to the acquisition. The next KPI used in product management is bounce rate. The percentage of people that
[04:11:04] visit one page on a website or app before leaving quickly is known as the bounce rate. This measure gives essential information about how users behave while interacting with a company's digital content. If a business
[04:11:17] has a high bounce rate, it should look for strategies to hold users interest for longer. It is a statistic that assesses the proportion of people that access just one page before leaving the website or simply staying for a brief
[04:11:30] period. The bounce rate provides you a chance to improve the offering so that the visitor explores more pages and progresses farther down the salesunnel. You may boost the average user's focus on the website by using this statistic.
[04:11:44] according to the product manager. The next KPI for product management is churn rate. The pace at which customers depart a business or the churn rate is the reverse of the retention rate.
[04:11:56] Particularly following a product modification. It provides information on client satisfaction. Two different turnover rates exist. Client churn and churn and revenue. Customer churn refers to the number of users who have ceased
[04:12:10] using your services or cancelling their subscriptions. The business's revenue lost as a result of client churn is measured by revenue churn. While we would suggest focusing more on customer turnover than revenue churn, the latter
[04:12:24] is still crucial because it may reveal a lot about customer happiness. Customer turn rate equals customers lost divided by total customers. Moving on, the next product management KPI is the customer satisfaction score. The level of a
[04:12:41] client's happiness with a product or service feature is known as the customer satisfaction score. Companies can identify it by conducting customer satisfaction surveys, which are typically rated on a scale of 1 to 10.
[04:12:53] This can assist managers and staff in determining how they might enhance their efforts to provide a better client experience. A leader can use it to decide whether they want to do a more in-depth qualitative examination of
[04:13:06] client happiness. CSC is a metric that assesses consumer satisfaction with a given commodity or service. Customers are asked to rate their satisfaction with a particular item or service using a rating scale. In this kind of survey,
[04:13:21] this metric is calculated by adding the scores and dividing them by the total number of respondents. CSC gauges how satisfied a single feature or service is, whereas NPS gauges total satisfaction. To continually learn from
[04:13:36] the customer how they like utilizing a certain feature, use CSC frequently. Make sure you address their problems based on the feedback to provide them with compelling reasons to renew the product. The next KPI we have for
[04:13:50] product management is the number of users per session. A product manager may learn which aspects of an app are most used by monitoring the number of user activities every session. This is dependent upon the acts that a user
[04:14:04] repeats. This is particularly beneficial if a business is evaluating the use of a new website or application component. They can measure client interest in the modification to see whether it is intriguing or practical. KPIs are used
[04:14:18] to monitor if a product is still meeting client demands. This KPI monitors user activity on your website and mobile application. Any action they do and the characteristics they employ fall under this category. This is a potent KPI that
[04:14:33] may direct your approach to feature uptake. The next KPI is traffic. The volume of users who locate and assess websites are referred to as traffic. It may be organic emerging spontaneously or it may be paid emerging as a result of
[04:14:49] sponsorship of content or the purchase of advertising space by a business. People that are in traffic are typically curious about a company and may eventually make a purchase. This is a useful indicator for assessing the
[04:15:03] success of your internet marketing. Additionally, it may be eyeopening to know where your traffic comes from. You will be able to identify the most effective channels for you when you measure sponsored traffic. You will be
[04:15:15] able to identify which platforms perform best and which don't. If you have a variety of channels where you post content to generate organic traffic, analyzing this measure will be fun for your marketing team. You should ask the
[04:15:28] user why there isn't more active participation. If you see that the engagement rate is low, send your clients questionnaires to learn where you are falling short and how you can enhance their experience to encourage
[04:15:40] them to utilize more of your product. Moving ahead, the next KPI used for product management is session duration. The amount of time a person spends interacting with a website during a session. Strategies to monitor the use
[04:15:54] of digital products include this kind of measure. Although revenue is not measured, customer involvement is, and this has a big influence on sales. The more a customer engages with a business's website and digital content,
[04:16:07] the more probable it is that they will purchase anything from that business. Online resources may offer vital information to prospective customers about the goods, goals, and values of a business. Longer session times
[04:16:20] demonstrate user interest in a website, which is beneficial. The success of a marketing campaign may be measured by user interactions, which can also foster brand loyalty. These kinds of measures that are centered on the customer are
[04:16:33] great strategies to increase financial performance. The number is crucial because it lets you know how valuable the information in your offering is. In the end, it will have an impact on client loyalty and retention rate.
[04:16:46] Adding new videos and links and enhancing your website's general design are the only ways to improve it. Session duration equals the total time users spend on your product divided by the number of users. The other KPI is daily
[04:17:01] and monthly active users. How many active daily and monthly users you have is an important product consumption measure. It demonstrates whether your product is compelling enough. You must select a time frame and kind of
[04:17:15] interaction when defining active users. Users are active if they complete the interaction within the specified time frame. You can think of them as inactive users if they don't. The number of unique users that visit your digital
[04:17:28] product on a daily or monthly basis is tracked by the daily active user and monthly active user counts. Daily active users are the daily total of active users. Users who are active each month are counted as monthly active users. To
[04:17:43] get a clear picture of how engaging your product is, compare your active users, daily and monthly, to your entire user base. The last KPI used for product management is rating on the app store. Users may give your app a star rating on
[04:17:58] a scale of 1 to five. The summary rating of your app, which appears on your product page and in search results, is based on user ratings. When you publish a new version of your app, you have the option to reset the summary rating,
[04:18:11] which is unique to each region on the App Store. However, we advise being cautious when using this function. Having few ratings may deter potential users from installing your app, even if refreshing the summary rating might
[04:18:25] guarantee that it matches the most recent version of your program, which can be advantageous if an update answers customers prior issues. Now, let's move ahead in our session and know the frameworks used for product management.
[04:18:38] So, in this video, we will be discussing the two most important frameworks of product management that is heart framework and our framework. So let's first understand the heart framework. An approach to enhance software user
[04:18:52] experience is called the heart framework. According to five indicators focused on the user, the framework aids businesses in assessing any part of their user experience. The heart framework which was created for user
[04:19:04] experience designers and researchers may be a helpful technique for product managers since it is centered on developing a deeper understanding of user behavior and user preferences. Google UX created the heart framework 10
[04:19:18] years ago as a means of precisely defining product KPIs to enable datadriven decision-making. It aids in defining and delivering user- centered product metrics. The heart framework may be used by product managers to
[04:19:32] prioritize features, assess the performance of a product, and make more datadriven product choices. The user's experience is measured by heart. Instead of focusing on system or technology metrics like failures, we wish to pay
[04:19:46] more attention to user data like usage frequency. These categories include happiness, engagement, adoption, retention, task success, adoption. The
[04:19:58] rate of users who finish the trial or onboarding process and switch to regular use is known as adoption. It tracks the success of your client acquisition and activation processes and enables you to pinpoint the factors that encourage
[04:20:12] pinpoint the factors that encourage repeat usage. Task success. successfully execute their tasks using your solution, look at task success. Based on the findings of these tests,
[04:20:25] you may modify your app's functionality, such as the backend, to make sure information flows through it smoothly and delivers the outcomes users are looking for. Engagement. User activity is gauged via
[04:20:38] engagement. Depending on your product, this may include the number of sessions each week, the number of likes or downloads, the length of sessions, the number of transactions, as well as other metrics. It is vital to define, track,
[04:20:52] and monitor suitable user behaviors in your app. The findings will provide you invaluable insights into how people use your app and you will be able to observe the effects of any changes you make. Retention. The percentage of people that
[04:21:06] often utilize your product is measured by retention. It's important to keep track of who is and isn't returning to your product and why. As negative retention, also known as churn, will affect how your product performs in the
[04:21:20] market. Happiness. Users levels of happiness reflect their opinions of your product. It is a way to gauge how satisfied users are and methods include surveys, in-app reviews, and net promoter score or NPS.
[04:21:35] This is quite helpful when determining how customers feel about the most recent version of your product or the addition of a new feature. This may then affect the features you decide to preserve and the ones you decide to create. Now
[04:21:48] coming toward the end of our session, let's learn about the R framework. One of the most often used frameworks for measuring growth and success in SAS and startup businesses is the R model. The pirate metrics or pirate framework are
[04:22:05] other names for it. It was first proposed by David Mccclure, the founder of practical venture capital. It divides your client life cycle into five phases and correlates each with relevant KPIs starting with the initial point of
[04:22:19] contact and continuing until a potential customer converts to a paying one. This will offer you a clear understanding of which stages of the client life cycle are succeeding and where there is room for improvement in your conversion
[04:22:33] funnel. R is a startup metric approach created by entrepreneur and angel investor David Mccclure. Often known as startup metrics for pirates, you may improve the user experience for your customers by using these metrics which
[04:22:47] reflect all consumer activity patterns. They let you measure conversions more accurately and concentrate on the best channels. The nicest part about R is technological expertise, making it simple to comprehend for both seasoned
[04:23:02] entrepreneurs embarking on new projects and for newcomers with brand new enterprises. In short, it exists to assist you in making better datadriven decisions and achieving success by maximizing each of the five criteria.
[04:23:17] And if you comprehend them, you'll be able to see any issues with your startup specifically isn't working and how to correct it. By doing this, you may prevent basing choices on guesswork or on bad information. The five stages of
[04:23:32] your client's life cycle are referred to as R, which are acquisition, where do customers come from, activation, the process of converting acquired clients into engaged ones, retention, how to entice potential clients to return,
[04:23:48] referral, techniques for encouraging clients to endorse your offerings, revenue, how to convert prospective clients into paying clients, acquisition. In essence, you want individuals to register for something.
[04:24:01] For instance, you could want someone to register for a free trial. Keep up strong traffic acquisition. You need to make sure your website is receiving qualified leads. The fact is, if you have a good amount of focused visits
[04:24:13] each month, you don't need a ton of leads to obtain clients. Save your time. Establish your target demographic and conduct a campaign to build anticipation waiting for your product to launch, gaining new customers will be simpler.
[04:24:29] You must provide your audience with value if you want your advertising to be effective. For instance, you provide an automated email marketing service. In this situation, a smart place to start is an online network for experts in
[04:24:43] email marketing. To peique interest and discreetly promote your product to the audience, publish engaging pieces regarding email marketing growth techniques. activation. The value and happiness a firm provides at this stage
[04:24:56] mark the beginning of a connection with a consumer and whether or not that relationship progresses further down the funnel will depend on those factors. The number of people who do a certain action such as seeking additional information,
[04:25:10] subscribing to a YouTube channel, or making a purchase may be used to assess activation. The number of customers or users who have been activated would be divided by the total number of people that viewed the website or etc. to
[04:25:25] arrive at a formula that would be helpful at this point. Retention. Retention is essential to economic success for any organization that wants to endure for a long time. This is because the most significant measure of
[04:25:39] how much people value your product or service is retention. Depending on the pricing range of your goods, attracting firsttime buyers or customers may not be challenging because people make impulsive purchases every day. A
[04:25:52] subsequent purchase or engagement, however, shows that the customer was satisfied and that the item or service matched their needs. Businesses use many techniques for measuring retention, however, such as annual recurring
[04:26:06] revenue, monthly recurring revenue, customer churn, repeat purchase ratio, and time between purchases may be approaches to gauge client-based retention. Referral. Referrals are one of the last
[04:26:20] components of the pirate funnel. It is crucial to remember that many graphic representations of the funnel include an arrow called acquisition that loops up from the bottom back to the top. And this is because a perfect funnel would
[04:26:33] be a loop or a customer cycle that keeps bringing in new clients while maintaining existing ones. Successful referrals may be especially crucial since they are a less expensive method of acquiring customers than traditional
[04:26:46] marketing. And because of the impact of family and friends, they are frequently predisposed to brand loyalty if individuals in their circle are already customers. There are no ideal measures for this statistic. However, several
[04:26:59] metrics such as number of active users sharing invites can assist a firm when they start tracking referrals. Many times people fail to mention that they were recommended or a user who receives an invite from a friend may take months
[04:27:14] or even years to activate. Nevertheless, a good referral program may be demonstrated by reduced customer attrition, sustained growth, and overall program success. Revenue. Although money is transferred earlier in the customer
[04:27:29] life cycle, revenue may be unreliable if the proceeding phases aren't completed and measured. For this reason, revenue is frequently shown as the last step in the pirate funnel. Rapid revenue production is less important for a
[04:27:43] company's success than effective marketing and initiatives to keep customers and get them to recommend others. The ability to track income correctly is essential for a business to succeed. And while being aware of total
[04:27:57] revenue after cost is crucial, it only represents a small portion of the full picture. To get a full view of a company's success and make informed financial decisions, it's important to evaluate income across a variety of
[04:28:11] user, product, and service categories. So far, you've learned a lot about So far, you've learned a lot about product management metrics and KPIs. So, here's a question for you all. Which metrics would you prefer to measure a
[04:28:24] product if it's good to go or not? Do let us know in the comments below. And if you have any questions regarding product management metrics or KPI, then >> Picture is this. There's a team working hard on a cool new tech product. They
[04:28:39] are excited, but when they launch it, something's off. People aren't connecting with it like they hoped. That's where user personas come in. By are, the team turned things around. Suddenly, the product wasn't just liked,
[04:28:53] Suddenly, the product wasn't just liked, it was loved. Here's the kicker. Studies show that using these user personas can make designing stuff way easier, like make designing stuff way easier, like over 130% easier. But get this, most
[04:29:05] companies aren't using them. It's like having a secret weapon and not even knowing it. Our story, inspired by real events, shows just how important it is to understand the people using your tech. Crafting these user personas isn't
[04:29:17] just about being creative. It's about making sure your product speaks directly to the folks who will use it. It's a journey that can turn a dud into a hit. So, as we dive into the world of user persona creation, remember it's all
[04:29:31] about putting a human touch on technology, one persona at a time. Craving a career upgrade? [music] Subscribe, like, and comment below. Dive into the link in the description to [music] fasttrack your ambitions.
[04:29:46] Whether you're making a switch or aiming higher, SimplyLearn has your back. product manager from SPJN school of global management, gain expertise in AI
[04:29:59] powered product management courses with JPT and Googleb product tools with 100% interactive live sessions led by industry experts and SPJ's top faculties. This professional product management course by SPEN school of
[04:30:12] global management prepares you to become a product manager via an exhaustive curriculum covering all aspects of product management. This program focuses on the latest industry trends, advancements and related industry
[04:30:24] applications taught by top product experts via live session. So this SPEN's academic excellence and product expertise from experts from companies like Google, Microsoft, Amazon and more. So don't forget to check out the course
[04:30:36] in the description box and the pin comment. So let's get started. Have you ever been curious about how tech giants like Spotify, Amazon or Netflix seem to intuitively know your preferences? offering up songs, products or TV shows
[04:30:52] that perfectly match your taste. The secret behind this almost psychic ability isn't a result of mystical foresight. It's the strategic use of user personas. If you want to know what user persona is, so user persona are
[04:31:06] semi-fictional characters that businesses create based on real data and insights from their actual or potential customers. These personas are crafted to represent key segments of a product's audience, including detailed profiles
[04:31:20] that encompass not just basic demographic information, but also behaviors, goals, needs, and pain points. For instance, consider fitness Fiona. Now, we'll see a persona for a health and wellness app. That is Fiona,
[04:31:33] age 30, is an outdoor activity enthusiast who seeks motivation and tools to track her fitness progress. So the creation of such persona is driven by a desire for empathy and a deep understanding of users needs allowing
[04:31:47] designers to create products, services and experience that truly resonate. So you could see the example of a persona here and this is for the fitness fiona that's a quick overview will have it. So first we have the age and occupation. So
[04:32:01] the age is 30 and the occupation is digital marketing specialist. And then we have the lifestyle and interest. So the lifestyle is it leads or she leads an active lifestyle with a keen interest in outdoor activities like running and
[04:32:15] hiking and value health, community and personal growth. And then the goals she seeks to maintain a healthy balanced lifestyle despite a busy schedule and aims to stay fit and participate in community fitness events. And the
[04:32:27] challenges she was facing was struggles to find time for regular workouts and to stay motivated and overwhelmed by the vast amounts of fitness information available. And if we talk about her app usage, so she prefers using fitness
[04:32:39] tracking apps and engaging with health and wellness content online. Looks for apps that provide personalized workout plans, nutritional guidance, and community support. And the techness that is high, integrates technology
[04:32:53] seamlessly into her fitness journey. Fiona represents the target user for a health and wellness app, guiding the development towards features that addresses her specific needs and challenges. So this was about a user
[04:33:06] persona of a lady that is fitness fiona. Now moving to the role of user persona in the company or any role you want. So user persona play a pivotal role in guiding the development and marketing of products and services. Their impact is
[04:33:21] farreaching influencing decisions across various stages of project development and execution. So let's see the points. The number one is enhances user centered design. So user personas keep the focus on the user's need, preferences and
[04:33:36] behaviors. Ensuring that product design and functionality are tailored to meet the actual requirements of the target audience. The next is improved product development efficiency by understanding the specific needs and challenges of the
[04:33:49] personas. Teams can prioritize features and functionalities that offer the most value thereby streamlining the development processes. Then we have facilitate better marketing strategies. Knowing the personas help in crafting
[04:34:02] targeted marketing campaigns that speak directly to the interest, needs and pain points of potential users improving engagement and conversation rates. Then we have aids in content creation and personalization. Content can be designed
[04:34:17] to resonate with the personas whether it's blog post, social media content or email marketing ensuring higher relevance and engagement. Then the point is enhance user experience with insights into the personas, preferences and
[04:34:30] behaviors. UX designers can create more intuitive interfaces and interactions that enhance satisfaction and usability. And then the point is guide product Understanding the evolving needs of your personas can lead to innovations or
[04:34:44] customizations that keep your product or service competitive and aligned with user expectations. And then we have supports decision making. When faced with decisions about feature inclusion, design changes or market positioning,
[04:34:57] user personas provide a preference point that reflects the users's base collective needs and desires. So these are the role of user personas and the creation and utilization of user personas are foundational elements in
[04:35:10] crafting products and experiences that truly meet and exceed user expectations, driving satisfaction, loyalty, and ultimately business success. Now we'll see the process of creating user personas. So creating user persona is a
[04:35:24] research, analysis, and creative synthesis. The goal is to generate actionable insights that guide product development, design, and marketing strategies. So we'll have an overview of the steps involved in creating effective
[04:35:38] user personas. So the number one step is conduct research. Start by gathering data about your potential or existing users. This can include qualitative methods like interviews, focus groups and anthographic observation as well as
[04:35:51] quantitative methods such as surveys and analysis of user behavior data from analytics platforms. So let's understand this with an example. So let's consider a scenario. The development team for the ecoay app starts by collecting data.
[04:36:05] They conduct online surveys targeting travelers interested in sustainable living. They also analyze forum discussion on ecoourism websites and interview frequent travelers to understand their preferences and
[04:36:18] concerns. So the next step of the process would be analyze the data. Look for patterns and commonalities in the data collected. This might involve segmenting users based on demographics, behaviors, preferences or goals. The aim
[04:36:32] is to identify meaningful groups of users who share specific characteristics or needs. And the findings we have from here is from the research the team notices like we are again back to the example. So from the research that was
[04:36:45] done that was the conducting the research. So the team notices patterns many respondents priorize sustainability but also express concerns about cost and the authenticity of eco-friendly claims. They identified three main segments
[04:37:00] budget eco travelers luxury ecoourist and eco-conscious families. So these were the findings analyzing the data and then we have create draft personas the next step. So based on your analysis start drafting your personas. Each
[04:37:15] persona should represent a significant segment of your audience. Include demographic details, behaviors, needs, goals, challenges and any other relevant information that defines the persona. So you would start drafting the persona
[04:37:28] that could be for the budget eco traveler and any name. Then you can have her age, occupation, goals, what challenges she is facing. And then the next step that would be refine and validate personas. Refine your personas
[04:37:43] by gathering feedback from stakeholders and comparing the personas against actual user data when available. So this step may involve revisiting your research to fill in gaps or clarify aspects of the personas. And for
[04:37:56] example, the team that was the app team that shares Beth's persona with ecoourism experts and real travelers fitting BT's profile for feedback. suggestions such as emphasizing the importance of community reviews in BT's
[04:38:12] decision making process. So this was about the refine and validate personas. Now moving to the next step that is develop scenarios and goals. For each persona outline key scenario or task they need to accomplish with your
[04:38:24] understanding the context in which your personas will interact with your offerings. So let's consider scenario with an example only. So Beth for which the persona was created. So Beth is planning a two week backpacking trip
[04:38:38] across Costa Rica. So she uses ecoay that app persons was making. So she uses ecoay to find budget friendly verified ecologies and host. So key feature she
[04:38:50] looks for include sustainability certifications, user reviews and easy booking options. So this was about her. So now moving to the next step that is apply personas. So use the persona to guide decision making in product
[04:39:04] development, design and content strategy and marketing. Personas should inform features, user interface design and the overall user experience as well as targeting and messaging and marketing campaign. And we talk about the example.
[04:39:17] So the ecoay app. So that development focuses on features like a verification badge for accommodations with authentic ecoertifications, a budget filter with a sustainability rating and a community review section. So this was about apply
[04:39:32] personas. Now moving to the next one or the marketing campaign highlight stories from budget travelers like Beth showcasing the app's ability to combine affordability with sustainability. Now moving to the next that is review and it
[04:39:45] rate. So user persona should not be static. As your product evolves and you gather more data about your user, revisit and update your persona to ensure they remain accurate and relevant and about the iteration. So after the
[04:39:59] app's notch, user feedback and usage data are analyzed. The team finds that eco-conscious families are also using features designed for budget travelers. So the personas are updated to reflect their crossover leading to the
[04:40:13] development of familyfriendly features and content. So throughout this process it's a crucial to remember that personas are tools for empathy and understanding designed to keep the user at the her of product development decisions. While the
[04:40:26] exact details and depth of each persona can vary depending on people's scope and the available data. The fundamental goal remains the same to create a product that resonates with and meets the needs of your target users. So now moving to
[04:40:40] the next topic that is applying persona to product development and marketing. effectively streamline both product development and marketing ensuring efforts are closely aligned with user needs. So now we'll see a condensed
[04:40:53] development number one point would be feature focus. Use personas to pinpoint essential features that truly matter to your target users. Enhancing the decision. Tailor design elements to match the preferences and tech
[04:41:09] proficiency of a persona. Improving usability and user satisfaction. And then we have personalized experience. Leverage insights from personas to customize user experience. Meeting diverse needs within your user base. Now
[04:41:22] coming to the marketing team. So the points are tailored messaging. Craft messages that resonate deeply with each persona. Addressing the specific interest and pain point for more effective communication. And then we
[04:41:35] have content strategy. Developed content that speaks directly to the concerns and goals of your personas, ensuring greater engagement. Then we have channel selection. Choose marketing channels based on your persona's preferences,
[04:41:47] optimizing reach and impact. So let's see a simplified application example. For a fitness app aimed at users like fitness Fiona, the development team might focus on personalized workout plans and social sharing features, while
[04:42:01] marketing efforts could highlight success stories and tips for busy lifestyles directly catering to Fiona's interest and needs. So by focusing on these streamlined points, both product development and marketing can more
[04:42:14] effectively align with user expectations, driving engagement and satisfaction. So this was about the process of creating user personas and now going to the real world success stories. So real world success stories
[04:42:27] serve as powerful illustrations of the tangible impact user personas can have on product development and marketing strategies. So we'll see two examples showcasing how companies have leveraged personas to achieving significant
[04:42:40] results. So the number one example would be Spotify's personalized recommendation. So the challenge Spotify faced was Spotify sought to enhance user engagement by delivering personalized music recommendations tailored to
[04:42:53] individual taste and preferences. And the solution they got was by analyzing user data and behavior patterns. Spotify created user personas representing different music preferences, listening habits, and discovery preferences. These
[04:43:07] personas informed the development of algorithms that power personalized playlists such as discover weekly and daily mix, providing users with a customized music experience. And the outcome it generated was Spotify's use
[04:43:19] of personas and personalized recommendations led to a significant increase in user engagement and satisfaction. Discover Weekly alone reached over 40 million users within its first year, driving longer listening
[04:43:32] sessions and boosting user retention rates. Now moving to the next example that is Airbnb's host and guest personas. So the challenge was Airbnb aimed to enhance the experience for both host and guest by understanding their
[04:43:45] distinct needs and pain points and the solution they like output or the outcome was detailed personas for both host and guest encompassing demographic information motivations and behaviors. So these personas guided product
[04:43:59] development decisions informing the design of features such as host profiles, guest reviews, and search filters tailored to specific preferences. And the outcome that got was by aligning product features with
[04:44:11] the needs of their user persona. Airbnb achieved significant growth and improved user satisfaction. Host felt more empowered to showcase their properties effectively while guest enjoyed a more personalized and seamless booking
[04:44:23] experience resulting in increased bookings and positive reviews. So these real world success stories highlight the transformative impact that user personas can have on product development and marketing strategies. So by
[04:44:35] understanding their users on a deeper level and tailoring their offerings accordingly, companies can drive engagement, retention and ultimately business success. Now talking about the common pitfalls and tips. So navigating
[04:44:48] the creation and application of user persona comes with its share of challenges. So here we will see some common pitfalls to avoid and tips to ensure effective use of persona. So the common pitfalls are overgeneralization
[04:45:01] creating personas that are too broad or stereotypical that can lead to inaccurate representations of your user base resulting in ineffective strategies. And then comes the point lack of data validation. Relying solely
[04:45:14] on assumptions or anecdotal evidence without validating personas with real user data can lead to misleading insights and misguided decisions. And then comes the static personas. Treating personas as static representations of
[04:45:27] users can result in outdated or irrelevant profiles. User needs and behaviors evolve over time. Personas should be regularly reviewed and updated. Ignoring negative personas. Focusing only on positive personas can
[04:45:40] lead to neglecting important segments of your user base with different needs or pain points. So these were the common pitfalls. Now the tips for success. So the number one is conduct thorough research. Invest time and resources into
[04:45:52] collecting both qualitative and quantitative data to ensure your personas are based on accurate and comprehensive insights. Then comes the point validate persona with real users. Use surveys, interviews, and user
[04:46:04] testing to validate personas and ensure they accurately represent your target audience. Then comes the iterate and update regularly. Continuously visit and refine your personas based on new data and insights to keep them relevant and
[04:46:17] aligned with evolving user needs. Then comes the point, focus on key personas. Prioritize personas that represent the most significant segments of your user addressing their needs and preferences.
[04:46:30] And then comes involve cross functional teams. Collaborate with stakeholders marketing, design and product management to ensure alignment and buy in for personadriven strategies. And then comes user personas as decision-making tools.
[04:46:45] Integrate personas into your decision-m processes for product development, marketing and content strategy to ensure user centric outcomes. So by avoiding tips, you can harness the power of user
[04:46:58] personas to drive informed decision making, improve user experiences and ultimately achieve greater success with your products and services. And in summary, user personas are invaluable tool for understanding and empathizing
[04:47:11] with your target audience. By creating detailed profiles based on real data, design and marketing strategies effectively. Avoid common pitfalls like or generalization and static personas by continuously validating and updating
[04:47:25] them. With user personas, you can prioritize features, make informed decisions, and tailor experiences that resonate with users, ultimately driving engagement and business success. Competitive analysis is a strategic
[04:47:37] process of evaluating and understanding the strength and the weakness of the competitors operating within the same industry or market segment. By systematically gathering and analyzing information about rival companies,
[04:47:50] businesses can gain valuable insight into their competitor strategies, market positioning and performance metrics. This analysis encompasses various aspect including product or service, pricing strategies, marketing tactics,
[04:48:05] distribution channels and customer feedback. The primary goal of competitive analysis is to identify opportunities and threat posed by competitors allowing business to make informed decisions to enhance their
[04:48:18] competitive advantage and mitigate potential risk. So through a structured approach, organization can uncover areas of differentiation, capitalize on marketing gaps and anticipates shift in consumer preferences or industry trends.
[04:48:34] Moreover, competitive analysis enables businesses to benchmark their performance against industry peers, identify best practices and refine their strategic direction to achieve sustainable growth and marketing
[04:48:47] success. Ultimately, it serves as a crucial tool for strategic planning, helping businesses to navigate complex competitive landscape and stay hired in dynamic markets. So before we jump into more about competitive analysis, here is
[04:49:01] a quick info for you. Become a certified product manager from SPGN School of Global Management. Gain expertise in AI powered product management courses, Chat GPT and Googlebot. Top product tools within 100% interactive live session led
[04:49:17] by industry expert and SPJ's top faculties. This professional product management course by SPJN school of global management prepares you to become a product manager via an exhaustive curriculum covering all aspects of
[04:49:30] product management. This program focuses on the latest industry trends, advancement and related industry application taught by top product experts via live session. this SPJs academic excellence and product
[04:49:44] expertise from expert from companies like Google, Microsoft, Amazon and many others. So don't forget to check out the course link in the description box below and the pin command. So now let's get started. First we will see steps to
[04:49:58] achieve competitive analysis and later on we will understand with the example using these steps. One, identify competitors. Make a list of companies that operate in the same industry or offer similar product services as your
[04:50:11] business. Two, gather information. Collect data on your competitors product services, pricing strategies, target markets, distribution channels, marketing tactics, and financial performance. Utilize sources like their
[04:50:23] websites, social media profiles, press releases, and industry reports. Three, analyze product services. Compare the features, quality, pricing, and unique offerings with those of your competitors. Identify any gaps or areas
[04:50:39] where your competitors excel. Four, assess market positioning. Determine how competitors position themselves in the market and their brand image. Analyze their marketing messages, value propositions, and target audience to
[04:50:52] understand their competitive advantage. Five, evaluate marketing strategies. Examine competitors marketing channels, campaigns, content strategies, and engagement tactics. Assess their online presence, SEO strategies, advertising
[04:51:05] presence, SEO strategies, advertising efforts, and social media activity. Six, study customer feedback. Look for customer reviews, testimonials, and feedback on competitors products or services. Identify common complaints,
[04:51:17] pain points, and areas for improvement. Seven, examine pricing strategies. Compare pricing models, discounts, promotions, and pricing tiers of competitors. Determine how their pricing strategy affects market positioning and
[04:51:31] customer perception. Eight, SWAT analysis. Summarize your findings by conducting a SWAT strengths, weaknesses, opportunities, threats analysis for each competitor. Identify opportunities to differentiate your offerings and
[04:51:43] mitigate potential threats. Now, let's see a real life example of competitive analysis in the technology sector. Example, let's consider a competitive analysis of two major players in the streaming media industry. Netflix and
[04:51:57] Amazon Prime Video. One, identify competitors. Netflix and Amazon Prime Video are direct competitors offering subscriptionbased streaming services. Two, gather information. Research each company's content library, pricing
[04:52:12] plans, subscriber base, original content production, and global expansion efforts. Three, analyze product services. Compare the user interfaces, streaming quality, device compatibility, and exclusive content offerings of
[04:52:25] Netflix and Amazon Prime Video. Four, assess market positioning. Examine how Netflix positions itself as a leading provider of original content and bingeworthy series, while Amazon Prime Video leverages its Prime membership
[04:52:39] program and integration with other Amazon services. Five, evaluate marketing strategies. Analyze their marketing campaigns, social media presence, partnerships with content creators, and promotional offers. Six,
[04:52:53] study customer feedback. Look for customer reviews, ratings, and surveys preferences regarding the content selection, streaming experience, and customer service. Seven, examine pricing strategies. Compare the subscription
[04:53:08] plans, pricing tiers, free trial periods, and bundling options offered by Netflix and Amazon Prime Video. Eight, SWAT analysis. Conduct a SWAT analysis strengths, eg original content production, brand recognition,
[04:53:23] weaknesses, eg. content licensing costs, regional restrictions, opportunities, eg international expansion, partnerships with content creators and threats, eg competition from other streaming services, piracy.
[04:53:37] services, piracy. [music] In this lesson, we are going to look at the concept of strategic alignment.
[04:53:53] By the end of this lesson, you will be able to identify the three components of the PMI talent triangle to recognize their significance in project management. Define the key elements of strategic management in an organization
[04:54:08] and associate their role in project management. Differentiate between enterprise environmental factors and organizational process assets and recognize their influence on projects. analyze the
[04:54:22] internal and external business environment to assess its impact on environment to assess its impact on project management effectiveness.
[04:54:34] In this topic, we are going to learn about strategic alignment to business. Certain skills are vital in strategically aligning projects to the business. The PMI talent triangle reflects the skills required by today's
[04:54:48] project professionals and change makers as they navigate the changing landscape of project management. Let us look at those skills one by one. The first skill is ways of working. It involves mastering diverse and creative
[04:55:03] approaches such as predictive, adaptive and design thinking for accomplishing tasks and aligns with the process domain of ECO. Next is power of skills. It comprises of critical interpersonal skills that are
[04:55:18] required to apply influence, inspire change and build relationships and it is change and build relationships and it is aligned to the people domain of ECO. Finally, it is the business acumen. It involves effective decisionm and
[04:55:33] understanding of how projects align with the big picture of broader organizational strategy and global trends. This aligns with the business environment domain of the ECO to strategically align projects to the
[04:55:48] business. Project managers must have an overview of the organization's strategic plan and an understanding of the business plans. They must also collaborate with business stakeholders
[04:56:01] and sponsors to develop an appropriate delivery strategy. realize the benefits delivery strategy. realize the benefits of a project.
[04:56:15] strategic management elements. Strategic management elements include vision that represents where the business aspires to go. Mission that defines the pre-established objective or purpose. Objectives or well-defined
[04:56:31] areas of pursuit. goals which are the milestones and allocated resources. Strategies to use the resources to accomplish the organization's purpose,
[04:56:43] programs or projects to translate the strategies into action and results. strategies into action and results. Standard operating procedures, SOPs for carrying out routine activities and organizational structures or the
[04:56:57] responsibilities within the organization. The illustration here depicts the strategic management framework. The vision, mission, objectives, and goals are met by identifying specific
[04:57:11] strategies that can be implemented through managing the portfolio of programs and projects as well as ongoing operations. The organizational structure should also support the achievement of these objectives.
[04:57:30] organizational factors that influence projects. Projects are influenced by two main categories of factors. The first one is the enterprise environmental factors EF. These can be either internal or external. Internal
[04:57:47] factors encompass aspects like organizational culture, facilities, employee capabilities and availability. External factors include market conditions, legal restrictions, regulations, socioultural influences and
[04:58:02] more. The second category of factors is the The second category of factors is the organizational process assets OPA. This category includes plans, policies, procedures, and templates as well as
[04:58:15] historical project information. Understanding the external business environment involves using frameworks or prompts to assess external factors that may introduce risks, uncertainties or opportunities ultimately influencing the
[04:58:30] opportunities ultimately influencing the value and desired outcomes of a project. Some common frameworks that can be used are pessle examining risks or changes related to political, economic, socioultural, technical, legal and
[04:58:45] socioultural, technical, legal and environmental factors. TECOP focusing on technical, environmental, commercial, operational and political aspects. operational and political aspects. VA addressing volatility, uncertainty,
[04:58:59] complexity and ambiguity in terms of the internal business environment. The project manager, sponsor and product owner should be aware of the organization's business plans, policies, process reorganization
[04:59:13] plans, policies, process reorganization or any other implemented changes. It is important to note that internal changes within the organization can also impact within the organization can also impact the project's scope. For instance, a
[04:59:25] change in business priorities could affect one or more of the following. Reprioritizing the delivery of business value to the customer, creating a need for new deliverables, reworking on existing deliverables, eliminating
[04:59:40] certain deliverables. Let us now quickly recap this lesson. The PMI talent triangle reflects the skills needed for project professionals which are ways of working, power skills, and business acumen. Project managers
[04:59:56] need to have an overview of the organization's strategic plan and an understanding of the business plans. Strategic management elements in an organization include vision, mission, objectives, goals, SOPs, and
[05:00:10] organizational structure. Factors influencing projects include enterprise environmental factors and organizational process assets. A project manager must
[05:00:22] understand the internal and external business environment for effective >> Welcome to our video on agile project management. Today we're diving into the core of agile methodology, the product backlog. So what exactly is a product
[05:00:37] backlog in agile? Well, think of it as your project's to-do list, but way more important. It's a simple yet powerful tool that keeps track of all the task features and goals that need to be accomplished for your project. In this
[05:00:52] video, we will explore all the aspects of product backlog in agile from its importance to its contents and how it's managed through backlog grooming and sprints. So, let's dive in and unlock the power of agile project management
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[05:01:48] link in the description box. Why product backlog is important? The product backlog is a fundamental component in agile and scrum methodologies serving as a dynamic prioritized list of features, enhancements, bug fixes, and other
[05:02:03] changes that are needed to improve a product. Prioritization. The team can prioritize tasks based on the product's requirements and the value they bring to stakeholders. Transparency. The product backlog offers a clear view of upcoming
[05:02:19] work, ensuring everyone understands the project's direction and goals. Flexibility. It allows for the easy integration of changes and new ideas into the product development process. Focus. With a well-defined list of
[05:02:34] tasks, the team can concentrate on completing the most valuable ones first. Efficiency. It enables the team to select work from the backlog as they have capacity optimizing workflow and productivity instead of being overloaded
[05:02:50] with tasks. Let's understand what is a product backlog in agile. The product backlog in agile is like a big to-do list for a project specifically for those projects managed using agile methodologies which are approaches to
[05:03:05] software development that emphasize flexibility, collaboration and customer feedback. Imagine you're planning a big party which represents the final product. Your to-do list, the product backlog, includes everything you need to
[05:03:19] do to make the party happen. This list might include tasks like send out invitations, buy decorations, plan the menu, and so on. Each task is important for the party to be successful. In the context of a software project, this list
[05:03:35] includes all the features, functions, requirements, enhancements, and fixes that need to be addressed to make the final product meet the customer's needs. These items are typically listed in order of priority with the most
[05:03:48] important or urgent items at the top of the list. The team working on the project will regularly review this list, often in a meeting called the backlog grooming session. But what is backlog grooming? Let's understand what is
[05:04:03] backlog grooming. Backlog grooming is a term commonly used in agile software development. Imagine you're planning a trip and you have a list of things you want to do or places you want to visit. Your list might include things like
[05:04:17] booking flights, reserving accommodations, and planning activities. Now, think of this list as your backlog in agile terms. It's a list of tasks or features that need to be completed for a project. Backlog grooming is like going
[05:04:33] through this list regularly to make sure it's organized, prioritized, and ready to be worked on. Here's how it works. Reviewing and adding items. You start by backlog and making sure they're still
[05:04:48] relevant and needed. If there are new ideas or requirements, you add them to the list. Prioritizing. Not all tasks are equally important. You need to decide which ones should be done first. So, you prioritize the items on your
[05:05:04] list based on factors like customer needs, project deadlines, or business value. Breaking down tasks. Some items on your list might be big and complex. It's easier to work on smaller, manageable tasks. In backlog grooming,
[05:05:20] you might break down big tasks into smaller ones so they can be completed more easily. Estimating effort. It's important to have an idea of how much time and effort each task will take. During backlog grooming, you might
[05:05:35] discuss and estimate the effort required for each item. This helps with planning and resource allocation, ensuring clarity. Everyone involved in the project should have a clear understanding of what each task entails.
[05:05:50] Backlog grooming provides an opportunity to clarify any doubts or questions about the items on the list. Keeping it up to date. Backlog grooming isn't a one-time thing. It's an ongoing process. You should regularly review and update the
[05:06:05] backlog as the project progresses and new information becomes available. All right. So after that as the project progresses the team selects items from the top of the product backlog to work on during each development cycle called
[05:06:21] a sprint. Now what is sprint? A sprint is a time box period usually one four weeks during which the development team works on a set of items from the product backlog to create a potentially shippable product increment. Sprints
[05:06:35] provide a focused concentrated effort to deliver valuable work within a short time frame. At the beginning of each sprint, the team selects a set of items from the product backlog based on their priority and capacity to form the sprint
[05:06:50] backlog. They commit to completing these items by the end of the sprint. Once the sprint is over, they review the work and present it to the stakeholders, usually the customer or client for feedback. All right. Now let's understand what's in a
[05:07:06] product backlog. A product backlog serves as a comprehensive checklist for a project team outlining all the tasks required to enhance the product's quality. It encompasses various elements. User stories, brief narratives
[05:07:22] detailing desired features from the perspective of the end user. Structured perspective of the end user. Structured as as a type of user, I want an action so that a benefit value. Bugs issues.
[05:07:34] Any flaws or malfunctions within the product are documented here for resolution. Tasks. These entail specific actions necessary for fulfilling a user actions necessary for fulfilling a user story or rectifying a bug. Enhancements.
[05:07:48] Suggestions for improving the product's functionality or value not necessarily related to troubleshooting. Technical work tasks related to enhancing the product's technical aspects such as codebase refinement or software
[05:08:03] component updates. knowledge acquisition activities aimed at empowering the team with essential insights or skills for making informed decisions such as research or exploration tasks. And there you have it. We've explored the ins and
[05:08:19] outs of the product backlog in Azure. By understanding its importance and how to manage it through backlog grooming, you're well equipped to steer your projects toward success. At a time in the late '9s what was happening with
[05:08:33] software development firms. So they used to follow waterfall methodologies. So there used to be expression like sir you have a problem. So what happened? So our client wanted a new feature to the software. We are already midway creating
[05:08:48] the software. We can't add the feature. So what does it mean? So there is a scenario where the change is asked. So why change? change may be because of adding certain features, removing certain features, modifying certain
[05:09:03] things already given. What is wrong in that? Why can't we do the change? So now point is not about doing the change itself. It's about the effort. Additionally, it takes cost, money in terms of which is going out the effort
[05:09:18] then uh the scope which is going to change at the same time you also need to put more efforts which will delay the project. So now is it okay? So '90s it
[05:09:30] was okay. Today is it okay? A big question mark. So why is that not okay? So we need to understand that very clearly. Right? I knew we should not have used the waterfall methodology for development. So is that an issue with
[05:09:43] the waterfall methodology? So answer is no. If it is today's scenario answer would be yes. If it is '90s answer would be no. So what changed in this 20 years
[05:09:55] or 15 years? The dynamics of the market changed. The behavior of consumers changed. So if you look at anyone who is using any product it may be a software product or a hardware uh like if you have mobile phone or a television or any
[05:10:10] application mobile application or application used on your systems the upgradation of the new features and functionality of that is improved more and more and consumer wants it more and you have a very less time to respond.
[05:10:23] That is one thing. Second thing there is lot of competition. If you do not respond quickly competition will take over. So for you to sustain and grow it is very essential that you understand this dynamics and you need to respond
[05:10:36] quickly which was bit difficult when it comes to approach what is called waterfall model. Now how do we address this? So what is that waterfall model is all about? Why is it difficult for us? So the methodology where waterfall model
[05:10:52] is used involves teams following a series of steps and only going forward after the previous steps are completed. So there is a wait time involved. So until the previous steps are completed only then I can move to the next. So it
[05:11:06] only then I can move to the next. So it is a slower thing. It would take certain longer duration. So it is best used in the scenarios where the teams are small and the project is expected to move in a predictable manner. So predictability is
[05:11:18] very important when we follow waterfall methodology. Predictability the variation should be as lesser as possible. So what is that predictability I'm speaking about? as I create this product as I results comes up if it
[05:11:30] takes 6 months one year two years 3 years it's okay so this is how the product would look like the predictability how the product would look like how that particular output would come so when is that going to come
[05:11:43] is it okay if I bring that result after 2 years is that okay so if everything is okay that way without very less without any variations as such very less variations then it's fine so because of
[05:11:56] following waterfall model. What is that methodology? What is that flow? We need to understand that. So requirements gathering and documentation is the first thing what used to happen which is true in agile methodologies also. But the
[05:12:09] main difference here is the requirements gathering and documentation happens in detail a comprehensive one. Now once that is signed off only then it is moved to the design. Now based on that requirement which is gathered which is
[05:12:22] full comprehensive then the design will happen. based on that the consideration of process the products the people the environment then the design happens which is again a detailed design. Now once the implementation starts if you
[05:12:37] find any deviations the correction needs to be done since the design is in detail the deviation possibilities as less as possible but the challenge comes up when the dynamics in the market when the dynamics of customer changes. Customer
[05:12:53] asks for change then you may require to do the change. Now when you want to do the change you may require to do the change only after understanding what the entire output which you're going to create which is very comprehensive one.
[05:13:08] So because of this it consumes time it consumes extra effort. So it may be a scenario where the scope of work is reduced as well. Even after that this exercise has to be done which will delay the project. So this was okay. So when
[05:13:22] this model when things were done things were taken up for changes it was okay because the consumer behavior as I mentioned there is a lot of wait time for the consumers also. So there was less competition but today it is not and
[05:13:34] it to go quicker. So because of this what are the disadvantages which has came up to the consumers or to the organization who actually follow waterfall methodologies in today's scenario. So what could be those? So
[05:13:47] making changes would be difficult as I mentioned earlier. So then it doesn't focus on end user client customer perspective value. So speaking about creating a value in the consumer perspective customer
[05:14:01] perspective and the time it takes for consumer to realize the value. How long it takes the more it delays in realizing the values by the consumer. There is a impression better in the consumer's mind. So computation would take over. So
[05:14:16] your existence will be in bigger threat. So testing phase is delayed until most of the project is completed because it has to follow step by step wait the things to complete and then testing happen. Then measuring the progress
[05:14:30] within the stages is difficult. So why is it difficult measuring the progress deliverables or the metrics what are defined are defined to measure at a milestone and at a end of the phase to
[05:14:42] understand whether everything is delivered as part of it. Now let us look at how agile is going to help us to address these disadvantages mentioned in what fall model. So what is agile? The basic meaning of agile is to move
[05:14:56] faster, be flexible, respond to change etc. But to accomplish this there are a lot of methodologies. Now there is something called agile manifesto and 12 principles of agile which we need to understand. So following this
[05:15:09] accomplishing this can only help us in becoming agile. So in 2001 agile was introduced. So that's where the term agile came into picture where people start realizing what is agile and why should we adopt that agile
[05:15:23] methodologies. So while it was introduced so agile manifesto was also in project management and software development. So basically there are four
[05:15:35] points which we need to understand very correctly very clearly so that we can able to understand what is agile is all about right it enables team to deliver value to their customers with ease. So agile team deliver work in small but
[05:15:48] usable increments. Then evaluation of the requirements plans and results takes place continuously. This allows teams to respond to changes quickly. Now change was one of the scenario what we were speaking about. Now responding to change
[05:16:02] quickly is one of the disadvantages what we spoke about and here it is addressed. It is considered to address that is very important. Now when we respond to change quickly it is not that I just quickly responded but I did not address that
[05:16:14] problem or that scenario. It is very essential to address that scenario as well effectively and efficiently. So now agile is a concept right? So it has a detailed manifesto based on which all the agile methodologies are created. So
[05:16:30] what is this agile manifesto is all about? So it is created it was created during February 2001. So which details out the values and principles of agile processes which says there are some values which is mentioned in the left
[05:16:44] which has more weightage compared to the one which is in the right. Now when we say this for example let us take let us go one by one individuals and interactions over process and tools. So are we saying we don't value the process
[05:16:57] and tools? That is not the case. Now let us look at what were the typical issues or challenges anyone would have expressed regarding the processes. So expressed regarding the processes. So delay maybe bureaucracy and they cannot
[05:17:11] have a flexibility to move faster. So basically delay is because of uh the approval which is not happening because of the processes. Now how do we address this? So can I eliminate the process itself? Answer is no. because in the
[05:17:23] absence of tools and processes none of the uh things which we can do easily can exist. So it should be there processes and tools should be there. The way it should be defined it should also ensure there is individuals and interactions
[05:17:37] encouraged to have that individuals and interactions while having the process and tools. So next is working products or comprehensive documentation. So when we say comprehensive documentation as I mentioned in the waterfall methodology
[05:17:51] designing there is a detailed documentation which is made. So which take lot of efforts in creating those. Now while delivering the challenge what anyone was faced was the change which is coming up and making changes to these
[05:18:05] documentations which is an additional effort. Now if we have a working products if I have a bigger product in that a module of that I keep creating every small small modules of it and start integrating to the base model now
[05:18:18] I will only focus on that documentation for that particular model working piece which I'm going to create in the next iterations then my documentation changes are less and also the way I'm making the documentation is initially I would have
[05:18:32] a full skeleton of the entire product which I'm going to create the road map and upon on that I'm going to making the detailed documentation for that only for that working piece rather than the full product itself. Then these working piece
[05:18:44] documentation which I'm going to create. As I create the working pieces, I'm also the interactions with the users, the consumers, the end users. So I get the quickly and then documentation will become accordingly. The small pieces of
[05:18:59] documentation which happens with those small small working modules which are created and those are consolidated over a period of time by the time the product documentation. The project ends you have a comprehensive documentation. So it uh
[05:19:13] saves lot of time. So documentation is important but the way we accomplish the documentation is one by one not in one go. Next is customer collaboration or contract negotiation. So any engagement or any relationship or any business can
[05:19:29] it happen in the absence of contract? Answer is no. There should be a contract. Now how this contract should be when we want to follow an agile? It should allow the customer collaboration. Why are we collaborating to understand
[05:19:41] what customer is required to understand what customer needs is fulfilled? Right? flexibility in the contract itself. So that commercial is one area which gets impacted and there should be guidelines for that also in the contract. So that
[05:19:56] change during the effort being put customer is also informed what is the change which is going to happen in terms of commercials as well as time and everything so that it is documented in the contract. So there is no confusion
[05:20:09] responding to change or following a plan. Now I cannot have a rigid plan as methodology. So that we need to go like this only. So based on the scenarios changes so we may require to change your directions and move faster. So
[05:20:24] responding to change requires a specific flexibility which is required in the plan so that I don't have a plan which is very rigid and that provides some flexibility. That's how I can able to create my plan so that I can able to
[05:20:37] move or respond to that specific scenarios which are changing. So this is called agile manifesto and this agile manifesto has 12 principles associated with this. Now keeping this agile manifesto and 12 principles all the
[05:20:52] agile methodologies have created their own approaches and framework. Now let us look at what are those 12 principles the agile principles. So agile principles. So here are some of principles that need to be followed to make a processes
[05:21:05] agile. So first principle is about customer satisfaction. So one need to satisfy the customer through early and quick delivery of the product. Now someone who is hungry if you give them a water or a food immediately a piece of
[05:21:21] satisfaction there is some realization is I got it what I need. So energy is back. So it is very much required to ensure seeing things in a customer ensure seeing things in a customer perspective and customer is satisfied.
[05:21:34] So customer satisfaction is not a result of the survey what I do. It's about how I deal with the consumer. What is that impact the perceptions I'm building with the consumer? And what do I know about my customer? Do I really understand the
[05:21:46] compulse of my customer? How associated am I? How close am I? How am I collaborating with the customer? That will help you to understand how essential to consider customer satisfaction. And the second principle
[05:22:01] would be welcome change. So changing needs need to be addressed even late in the development process. So change can happen any time. Now these changes should not become a challenge. So there should be a flexibility in your design
[05:22:15] itself which will bring in. So that is the reason I think when you move faster. So it doesn't mean that you eliminate or you just keep introducing the defects allowed. So whenever there is a change in the feature, whenever there is a
[05:22:29] change to some uh specific product functionality, accommodating that should become easier. Whatever the methodology I follow, that should help me in terms welcoming changes. It's okay for me to have the change. So that is not a
[05:22:42] challenge anymore for me. So principle three, deliver frequently. So ensure software is delivered frequently focusing on shorter time scales. As I was mentioning while discussing the manifesto point like I keep creating a
[05:22:57] smaller piece of product modules so that I keep putting into the base model and integrating those and ultimately once all the features functionalities are integrated we have a product with all the features and functionalities. So
[05:23:10] this needs to happen more frequently. So the release of those working piece should happen more frequently more repeatedly so that customer is seeing those working PS and experiencing and giving their feedbacks. So quick changes
[05:23:24] to those working piece making that will become easier. Then work together. So when I say work together it is very essential that developers and business individuals need to work together through the course of project which
[05:23:36] means involvement of customers, involvement of suppliers, involvement of your own team. Everyone should work together. Each one should understand each other's perspective view. If there is no proper understanding about each
[05:23:48] other's perspective view, it is quite obvious what was expected, what was should be correct understanding. To have that correct understanding, one should work together, collaborate. So they should speak, express which is very
[05:24:03] important. So feedback has to be given by consumers regularly. Similarly, the should also keep giving the feedbacks to the suppliers to make necessary changes and once it works together in a unison I think that would help in terms of
[05:24:17] bringing out the results the way it is required that would help customer to get required that would help customer to get the value motivated team. So projects need to built around motivated individuals and they must be trusted to
[05:24:29] get the job done. Means when will the team get motivated? When the work what they doing uh is acknowledged. When the work what they are doing the results are seen experienced and then feedback is given there is an opportunity for
[05:24:43] learning and contribution their contribution is acknowledged only then team is motivated when there is a motivated team when team feels there is someone with whom they can look up to it is quite obvious team will also come up
[05:24:56] with certain set of innovation in their mind giving their feedback as well the results what is required so it is always essential to ensure Sure the team which is involved in creating the products is always motivated. So I think
[05:25:11] when we say team the conflict also come across there may be a clash between various different thoughts and preferences. So one cannot just shy away being a manager one cannot shy away from it. He or she should involve sit with
[05:25:24] right direction. So right lead interpersonal skills are very important here. Next facetoface interactions. So which helps in terms of most efficient means of communication which helps in
[05:25:36] terms of giving a proper clarity in terms of what is required so that I sent that is not the case what we're discussing about so more and more interactions which should happen face to face so that each other understand what
[05:25:49] requires to be done and there is a quick feedback which can happen when that which keeps happening so one can understand other perspective view as well then working software so it is a primarily the deliverable which you're
[05:26:03] regularly. So more and more working piece as it comes customer can give feedback based on their experience on this working piece instead of just feedback. So it should not look like an hypothesis or something which is in the
[05:26:18] dreamland. So I told something the person who heard visualized something Instead of that give the working piece expect the consumer the user to give the feedback so that it helps in terms of creating that particular product
[05:26:33] ultimately which is usable and which is going to create value to the consumers. So next is constant pace. So agile process promotes sustainable development. So it should not I did it and I sleep. I did it and then I'm
[05:26:47] waiting for something else. No, there should be frequent deliverables which is movement from left to right from beginning to end so that the deliverables which are expected keeps happening so that consumers or users are
[05:27:01] realizing the value of it. So it should be constant pace the velocity the speed which needs to be adopted. Then good design agility can be improved by focusing on technical excellence and good design. So when we say technical
[05:27:14] excellence and good design it is very essential to understand insight towards what is that product being delivered insight towards what is the technology being used insight towards the processes the capabilities skills so all this
[05:27:27] comes together when people sit together and focus on creating that product or services so they are putting the effort towards designing it appropriately so that that will fit for purpose. So since things are moved step by step in terms
[05:27:42] of creating a working piece the detailed designing of that small working piece would happen which can happen quicker as well and since these are going and fitting into the architecture which is basically open architecture kind of
[05:27:54] scenarios what we speaking about. So all those modules what you create you keep designing that small piece which entire system as a whole in detail, you're just creating the small small
[05:28:06] architecture which is open. So pluggable. So that gives flexibility as well and changes to the design will become easier if it's not working. And the agility helps in accomplishing that simplicity. The amount of work that's
[05:28:21] not being done needs to be minimized. Meaning when we say simplicity doesn't mean less, right? So the appropriate number of tasks the minimum number of task which needs to be done and mostly I think all nonvalue adding activities and
[05:28:35] processes would be removed. It has to be removed. So the more optimized more simpler in terms of handling things is always good. So that only those what is required to be done are done. So it is very clearly visible and there will be
[05:28:47] clarity. Self-organization. So when we say self-organized teams who is not capable of everything but when you look at a team has a whole each one has different different skills many skills not one or two skills many skills which
[05:29:01] they are complementing to each other. So they come together they discuss together they focus on the architectures requirements and design and address it together. So team is also owning the ownership is one thing when it comes to
[05:29:13] team is actually taking up that ownership and organizing themsel to accomplish the results the products what is required. So then obviously the results will happen the way it is needed and they will become accountable as a
[05:29:26] scenario where because of one or two members it is happening. They should self-organizing what should happen. So next is reflect and adjust. So when are
[05:29:38] we going to reflect? Reflect upon what is that happening? Learn understand keep learning it. Having a reflection to that what is happening means responding to that so that improvement can happen quicker. Effectiveness can be improved
[05:29:50] by the team regularly reflecting on it. So team is also understanding. Team is also having that accountability to ensure that necessary adjustments, necessary actions are taken to make those changes and corrections quickly.
[05:30:03] So these are about 12 principles. So which supports which helps that accomplishment of manifesto points the four manifesto points what is mentioned. So keeping these four manifesto points, four values which is mentioned in
[05:30:17] manifesto and then 12 principles. So keeping these in mind any agile methodologies have their own approaches and they accomplish all of this. So further let us look at some of the uh advantages what would be there when
[05:30:31] disadvantages what we have when we follow waterfall. So did we overcome those the disadvantages what we had in waterfall did we overcome that using agile? So what are the advantages of agile? So agile is helpful in terms of
[05:30:47] handling large amounts of interactions between client and project team because importance of interactions, the important of collaboration, the what is that self-organized teams. It is spoken more and more. Then improve transparency
[05:31:02] to claims in every phase of the project. How this transparency? Because customer is seeing those products. The products with features and functionalities are on that they're given the feedback there is nothing something hidden like when I
[05:31:16] go with waterfall till the end of the project customer don't know what is going to come out as a whole but here since the working piece is given users are using it and giving their feedback so interactions increased so
[05:31:31] visibility towards what we are creating a results is more right then the delivery of the output is predictable and can sometime be earlier than Because we know what is being delivered
[05:31:44] obtaining. At the same time the team which is creating is obtaining because of it the pulse of the customer the directions are clear accommodating changes which was a challenges in it was a big challenge in waterfall methodology
[05:31:57] has become easier here. So then the cost of the project are predictable and follow a rigid schedule. So it is very easy to handle the schedules because more and more you interact and move iterations or in creation of small small
[05:32:12] working piece of a product working module of the product. So now as you environment better you understood the clients better the customers better the expectation better and moving faster. So
[05:32:25] have become predictable you can predict easily what is that going to happen you start getting so handling things will become easier. So then it allows for changes to refine and rep prioritize
[05:32:39] the product backlog. So when I say product backlog we need to understand the various different user stories what is written to deliver. So that is a list of deliverables product backlog what are there since we already know what are the
[05:32:51] things needs to be created. So this helps in terms of prioritizing those changing the priorities based on the change scenario and then taking the pace taking the speed accordingly. The client can provide the priority of features
[05:33:05] allowing the team to ensure maximum project value. So since it is visible what are the user stories what are the epics written what is that order priorities order of priority what we have kept now the change scenario
[05:33:17] obviously tells us do we really need to change this priority of which feature has to be done first so that will become easier because we have the list only changing that order in the list and then going forward accordingly integration is
[05:33:29] not an issue because we have the base model which can integrate all of this together with no issues. Now then by focusing on needs of the users the team can deliver value to the customers. So users are involved more often. So user
[05:33:43] pulse is understood. What user requires is clearly understood. So delivering that value to the customer will become more easier and simpler. So then project is broken into smaller units with high quality development, testing and
[05:33:56] flexibility. So since you have better visibility you can able to do this and you move one by one iteration by iterations you progress further. So those were the advantages of adopting agile. Now keeping that agile manifesto
[05:34:12] and 12 principles of manifesto. So what are the types of typical agile there are few which we're going to look at as part of it which we need to know. So these agile methodologies definitely considers the agile manifesto points and
[05:34:28] then they demonstrate it in their own way. Now agile methodologies perspective let us go one by one. So some of them to look at the first one is XP that is extreme programming. So this is the framework that enables teams to create
[05:34:44] highquality software and improves their quality of life. So it enables software development with appropriate engineering practices. So and then when is it applicable? So it is applicable to the scenario where changing software
[05:34:59] requirements to handle risks caused due to new technology while working with a small extended development team to use technology to allow automated unit and functional tests. So that is about extreme programming. So next let us look
[05:35:15] at KBAN. So KBAN is a methodology which is used to design, manage and improve the flow of system. It is actually called as pull system. So visual system. So everything which is actually put on a board and it is visible to everyone,
[05:35:31] what work need to be done, what is in progress, who has to do it is very clearly visible. So organizations can visualize their flow of work and the limiting their work in progress. So what is limiting? What is stopping is clearly
[05:35:43] visible. So generally if I look at whenever I'll just take a scenario of a meeting and minutes of meeting which always discuss about it. Now when there is a minutes of meeting shared with many people who have participated in the
[05:35:55] meeting there are certain action items given to them. For example now these action items will have a target date to complete and accordingly those needs to complete and accordingly those needs to be closed. Now when the next meeting
[05:36:08] happens when you look at that action item status majority of them are not that people are not sensitive about answering or addressing those. So more than that the prioritization changes. So one important thing we need to
[05:36:22] understand how KBAN works here is it is a visual system compared to that minutes of meeting which is not visible to us always. The Kanban board is visible to us always. So one which is visible to us
[05:36:34] always makes us put a conscious effort to close it because our name is indicated on the board. the work need to be completed is mentioned against our name then we need to take it up and then close it. So it pushes it we will put a
[05:36:48] conscious effort because it is visible and I cannot build any stories telling consider this as a priority rather than consider something else as a priority. So this constant straight up addresses it and then it's also called as pull
[05:37:02] system because people pull the work from it and then complete right. So where is this applicable? It can be used in situations where work arrives in an unpredictable fashion. So that means it gives lot of flexibility in terms of
[05:37:16] happening the dynamics environment. So it is also used to deploy work immediately without waiting for other work items. So since it is visible I think things can go smoother, easier so
[05:37:29] that people are owning it rather than just disowning it. So now let us look at lean. So when we say lean it is very important for us to understand that value is always in customer perspective and elimination of waste. These are the
[05:37:43] two things mainly spoken about. So lean is a set of tools and principles that aims to identify and remove waste to increase the speed of process development. It focuses on maximizing the value to the client ensuring waste
[05:37:58] the value to the client ensuring waste is minimized. So when you look at visualize a processes process interfaces and the flow so they interface certain way. So unless the output of one process or procedures getting into another
[05:38:12] process so that flow should be smoother like many pipes connected together and water is flowing. So let us assume series of pipes which is of around 1 ft in terms of diameter of each of the pipes. Water is flowing in between. If
[05:38:27] you have a pipe which is of half a feet. Now what happens to the downstream after that half ft pipe the entire capacity in the downstream even though it has 1 ft diameter pipe it leads to the waste underutilized capacity because this has
[05:38:41] become bottleneck. Now such bottlenecks such the one which contributes to the waste has to be eliminated that is very important. So value should be seen in the consumer perspective and that value
[05:38:54] would happen only through the series value streams. Then in this value stream the identification of the constraints and bottlenecks and elimination of waste. Now what are the contributors of waste? So waiting time more often
[05:39:09] changing things moving from one place to another place allowing defects to flow which leads towards a rework. So all this likewise many things which actually end up in giving the waste. So one has to visualize, understand, realize what
[05:39:24] are those non-valuing activities and eliminating those is very important. Right? So now when is it applicable lean principles apply to any sector where there is waste of any form. So it can be applied easily. So one is to know that
[05:39:39] so that it should effort which needs to be put with a objective to accomplish. So your ability to move faster, your ability to create that product which is more efficient. So only you can achieve it the effective results can happen only
[05:39:55] when there is a lesser delays or lesser waste nonvaluding activities that needs to be understood and eliminate those. So next one of the populous methodology next one of the populous methodology would be scrum. So scrum is a framework
[05:40:08] that is used by teams to establish a hypothesis trying it out reflect on the experience and adjust. It is used to enable teams to incorporate practices from other frameworks depending on the team's requirement. It's a simple
[05:40:22] framework which speaks about a product owner, a scrum master, a self-organizing team. So some of the terminologies what it uses is sprint, daily scrum, product backlog, sprint backlog. So it's very essential to understand this framework
[05:40:38] simpler and able to adopt it is also very easy. When is it applicable? It is used when cross functional teams are working on product development when work is split into more than one two to four week iterations. So these iterations are
[05:40:53] called as sprints small time boxed iterations. So this will also help in terms of accomplishing the results provides the flexibility and able to move faster. Then crystal. So crystal is an approach to the
[05:41:08] software uh development that focuses on people and their interactions rather than tools and processes. It is aimed to streamline processes and improve optimization. It works on principle that projects are unique and dynamic each
[05:41:24] requiring its specific methods. So where is it applicable? It focuses on strengthening teams communication. It also focuses on continuous integration, active user involvement and configurable processes. So these are the few agile
[05:41:40] methodologies which are there which are more popular, more heard. However, we like safe agile which is a scaled scenario for more complex projects. So likewise we have many methodologies uh which organizations adopt and these are
[05:41:56] few for us to understand. >> There are two main approaches to project management. the traditional waterfall approach and the agile approach. Originally, agile developed as a way to better manage software development
[05:42:10] projects. Agile emerged in the late 1990s specifically in response to the challenges encountered when managing software development projects using the traditional waterfall approach. specifically addressing the burdens of
[05:42:25] heavy documentation and frequent changes in requirements. Agile techniques and best practices began to emerge and gain prominence in software development projects. This led to a meeting in February 2001 in Park City, Utah, where
[05:42:41] 17 leading software developers wrote what has become known as the Agile Manifesto. Let's review the Agile Manifesto for software development together. We are uncovering better ways of
[05:42:55] developing software by doing it and helping others do it. Through this work, we have come to value individuals and interactions over processes and tools, working software over comprehensive documentation,
[05:43:10] customer collaboration over contract negotiation, responding to change over following a plan. That is while there is value in the items on the right, we value the items on the left more.
[05:43:25] Before you take your Agile Scrum Foundation certification exam, I recommend you memorize these four lines. We call them the statement of value. And you can see that on the right hand side, those are items that are more relevant
[05:43:41] for the traditional or waterfall approach. And on the left you have those things that are more agile in nature. Let's review each of these four lines. Individuals and interactions over processes and tools. Clearly any project
[05:43:58] requires processes and tools. However, individuals and their interactions deliver better results when the emphasis is not on the processes and the tools.
[05:44:10] working software over comprehensive documentation. Documentation here refers to things like status reports, progress reports, detailed specifications which do not really demonstrate any real
[05:44:24] progress or value. Therefore, the emphasis is on working software that can be delivered and demonstrated. Customer collaboration over contract negotiation. Organizations need to be flexible and
[05:44:39] accommodating rather than following detailed definitions listed in contracts. Responding to change over following the Responding to change over following the plan. In agile, small pieces of working
[05:44:51] software are delivered to the customer incrementally and the customer is involved in the project from the beginning to the end. So in agile we are responsive to the customer and willing to make even midcourse corrections in
[05:45:05] order to deliver to the customer the value that the customer wants. Remember you will be tested on these four lines. So again I urge you to memorize them. In fact knowing these four lines
[05:45:20] and having a feel for what they mean will actually help you get to the correct answer on many questions in the exam. Here we can see what it might look like to manage a project using the waterfall approach. You can see that the
[05:45:34] system and software requirements would need to be identified and documented upfront. That would be followed by the necessary analysis and program design work. Then comes the actual coding and testing.
[05:45:49] That's then followed by the handoff to the customer or to operations. As you can see, there is a heavy upfront cost of documentation as well as the status reporting that would need to be done during the course
[05:46:03] of the project. You can also see that it would be difficult to respond to change in this kind of an approach. In fact, the Standish group issued a study that showed that software development projects using the agile approach
[05:46:17] succeed three times more often than when using the waterfall approach. The Standish group defined project success as being on time, on budget, and delivering all of the planned features.
[05:46:31] The study summarized as follows. The agile process is the universal remedy for software development project failure. Software applications developed through the agile process have three times the success rate of the
[05:46:46] traditional waterfall method and a much lower percentage of time and cost overruns. >> Now let's talk about strong versus agile. Firstly, let's have a look at methodologies.
[05:46:59] Now agile is a set of principles that are iterative and incremental. Agile has a number of different methodologies you can choose from. There's XP, Crystal, Canban, even Scrum for that matter. Let's talk about scrum. Now, scrum is an
[05:47:16] implementation of the concepts of agile. So, basically most of the important components of agile can be applied to scrum as well. It provides the customer with incremental builds that are delivered to the customer in the span of
[05:47:32] delivered to the customer in the span of 2 to four weeks. An organization can be 2 to four weeks. An organization can be agile but not practice scrum. However, an organization cannot practice scrum without being agile.
[05:47:45] Next up, let's have a look at projects. Agile is more suited towards projects that have a small development team that consists of experts. Whereas on the side
[05:47:57] of scrum, it's usually better suited for projects that are subject to a large projects that are subject to a large amount of change. and that will rapidly. Next we have leadership. Now for agile, a project head takes care of all the
[05:48:11] tasks and has a very important role to play in the process of agile. A project head represents the entire team and is responsible for getting issues resolved by assigning them to the appropriate members of the team. In scrum, there's
[05:48:27] no leader. There's a scrum master who can overall guide the sprint process, but the team addresses issues by themselves. It usually involves crossf themselves. It usually involves crossf functional and self-organizing teams.
[05:48:41] Next up, we have flexibility. Agile is relatively more rigid than scrum and cannot handle changes with ease. It also requires a lot of upfront development process and changes within the organization.
[05:48:56] delivery. Agile requires frequent deliveries so that they can get feedback from the end user. This in turn will help make the product better. The product is delivered
[05:49:10] as well as updated on a regular basis. With scrum, after a sprint, feedback from the client for a build is provided to the team. Scrum involves daily scrum meetings to review and get feedback to
[05:49:25] determine the next steps of the project. The next sprint is only planned by the team after the current sprint is complete. complete. Next, we have collaboration. With agile,
[05:49:38] collaboration involves face-to-face interactions with team members of other interactions with team members of other cross functional teams. For scrum, daily standup meetings take place with specific roles like scrum master,
[05:49:50] specific roles like scrum master, product owner, and the scrum team. And finally, we have design. With agile, the design as well as its execution, it's relatively simple. With scrum, the design and its execution
[05:50:05] With scrum, the design and its execution can be innovative and experimental. So you might be wondering which one should you choose? Now among both these options there's one thing that will remain common agile. Now what you can
[05:50:19] decide upon is which agile methodology you'll be choosing. Is it lean? Is it canban or is it scrum? Now if you do want to know more about how scrum and canban are different from one another you can check out our video scrum versus
[05:50:35] you can check out our video scrum versus kanban. Canban comes from the Japanese word canbam which literally means signboard. canbam which literally means signboard. Like scrum, canban is a popular agile
[05:50:49] framework that is a visual system by which the work can be managed with ease as it progresses. Cananban uses something known as the cananban board to make these things possible.
[05:51:02] With this you can easily identify bottlenecks and then fix them cost effectively at optimal speeds. The main focus with Cananban is transparency. Since everything related to the tasks are on the board, everyone
[05:51:18] can keep themselves updated. It also ensures the teams focus on their current tasks until they're done. This limits the amount of work that's in progress.
[05:51:37] divided into smaller, more manageable pieces. The work that's needed to be done is written on a note or card and placed on a board. Columns on the board help represent where each item is with respect to the workflow. Now let's have
[05:51:53] respect to the workflow. Now let's have a look at what these are in detail. a look at what these are in detail. Let's find out how canban works. Now, the board consists of three major components.
[05:52:06] There's the to-do list, which represents items that need to be completed, the ongoing column, which represents items that are being currently worked on, and the completed or the done column. Now, these represent tasks or items that have
[05:52:22] already been completed. Now, although this is a physical representation of the board, several organizations use software versions of the board that replaces the sticky notes with cards that can be moved from one column to
[05:52:36] another as work progresses. Now, an example of such a software is Trello. So, if you want to learn more about Trello, you can check out the link I'll Trello, you can check out the link I'll be adding to the live chat in a moment.
[05:52:52] realized how similar these two frameworks sound. So, let's run through some more of their similarities. Let's find out how they are similar.
[05:53:09] lean and agile, which means reduction of waste and both of them are timeboxed and iterative approaches that enable product delivery in an incremental manner.
[05:53:21] Both these frameworks aim to reduce the amount of work in progress. This forces the teams to ensure that they focus on a smaller set of tasks. This also makes blockers and bottlenecks a little more visible.
[05:53:36] In both cases, the work is divided into smaller, more manageable units. Both of these frameworks use pull shoulduling. Now, this means that
[05:53:48] products are only built based on demand rather than forecasts. these frameworks by helping them drive process improvement.
[05:54:03] And in both cases, the release plan is continuously optimized. And finally, both these methods aim to deliver releasable software often and earlier than expected. So now that we've reached midway, let me
[05:54:17] ask you guys a question. Do you guys use scrum or canban in your workplace or do you use these software for personal reasons? What exactly do you use these for? Let me know in the live chat.
[05:54:32] Now let's have a look at how these two frameworks are different from one another. Firstly, let's have a look at cadence. Cadence refers to the amount of time in a sprint or before a release. So when it
[05:54:47] comes to scrum the entire project is divided into time constrained iterations divided into time constrained iterations that is into smaller manageable units but when it comes to canban it's event driven. The next criteria we're going to
[05:55:02] driven. The next criteria we're going to have a look at is release methodology. have a look at is release methodology. In scrum releases take place after each sprint which usually takes 2 to four weeks to complete. For canban releases
[05:55:17] take place in the form of continuous delivery. They happen in such a way that changes like new features, configuration changes, bug fixes and experiments get to the users in a safe, quick and sustainable manner.
[05:55:36] changes are addressed in both these frameworks. In Scrum, no change can be made while the sprint is in progress. Once it's complete, changes can be considered in the sprint plan and then added to the sprint backlog.
[05:55:53] With Canban, changes can be made at any time and incorporated into the workflow. Now, let's consider the metric that's being measured in scrum. For planning and process improvement, velocity, which is the measure of the work that can be
[05:56:09] completed by a team in a sprint, is the key metric. In canban, lead time is the key metric. This represents the period of time between a new task's appearance in your workflow and its final departure from
[05:56:23] workflow and its final departure from the system. work in these frameworks. In scrum, you need a crossf functional team to achieve your goals in a sprint. In canvan, cross
[05:56:38] functional teams are optional, but specialized teams that focus on particular aspects of the workflow are required. Now, let's talk about new additions in scrum. Just like handling changes,
[05:56:53] you can't add any items between a sprint or an iteration. In canban, new items can be added to the board as long as there's capacity available for it. Now let's have a look at the job roles
[05:57:09] within these frameworks. Scrum has three major job roles. Product owner, scrum major job roles. Product owner, scrum master, and scrum team. With canban, you master, and scrum team. With canban, you don't have any specific job roles.
[05:57:23] Now let's talk about representation or moreover let's talk about how data can be represented with scrum the board needs to be reset with scrum the board needs to be reset once a particular sprint is complete
[05:57:37] with kamban the board stays persistent throughout the entirety of the project and finally let's have a look at project length with scrum it's better suited for
[05:57:49] longer projects and with canban projects that can be completed in a shorter period of time are better. are better. So which one should you choose?
[05:58:03] Now selecting from these two methods is mainly based on the requirements of the team. Do you expect your project to be shorter? Do you want to make changes at any time? You don't want to set up job specific roles? Then canban is the
[05:58:18] framework for you. Or do you want a longunning project with different job roles and involving cross functional teams? Scrum is the answer for you. Based on the differences we discussed on the last topic, you can make an informed
[05:58:33] Now let's have a look at some of the popular companies around the world that popular companies around the world that employ both these frameworks. successfully implemented scrum are
[05:58:46] Adobe. Companies that have implemented canvan are seammens, BBC and SAP. >> So are you interested in becoming an agile scrum professional? Here we have certified scrum master CSM certification
[05:59:02] training course. So hurry up and enroll now. Find the course link in the description box. What I want to do team is I want to before we get into the user stories, I want to go to the whiteboard and I want to just give you a little bit
[05:59:17] more information that might help us in organizing our discussion that we're about to embark on here. [clears throat] So, a word that is
[05:59:29] here. [clears throat] So, a word that is not in our slides is themes. themes are epics and user stories grouped together. You know, similar epics and user stories grouped together for planning purposes.
[05:59:45] So, an epic is big. Um, you would never do an epic in or pardon me, a theme in a sprint. It's too big. Um, so it's used for planning purposes.
[05:59:57] for planning purposes. Below that, I would put epics. Epics are low priority large user stories large user stories meaning that an epic will eventually
[06:00:12] have to be disagregated into multiple user stories. The reason it would be low priority is because if it w if an epic was higher up on the product backlog um it would have to be more detailed.
[06:00:27] That's when you would break it down. So epics are usually going to live at the epics are usually going to live at the lower uh priority levels of a product backlog and as user stories are completed and the epic rises in priority
[06:00:40] it will eventually be broken down into um more manageable user stories. So um more manageable user stories. So great big low priority user stories. Then we have user stories themselves. User stories
[06:00:54] are functions or features that the product owner wants to have developed. A user story turns into working software that provides value to the customer and
[06:01:11] um and the product owner is the customer voice. The product owner is the one who would accept or reject completed user stories. And then there are tasks.
[06:01:24] And a reminder when we were talking about the sprint planning meeting, we said the sprint planning meeting is uh got two parts to it. The first part is selecting all of the user stories that are going to be included in the sprint
[06:01:40] and then disagregating each of those user stories into tasks. that's done in the sprint planning meeting and then those tasks are the things that are actually then done when the uh work of the sprint begins.
[06:01:56] the uh work of the sprint begins. User stories can be estimated in story points or ideal days. Most teams favor story points. They might start with ideal days but they will then usually end up going
[06:02:11] but they will then usually end up going to story points. um tasks are uh to story points. um tasks are uh estimated in I ideal time which is usually hours. Okay. So now
[06:02:24] back to our slides. So [clears throat] at the top left a use case could be an example of a user story. So it's something that um the user wants to do
[06:02:36] and how the system should support it. um like um a use case could be like um a use case could be um select and pay for items in a catalog. Now that could actually be an epic or maybe a theme because maybe it
[06:02:54] would get disagregated into log on screen uh catalog uh shopping cart and checkout. But the so the use case could either be a standalone user story or it
[06:03:06] either be a standalone user story or it could actually be uh a number of user stories um that would result from it below that requirement. It could be a functional requirement, a technical task or even a bug fix. So I'm going to go
[06:03:21] back to the whiteboard and a product backlog is going to have a lot of user stories that come from the customer, right? whatever the customer wants done. But the team may know that it has to do
[06:03:37] some development work in order for the user stories to even be able to work. non-functional requirements that need to be done. And so there could be tech user stories and then can you see this low? I
[06:03:54] can't see your chats. But then there could also be defect user stories. There could even be risk user stories. Now what could happen is that um the product
[06:04:06] what could happen is that um the product owner ranks these in priorities. So this one first then that one then that one and the team says well the only thing is is that um we have to do some development work before we can actually
[06:04:20] development work before we can actually do user story 2. And so what we really do user story 2. And so what we really need to do is insert that before the uh the second priority user story. And so the priority of the user stories in the
[06:04:36] product backlog while it might start with just being you know simple functional user stories coming from the uh product owner. It will evolve until it includes some other things that are also considerations when it comes to uh
[06:04:51] also considerations when it comes to uh priorities because of you know successor predecessor relationships dependencies and things like that are um >> [clears throat] >> A user story be uh back to the the uh
[06:05:06] >> A user story be uh back to the the uh screen um bottom left. Now the user screen um bottom left. Now the user story um can use a fictitious user or a story um can use a fictitious user or a persona to help uh the team or the the
[06:05:20] team and the product owner to get an idea of okay who's going to be doing this function uh what are they going to need in order to be able to complete the need in order to be able to complete the function etc. So you try and um come up
[06:05:33] with an actual well a fictitious but a person who's actually doing it to kind of get out of the realm of you know listing requirements and you know specs and things like that and say okay what's the user experience need to look like?
[06:05:47] Top right template a portion of a user story is um let me back up. So, a user story card um is usually going to contain
[06:06:00] contain um a brief description of the user story using some kind of a metal language format like we're suggesting right here. format like we're suggesting right here. as a user or persona, I want this
[06:06:14] as a user or persona, I want this feature so that I can. So, not unlike feature so that I can. So, not unlike our um estimating session here as a frequent traveler, I want to eat grapes so I can be healthier. in the one that
[06:06:29] so I can be healthier. in the one that we uh didn't do uh the inventory system we uh didn't do uh the inventory system as a customer. Okay, there's a a user. I want to get cash back so I don't have to wait in line at the bank. Okay, here's
[06:06:44] wait in line at the bank. Okay, here's another user story. As a consumer, I want the shopping cart functionality to easily purchase items online. And maybe easily purchase items online. And maybe that could be customer as well. Um, as
[06:06:58] that could be customer as well. Um, as an executive, right, as a suit, I want to generate a sales report so I know which departments need to improve their productivity. As a buyer, so you can see I I tried to come up with these
[06:07:11] different roles right here. Executive, buyer, sales rep, etc. Um, and that's the format. As a type of user, I want some kind of goal um or
[06:07:24] user, I want some kind of goal um or feature. And uh so that's some kind of a reason. Um the below that connect connect the dots by writing all of the user stories necessary to uncover
[06:07:38] the entire use case. So like we were talking about right here, if you want to be able to purchase items online from a catalog, that might be uh multiple user stories in order to support that use case. And so of course um we would want
[06:07:55] where all the user stories fit in into the overall goal of the project or the overall goal of the project or release. And the stories um excuse [cough and clears throat] me um are grouped to form an epic or higher
[06:08:12] level story. So epic or theme. Um stories can then be split into child stories or task. And so that's what we were covering before, right? you. So you have um themes up at the top. That's the biggest
[06:08:26] up at the top. That's the biggest grouping if you will used primarily for um you know uh high level planning purposes. So, you have your themes, then you have your epics, which are large user stories, um, low priority, and
[06:08:40] they're going to have to be broken down into smaller user stories, like in the question that we had at the end of the the last section where um the product owner needed something done and the team said, "Well, based on the size of this
[06:08:55] user story, it's going to take three sprints to do." Well, a user story has to be small enough to be completed within a single sprint. So, a sprint can contain more than one user story, but a user story cannot span sprints. So, that
[06:09:12] feature or function that was in the question was probably more like an epic. it was something that would need to be uh disagregated into smaller user stories or perhaps it was more of a use case that would need more than one user
[06:09:28] story in order to actually deliver the overall use case. Let's see. As a product supervisor, I want to see an unfinished part list
[06:09:40] at the end of the day so that I can reallocate work the next day. Great user story description. Well done, Vrage. Um, did you hear that team? As a product
[06:09:52] supervisor, I want to see an unfinished part list at the end of day so I can reallocate work the next day. That is a well-crafted description of a user story. Now,
[06:10:07] here are some things that I want you to memorize. You were hoping I was done with the memorization part. So, I want you to um you to um remember that we have to invest in our
[06:10:21] user stories. And I was going over to the whiteboard and I didn't change cameras. So, let me do that. I recommend um you know figuring out how you memorize best so that you can if um well, not if you
[06:10:39] wanted to. What I recommend is being able to write out all of this stuff on plain white scrap paper in about 14 minutes because that's the amount of minutes because that's the amount of free time you have in the tutorial when
[06:10:52] you're at the uh or when you're taking the test. Um EXIN does it a little bit tutorial. The only time you'd have a tutorial is if you were at a center taking a test. Um EXIN has other options like you can do a paperbased test. um uh
[06:11:09] where you get a third party, you know, a buddy or somebody who will agree to sort of proctor the test for you or you can do it on your laptop all by yourself and they have software that watches you while you're taking the test and they
[06:11:23] require you to take the laptop and do like a 360 so that um they can verify that you don't have any cheat sheets up on the wall or anything like that. But the point is is um you got to have this memorized um whether you're going to
[06:11:38] memorized um whether you're going to dump it out onto paper or not. Um when I took the test um I actually did the paperbased option um and that was because of some kind time constraints and it was the quickest way to get me
[06:11:51] and it was the quickest way to get me into the test. And so I didn't write out any of the stuff I'd memorized, but I had it memorized and I had it memorized well enough that I could kind of recall it in my mind's eye.
[06:12:03] Okay, so we're talking about user stories. And we're talking about user stories. And you have to invest in your user stories. You know, I like memorizing things by creating these charts that have the
[06:12:16] first letter of the word or phrase that you're memorizing in a separate column. And then I make up a story, you know, that uh um reminds me that I've got to have invest. This one is pretty easy.
[06:12:32] invest. This one is pretty easy. Probably just invest works. Um, but so let's go over that. I stands for independent. Independent meaning that each user story stands on
[06:12:46] meaning that each user story stands on its own. Um, you don't have when we're doing scrum, you don't do a user story that won't result in working software. We just talked about the description of user stories, right? So, it's a user
[06:13:01] that needs some kind of functionality for some kind of a reason and they're all independent. Will they work together? Of course, they'll work together if that's a necessity. But, um, if you developed a loon screen, you
[06:13:15] could demonstrate working software for the login screen. There might be another the login screen. There might be another user story that is um you know has to do user story that is um you know has to do with displaying uh the catalog and being
[06:13:27] want to purchase. But there'd be working software for that. Would they work together? Yes. But each user story would complete um or result in some kind of independent. Negotiable.
[06:13:44] Negotiable. negotiable in the way the user story is going to be implemented. The product owner doesn't dictate to the team. The team doesn't say it it's only this way and we don't want to hear
[06:13:57] anything from you. So there are discussions about the size and implementation for each user user story. So the product owner can't make it so detailed that there's no room for discussion and
[06:14:11] the possibility of you know the team coming up with solutions other than what the product owner was attempting to dictate. Um V stands for valuable
[06:14:23] meaning each user story has to create value for the customer or the end user. value for the customer or the end user. E, it has to be estimable as in estimatable except estimable is not really a word. It's estimable.
[06:14:39] not really a word. It's estimable. Um, and S is for small has to be small enough to be done in a single sprint. If we're doing two week sprints, has to be able to be done in two weeks or less. If we're doing four-week sprints, it could
[06:14:52] still uh have to be done in four weeks or less. And then the last one, the T is testable. Every user story needs to be testable and it needs to be testable at two levels. Remember our triangle needs
[06:15:07] to be testable at the intrinsic quality level, unit tests, etc. And also testable at the exttrinsic level which is the customer point of view which is is the customer point of view which is acceptance. So every user story uh has
[06:15:22] to be testable. Okay. So that's invest. And so let's add Okay. So that's invest. And so let's add that to our list of things to memorize. Invest. And then the next one we have here is um
[06:15:38] And then the next one we have here is um the three C's of a user story. the three C's of a user story. So the first C team is card. So user stories should be able to be written on a 4x6 inch index card or some
[06:15:55] written on a 4x6 inch index card or some uh media similar to that uh media similar to that card card. [clears throat] The the second C is conversation.
[06:16:08] The the second C is conversation. The user story card is the item that is The user story card is the item that is used for the team and the product owner to talk and discuss in order to make sure that the product owner and the team
[06:16:26] are on the same page when it comes to what is actually supposed to be what is actually supposed to be developed and um uh what you know so what it's supposed to look like at at the end which leads us to the third one
[06:16:41] which is confirmation. Each user story essentially has to have Each user story essentially has to have acceptance tests um in it itself. So card 4x6 conversation that's the starting point that's where uh the team
[06:16:56] and the product owner discuss and then eventually there will be acceptance eventually there will be acceptance tests included on the user story card um in order to be used during the sprint review to um assure that it's acceptable
[06:17:12] that there's confirmation. Okay. So oh let's add that to the memorization list. So,
[06:17:25] All right. Now, I've got an example here of a user story card. So, we're looking right here. And if you were to go out on the
[06:17:38] internet and search um user story cards, um they would be similar. There would be some differences of course. Um, you're going to have is you're going to have a title or a name for the user
[06:17:54] story and then there's going to be some kind of unique identifier like user story 321. Then there will be the description like we just talked about. As a librarian, I want to have the facility of searching a book by
[06:18:09] different criteria so that I will save time while serving a customer. Then there might be some other descriptive words or links to other information that might be necessary. And then there would be acceptance criteria
[06:18:24] or tests. Sometimes these get included on the back of the card, but the point is is that they are on the cord on the card rather. Then there will be an estimate of size. It could be ideal days or story points.
[06:18:41] As I mentioned, most teams do story points. That's more likely what you'll be tested on as opposed to um ideal days, but you know, we'll cover both so you understand uh the differences.
[06:18:58] Um there is probably it's not listed here, but there's probably going to be a um value point assignment. This is where value point assignment. This is where the product owner um kind of determines
[06:19:13] in a relative way the uh value of the stories just like we were doing in say, "Well, this story is twice as valuable as as uh this other one." comparing them together. And this is
[06:19:26] what um these value points are what's used to uh prioritize the user stories. That's supposed to be a V as in value points. And then typically there's also
[06:19:39] points. And then typically there's also going to be a indication. Sometimes it's going to be a indication. Sometimes it's just by colors. Um it could be words uh that has to do with um you know where the story came from. Did it come from
[06:19:53] the customer? That would be considered a functional requirement. Um, if it came from the team, that would be from the technical domain. I'm trying to write where from. [laughter] Uh, you know, it's not me team, it's the
[06:20:08] mouse. Clearly, it's hard to uh do that. That's from where from. Um, here it's got uh customer tech. You could also have defect. you could maybe have risk. Um,
[06:20:23] and then there's also going to be an X factor, um, which would be [clears throat] some kind of word probably like, um,
[06:20:36] some kind of word probably like, um, stable, um, erratic, um, incomplete, something like that to, uh, so that the team is designating the user story in
[06:20:48] uh, respect to the amount of uncertainty or risk that's associated with that user story and because all of that's a part of the story, right? The story is going to be turned into working software, there may need to be uh some efforts to
[06:21:03] actually figure out how to actually do that user story. So that's the X factor. Um over to the right here on the same chart we have
[06:21:15] some comments about um if you are using a uh software package excuse me like Trello or Jira or something like that excuse me [clears throat] the user story cards
[06:21:30] will generally be able to contain more information using you know dynamic links and things like that. um could even include things like responsible team member or depending on how you're doing it, you would break the user story down
[06:21:45] into tasks and you might have team members assigned to various tasks for the user story. Um, okay. So, that's typically what a user story card is like. Sometimes they're cards, sometimes they're like on
[06:22:00] canban board if you're using Cananban to track the project. >> If you have a story that is too large to be completed in a sprint, it's going to
[06:22:14] have to be subdivided or we call it disagregation into um smaller user stories. And there's uh three ways that we're proposing here that you could go
[06:22:26] about doing that. You could split it based on operational boundaries. For example, as an operator, one needs to manage reservations which could be split. For example, there could be one portion that is uh that has to do with
[06:22:39] making a reservation, another one that has to do with modifying it, and yet another one that has to do with cancelling it. So, um that could be split into in this construct here three separate user stories. You could also
[06:22:53] separate based on exceptions or crosscutting concerns. For example, in the beginning, develop only one main path like accept repayment for a loan.
[06:23:07] Then address exceptions like what if a person um overpays? Then um come up with a user story that recognizes that and processes a refund and or gives the option of allocating the overpayment to a future payment or
[06:23:24] the overpayment to a future payment or something like that. and then also um um adds on other concerns like the check access restrictions or record name of
[06:23:36] operator. So maybe um you know when you're working on uh accepting payments or processing refunds, it's going to check on um who the operator is or track
[06:23:48] that so that if at a later time, you know, who was it that gave this uh refund here? Well, you could look and see, you know, okay, the the operator's see, you know, okay, the the operator's name was recorded or maybe you put some
[06:24:00] restrictions so that maybe not everybody um is allowed to do a refund and so you would have levels of users that have different privileges. Okay. And then down at the bottom, split based on data boundaries. For an
[06:24:16] example, you know, as an accountant, one needs to enter balance sheet information. um which could then be split into um which could then be split into summary information and separately um uh
[06:24:31] receivable details or you know maybe you could have AP you know so you could have could have AP you know so you could have different portions of the overall um balance sheet um activities that need to be done so enter AR enter AP
[06:24:48] etc make sense so just kind of uh prompt you, give you some ideas about what to do um in a scrum project if you have the scenario arise where a user stories being estimated by the team and it won't
[06:25:04] being estimated by the team and it won't fit into a sprint, it's too big. Now, when it comes to determining value for user stories, this is primarily for user stories, this is primarily owned by the uh product owner, right?
[06:25:17] And it always comes back to money. But money, you know, the value can be looked at from different points of view. So new revenue obviously, you know, getting new
[06:25:29] customers and having them buy stuff. Um well, below that there's another consideration, incremental revenue. Uh so somebody's in the process of placing so somebody's in the process of placing an order. Um, maybe there are some
[06:25:43] premium features that could be add-ons at that point in time. Um, or maybe added later on. So, you have an existing customer who actually buys customer who actually buys um more of or enhanced parts of the
[06:25:58] existing thing they already purchased or are in the process of purchasing. are in the process of purchasing. Retained value. So this is um Retained value. So this is um you know retaining customers so that
[06:26:11] you know retaining customers so that they don't go to a competitor and then the bottom one is operational efficiency. You know how could things be efficiency. You know how could things be done to speed up the process of whatever
[06:26:25] done to speed up the process of whatever it is um so that the cost of delivering it is um so that the cost of delivering uh the product is reduced. about priorities recognizing that there are some priority concerns that come
[06:26:42] from both the customer domain as well as the technical domain models. Um if we look right here there is valuebased prioritization
[06:26:59] and the hierarchy of that would be high value followed by high risk followed by high value and then low risk followed by low value and then low risk.
[06:27:12] a little bit differently, but that's valuebased prioritization. And this is primarily the product owner with maybe some input from the team just simply deciding um what he or she wants done most, listening to the team say, well,
[06:27:28] you know, there's some, you know, greater risks with this user story than greater risks with this user story than that. And so you'd probably want to uh persuade the product owner to take care of high-risisk stuff first um because
[06:27:41] that would have an [clears throat] a uh oh excuse me sorry an impact on the future things that need to be done. to be done. There's the can the cano model uh which
[06:27:55] looks at each of the user stories and classifies them as being mandatory linear or exciters. And the mandatory items are those user
[06:28:07] And the mandatory items are those user stories that are musts and they'll never move beyond move the customer or the end user beyond neutral. It's if they're not there it creates dissatisfaction. If the the you the product owner and the
[06:28:22] team has done a good job in identifying what are the mandatory or threshold what are the mandatory or threshold items um you would see that um um it just gets it to neutral. That's what's expected for the product. linear
[06:28:38] what's expected for the product. linear items. Um, user stories are those user stories that as they are implemented progressively throughout the project and added to the feature set, it will linear increase customer satisfaction and it
[06:28:53] can be, you know, in their absence dissatisfaction all the way up to high implementation creating a great deal of satisfaction for the customer. And then the third category is exciters and delighters.
[06:29:06] Um and those are features or functions. Those are user stories that are not mandatory and the absence of them will never result in satisfaction going below never result in satisfaction going below neutral. But by adding them um you could
[06:29:21] create excitement and delight for the customer. These would typically be things that are features that would be included in a premium version of the product or maybe add-ons that are promoted, you know, at
[06:29:37] thought about this because it'll really help you or whatever. So, that's the Cano model. And then there's Weaguer's relative waiting there's Weaguer's relative waiting method. And um this is all using
[06:29:51] method. And um this is all using numbers. So each feature is given a numbers. So each feature is given a value for its benefit and its penalty given a value for penalty meaning what's the pain if that feature or function is
[06:30:05] not included and then there is um um the cost side and the risk side and then those are all calculated
[06:30:17] and then those are all calculated together and that results in which gives you the uh priority for the uh user stories.
[06:30:31] Um we also talked about Moscow, didn't we? Did we talk about Moscow? Uh Moscow is another prioritization model. Must, could I said that differently? Must, should could, won't. Moscow. MCW. Must, should
[06:30:48] could, won't. and we talked about that one. Thank you for [clears throat] that confirmation. Does it seem like a long time ago or is it just me? I know it was just last weekend, but it's like last year. Okay,
[06:31:02] weekend, but it's like last year. Okay, so now let's talk about velocity. Um, uh, Priyanka, that is exactly right. Um [clears throat] so velocity is the capacity of the team to complete
[06:31:19] capacity of the team to complete work in a single iteration. So the team has estimated the user stories uh for size or ideal days and um
[06:31:35] the sprints are going to be three weeks in duration. Obviously not all user stories can be completed in a single sprint and be done with the project. obviously while I'm saying that. I'm thinking well maybe you had a very small
[06:31:49] short duration project. So you could but the point is is that uh it's the team's the point is is that uh it's the team's capacity to um complete work in a given capacity to um complete work in a given sprint and it is
[06:32:03] an observation. It's not a prediction. So, if we're working on sprint five and we're working on determining what our velocity is,
[06:32:17] our velocity is, then um it would be the average of the then um it would be the average of the previous four sprints. would uh disregard those. Um
[06:32:33] and so it's an observation. If we look over to question or uh box If we look over to question or uh box number two here, velocity is used to deal with um determining how many user stories we are going to include in a
[06:32:49] given sprint and also how many sprints are we going to need to create a release are we going to need to create a release or a set of user stories. And here's an or a set of user stories. And here's an example.
[06:33:05] In box number three, a team completed five user stories that were sized 5, 3, five user stories that were sized 5, 3, 8, 13, and two. 8, 13, and two. Two user stories each sized five were
[06:33:18] Two user stories each sized five were left half complete. What is the velocity left half complete. What is the velocity of the team?
[06:33:30] 31 or 36. 31 is the sum of the completed user stories. Um, if you were 36, you were claiming half of the two that were five.
[06:33:42] you claim half of it, which would be five would take you to 36. But it's not going to be 36 because the only thing that counts towards only thing that counts towards progress is working software. So even if
[06:33:57] the team had finished nine out of 10 story points for a user story, meaning it's almost done and then the sprint ends, that doesn't get counted towards ends, that doesn't get counted towards velocity.
[06:34:14] Um you can mess around with your estimating and you can mess around with um you know what user stories are going to be completed in a sprint but you don't the the velocity is not variable. It is what
[06:34:29] the velocity is not variable. It is what it is based on past performance. we have what's called the planning onion. And let me walk you through this
[06:34:41] here. [clears throat] Up at the the broadest area is the vision level. So right? They're the ones that have the strategy and objectives for the company and where it's going. And so they have that overall big vision for the uh
[06:34:59] which is likely going to include products and each product should have a road map. My example of that website that I'm uh working on has uh three
[06:35:13] versions um which make up the product roadmap. Version one is the free site, version two is the membership site and version three is the um uh the pay
[06:35:26] referral commissions uh uh version of the site. And the product road map is then supported by releases. So for my project, I have three
[06:35:40] releases. So all of the user stories needed for the free version are in release one. All of the additional user stories that are needed for the um uh
[06:35:52] stories that are needed for the um uh paid version, the subscriber version. Uh and then also for version three. Those are all releases, three releases. are all releases, three releases. And then for each sprint, we will be
[06:36:05] pulling user stories from the release that we're working on. A release is likely going to take multiple sprints and um and then the sprints are populated by the individual user stories which are then disagregated into tasks
[06:36:21] which are then disagregated into tasks and we do the excuse me the daily scrum which is the daily level of planning and coordination. So we call that the planning onion. We already kind of talked about the
[06:36:36] We already kind of talked about the release and roadmap um concept here. So let's just review this quickly. Um priator is highle epics and determine goals and releases. So we'll use epics and themes in order to group things
[06:36:49] included in which release. So what are the goals for the releases? Then the first bullet point establish goals of release based on market demand, regulatory needs or customer expectations.
[06:37:02] For each release, you want to estimate the target stories. Repeat until the target stories are assigned an iteration length.
[06:37:15] things here. Um be able to estimate velocity and then uh assign stories to the sprints. So we keep estimating the user stories and we keep organizing uh that until we can do that. we can come up with an iteration length, a sprint
[06:37:30] length and then figure out what our velocity for each sprint is and then uh velocity for each sprint is and then uh assign stories to the uh the sprints. Uh the the next bullet down iterate until the user stories and release date meets
[06:37:45] the user stories and release date meets conditions of satisfaction. So that's uh definition of done or acceptance for the release and try not to pack too much release and try not to pack too much into a release backlog. So
[06:37:58] into a release backlog. So um many user stories into a sprint, you want to have the timelines appropriate want to have the timelines appropriate and uh what are included in the uh
[06:38:13] events uh make sense. Okay, so here's a little bit more about Okay, so here's a little bit more about release planning on this slide here. Um, you've got the product backlog here on the left and then we might come up with
[06:38:27] a release plan which could be flipped and could be looked at uh horizontally. and could be looked at uh horizontally. And you probably plan um about three releases in advance um or at least you're doing more of the
[06:38:43] detailed planning on that. uh because things are going to emerge when we do, help in sprint two and things that happen in sprints one and two that are happen in sprints one and two that are going to help um release three and then
[06:38:57] you've got um you know your subsequent releases where we're just doing very high level planning. It's called rolling wave planning where we do detailed planning for things in the future in tandem with doing highle planning for
[06:39:09] tandem with doing highle planning for things in uh the future. Did I say that right? detailed planning for things in the near term in tandem with high level planning for things in the future. Um, and we talked about deciding as late
[06:39:22] as possible. I believe meaning that it's better to actually plan the later uh [clears throat] uh for purposes of
[06:39:34] uh making sure we have more information uh the most information available. uh the most information available. Okay. So, estimation
[06:39:46] principles behind estimation. Understand the cone of uncertainty which is an estimate or best guess to begin with and then progressively becomes more accurate. In fact, let's just take a break and look at the cone of
[06:40:01] uncertainty. So, at the very beginning of a project, there's going to be a high of a project, there's going to be a high level of uncertainty. Um, if I were to draw this chart, I would make it a little bit more like
[06:40:17] So, clearly, you're going to derisk the project as early as you can and then eventually all risk disappears when the project is all risk disappears when the project is done. Risk is uncertainty.
[06:40:37] Okay. below that the only estimate that matters is the one given by the team supported by this uh comment here. Nothing is impossible for the one who
[06:40:49] doesn't have to do it. So the product owner is like team come on you can do this. The team's like no we know what our velocity is. No. The product owner says I'm telling you there's no way that that can't be done. I know you can do
[06:41:02] it. I trust you. I believe in you. But the product owner doesn't have to do have to do the work. Okay. Top right. Overestimation and underestimation is always going to be an issue that we deal with. It's more likely that we will
[06:41:18] with. It's more likely that we will underestimate than overestimate. And by looking at our velocity And by looking at our velocity from iteration or sprint to sprint, um
[06:41:30] from iteration or sprint to sprint, um there could be some information that is um showing us that we're underestimating. For example, meaning um we're thinking we you know the user stories are smaller than they are and
[06:41:44] that we can get, you know, a certain number done in a sprint and then there's would be discussed during the retrospective and then we would do something different going forward which
[06:41:56] something different going forward which might include doing some reestimating. difficult. However, scrum exposes bad estimates sooner, which is a good thing.
[06:42:08] estimates sooner, which is a good thing. when we were doing our um uh planning poker, you could see that um the first time as a team, you know, we didn't know each other. We didn't know everybody's thoughts and concerns and those kinds of
[06:42:23] things, you know, get shared and absorbed as a project goes on and so absorbed as a project goes on and so there's a higher awareness of that. So there's a higher awareness of that. So um what we would say is that um using
[06:42:36] estimation techniques, scrum estimation techniques might be um more inaccurate at the beginning of a project, but they will quickly become very accurate as the
[06:42:48] will quickly become very accurate as the um project advances forward. velocity be increased over a period of time for the project? Yes, it can. Now,
[06:43:02] it's not that it can't it will increase if the team is learning how to work together better and better. You would expect that if I can just use my mouse expect that if I can just use my mouse here, if we were tracking
[06:43:15] here, if we were tracking velocity, so this would be um points completed over here. Uh, let me just do PTS for points. And down here is time.
[06:43:35] You would expect that maybe, you know, the first couple of sprints the team would be learning how to work together and there would be a steep curve and then it would kind of flatten out and maybe have, you know, a slow rise going
[06:43:49] forward. As the team emerges as a high performing team, they get better at their cross uh functional behavior. You know, somebody's sick, the team just keeps chugging along. um other things you know just um oh sorry
[06:44:07] there I had bumped the thing on my screen there um [clears throat] um so the team you know learns how to work better together and you know their estimates become more accurate etc and you would expect a high per a high
[06:44:23] you would expect a high per a high performing team to have a uh a result like this for velocity where there's quick improvement and then it kind of stabilizes and then begins to tick upwards.
[06:44:36] Okay, we talked about the cone of uncertainty. Let's talk about ideal uncertainty. Let's talk about ideal time. Um when we do estimating for user stories, um we do it in ideal days. When we do
[06:44:52] estimating for tasks, we do it in ideal time, which means hours. I think that's on the whiteboard or it was on the whiteboard. Oh, it was on it. Um, so whiteboard. Oh, it was on it. Um, so ideal time is the amount of time it
[06:45:07] ideal time is the amount of time it takes to complete a piece of work.
[06:45:19] the notion that the team member or members are available the team member or members are available to do just the work with no distractions
[06:45:31] to do just the work with no distractions or anything at all. So assuming that or anything at all. So assuming that um Priyanka could sit down at a keyboard um Priyanka could sit down at a keyboard and code for eight hours without taking
[06:45:43] a break for lunch. No phone calls, no discussions, no meetings of any kind. Just work 8 hours. How much could be done in that 8 hours by Priyanka? That's what ideal time is. But the thing of it is is that there is no such thing as
[06:45:59] somebody being able to spend every minute of every day only doing work. minute of every day only doing work. There will be um distractions. There will be um distractions. So it has to be converted into elapsed
[06:46:13] time. Now we don't convert it to elapse time at the user story level but we do convert it to elapse time when we are dealing at the task level. And what that looks like is you know for each team member you're going to have to
[06:46:28] do it separately because some team members have more distractions than others. Some might have other duties that pull them away. Um whatever the case may be. um you determine how much time in a given day a team member is
[06:46:45] available to do work. So say it's five hours out of eight for one, maybe it's 6 hours out of eight for another, maybe it's four out of eight, but you figure it's four out of eight, but you figure out what it is and then you take the
[06:46:58] average and that average availability is used then to convert ideal time into used then to convert ideal time into elapse time.
[06:47:10] because we talked about this as well. Um and then I already mentioned this here only considers actual work time not the distractions. So that's the concept of ideal time. When it comes to story points it's different than that. They
[06:47:26] points it's different than that. They are a measure of size relative to each other. So, we were doing planning poker this morning where um we were looking at grapes versus apples and then we were looking at oranges and and what else do
[06:47:41] we have? Watermelons and coconuts. And we weren't trying to figure out how much time it would take to eat grapes as opposed to how much time it would uh take to eat a coconut. It's clear that it's going to take longer to eat a
[06:47:55] involved. So, we have a sense that it's going to take more time. But comparing going to take more time. But comparing the coconut to our baseline of two, right? We came up with a baseline of two for the smallest user story. We compare
[06:48:09] eating coconuts to that baseline and we say, "Okay, you know what? It's going to take more effort to uh eat the coconut than it is to eat grapes or apples."
[06:48:23] like we did. You can also triangulate. Um, for example, when we did our planning project this morning or this morning for me rather at the beginning
[06:48:35] um, oh that's not it. That is the daily standup. Here it is. If I had said team, I want you to pick a small user story, a medium user story,
[06:48:48] and a large user story. Um, and then we would then compare other stories to those three. So, we would kind of triangulate on it. Um, let's say that we did, uh, you know, two was small. Uh, I'm sorry, I'm saying that wrong.
[06:49:04] Grapes was small, apples were medium, and coconuts were large. Well, if we then looked at orange and we said, well, you know, orange is you know, orange is um smaller than apples but bigger than
[06:49:19] grapes. So, we would know this would fit in between grapes and apples. Um, and so let's say, you know, we had apples at five and grapes at two, then
[06:49:31] we would say an orange is probably going to be three. in our example the modified Fibonacci series. uh what we do in scrum and agile
[06:49:48] if we're using story points we're going to use um a nonlinear scale for the to use um a nonlinear scale for the values. So down at the bottom here there's the modified Fibonacci sequence. The way the Fibonacci sequence
[06:50:03] sequence. The way the Fibonacci sequence works by the way um um it's the the value is the sum of the two on the right. So let me break this right here because this is a modified Fibonacci. So
[06:50:18] because this is a modified Fibonacci. So 13 is 5 + 8. 8 is 3 + 5. 5 is 2 + 3 and 3 is 1 + 2. If we were doing the real Fibonacci series, this wouldn't be 20.
[06:50:30] It would be 13 + 8, which would be 21. Um, and I don't know why some use modified Fibonacci and others not. But that's just kind of a common thing to do. If you're doing planning poker, you
[06:50:43] give everybody seven cards. 1 2 3 5 8 13 and 20. Um, another nonlinear scale is doubling. 1 2 4 8 16. Um, you typically don't go
[06:50:55] too far to the left with the values because, um, that either means that you're being too granular or you've got stories that are probably too big and they need to be disagregated. Now, somebody just chatted here. Um,
[06:51:09] should some buffer time be included in the actual estimates? [clears throat] let me answer that question first by going back to ideal time and then I'm going to come back to story points and answer the question.
[06:51:23] story points and answer the question. When we're estimating in ideal time, we When we're estimating in ideal time, we don't add a special amount of time that we would call a buffer. We just allow for the distractions and the
[06:51:35] interruptions, which could look like a buffer, right? You're saying you know um you know Priyanka if um based on your duties in the organization and our uh
[06:51:47] workday of 8 hours you're typically available to be doing your project work five out of those eight hours. So when we are converting ideal time to elapse
[06:51:59] time um you know we will be building in extra time based on distractions and buffer, but that's essentially what we're doing. Now, when it comes to user stories that we're using story points,
[06:52:14] stories that we're using story points, it is different. Um, the points are for the entire amount of the work. And why might we need to have some extra time for a user story? Well, it's likely going to be driven by uncertainty. There
[06:52:28] might be other uh things that impact it, but that's the main thing. >> [clears throat] >> Sorry team. So when the team is estimating the size of the user story, they will be
[06:52:44] including in their discussion and estimates any extra time or buffer time that would be needed for uh that user story to be completed. So do we accommodate um uncertainty when we're using story
[06:53:00] points? Yes, we're looking at the the X factor. And if we've got an unstable user story, then we're probably going to um say, you know, this is going to be a bigger user story than one that's similar but has a a much lesser level of
[06:53:17] uncertainty. Um so that's the story points. Let's compare the two. Um, ideal time uses things like hours
[06:53:29] and days, which is easier to explain outside the team, right? The suits like things in days and hours. Everybody's estimate may be different. Not a bad beginning because we're oriented to think about time. Um, and it does kind
[06:53:45] think about time. Um, and it does kind of shine a light on wasted time. story points um are harder to explain outside the um are harder to explain outside the team. Um you know, the suit says, "Well,
[06:53:58] um how long is it going to take to do user story 301?" And our answer is, um well, that's a 10 user story point user story. And the suit's saying, "What does that mean? Tell me how long it's going to take." Um so the suits have to be
[06:54:14] to take." Um so the suits have to be converted to uh uh story points. Now, here's the thing. It's a lot easier to get consensus when we're estimating in story points. And once we get good at
[06:54:28] it, it's going to be much faster. We have to remember it's not comparable We have to remember it's not comparable across teams. So, you know, a team working together will have its own kind of system for sizing the stories and
[06:54:41] another team that might even be working on the same project will have a whole a whole different uh scheme. And so if the velocity of one team is 25 and the velocity of another is 50, it doesn't mean that the team with the velocity of
[06:54:56] 50 is able to do more work than the teams whose velocity is 25. um we started with um uh a planning poker exercise. And so you know we used
[06:55:14] all of the team members. So we selected the team, the product owner was there to answer any questions. Um the team discussed each of the story cards and then um decided what their vote was going to be and then everybody voted at
[06:55:29] once. If there were outliers, they were discussed and um the reasons for that uh those variances, those outliers um were then part of the discussion and then we
[06:55:41] did another round of voting. And we would keep doing that until we had our estimates converge or we reached consensus on them. Okay. So, advantages of planning poker, it's fun, it's quick, it gets the whole
[06:55:57] it's fun, it's quick, it gets the whole team involved. The the team understands um a little bit about all of the stories. Everybody contributes his or her expertise and the discussion during the estimation provides clarity in the
[06:56:10] direction approach and even a bit of design. If we were in the same room team and we were doing a planning poker activity like we did uh at the beginning activity like we did uh at the beginning of our day uh together um we would be
[06:56:22] able to you know model it a little bit better. Or if we tried to unmute background noise. I've tried doing and it doesn't really work but you get the idea that if the team's discussing and things like that you would actually get
[06:56:35] to the point where um your estimates would converge and the team would say okay this user story size is you know whatever it is. Okay so we need to wrap things up for the day. So we are ending right here and
[06:56:49] that means tomorrow when we get together we're going to be doing slide 20 or starting with that which is affinity estimating
[06:57:03] through that. We're going to talk about tracking progress using um information radiators and then we're going to talk about what we do when we find variances
[06:57:15] between the plan and the actual results and then we'll have our quiz. So we're almost finished. Um I think we're good on time. >> So are you interested in becoming an agile scrum professional? Here we have
[06:57:27] certified scrum master CSM certification training course. So hurry up and enroll description box. >> Now let us look at a typical scenario of an organization where the need of user stories would come in. So looking at
[06:57:42] this scenario, so an organization would have a scenario where the existing products are sold very well in the market and uh they may think about introducing new product or they may think about introducing a new feature or
[06:57:56] functionality to the existing product. So the scenario what we are considering is it says our previous products sold really well in the market. Now let's think about new products. So we'll need to make sure we can understand the
[06:58:09] requirements and fulfill their requirements. Now how do you do this? So how are you going to understand the consumer requirements, user requirements and how is that going to help the user to accomplish the requirement and
[06:58:21] fulfill the need whatever it's required to be fulfilled. So user story helps one who understand the user stories would look at the perspective of the users and these user stories provides those insight towards what user would exist.
[06:58:36] So as we go through we will understand in the perspective of the users the requirements and how user stories helps in terms of fulfilling those requirements. This requires certain amount of visualization. Let us see what
[06:58:49] amount of visualization. Let us see what it is. So what are user stories? User stories are an agile software development project management tool that provides users with simple natural language explanations of one or more
[06:59:04] features written from the end users perspectives. So for a given product we may have many end users. So we may develop an application within an organization and use that application for an
[06:59:18] organization. That is one scenario. Second scenario is we create a product we sell it and employees of our customer organization will become users of those products. These are the two scenarios. So having these scenarios what kind of
[06:59:34] product it is what is the objective of this product which is going to fulfill. So let me assume an HR application which is used for submission of claims from the employees. So what is that requirement? So this application should
[06:59:47] accept the claims submission from the employees of the organization and then that needs to be processed and the claims needs to be uh clear. Now what will happen now the user community if you visualize there is an user as an
[07:00:01] employee of an organization who submit claims. So there is an user in the deposit the money. Similarly there is an user who is going to approve. So many such user interfaces we will see the
[07:00:14] existence of the roles of users we will see who would be using these particular applications. So in their perspective there should be an interface provided there should be some privileges provided through which they would do their
[07:00:28] transactions and activities. When we raise the user stories we don't write them in detail. So a user story doesn't go in detail. It just mentions how a certain type of work will bring value to end user. So what is this role specific
[07:00:43] end user. So what is this role specific end user would be doing at that product. What is the transactions involved? So the end user in this case could mean external end user or even internal customer or colleagues within
[07:00:57] the organization. So looking at these points if I look at the same application HR claim processing application who are this internal users the employees of organization. So who are these external maybe the people who sold this
[07:01:12] particular application to our organization. So they have installed it administration role for this particular product. That is a role. Similarly another set of uh internal users maybe someone who is like from finance from
[07:01:27] HR. So in each of these roles perspective this particular product should provide the interface and then there should be a transaction in their perspective which is very important. So user story should explain this in very
[07:01:40] brief so that it helps in terms of visualizing what kind of interface has to be provided and why would this particular role use it that is very particular role use it that is very important. So user stories also form the
[07:01:53] building block of agile frameworks like epics and initiatives. So what is this epics? What is this initiatives? Let us look at it. Now epics refers to the group of user stories where the large amount of work broken down into user
[07:02:09] stories. So many user stories together forms epics which will provide certain insight towards how these user stories are connected with each other. So similarly initiative refers to combination of multiple epics forming
[07:02:22] that initiatives. So which is very essential to group. a managing perspective it will become easy and also looking at the objective what is that particular group of user stories group of epics are going to accomplish. So
[07:02:35] user stories can also help ensuring that team work to goals of the organization through epics and initiatives. It should be looking at that objective exactly what is the directions we are getting into and how these combination of user
[07:02:49] stories. So as an employee I'm submitting my claims. So what is that required in that user's perspective there should be story. So I as a finance person I'm going to clear this claims I'm going to pay him the money deposit
[07:03:02] the money. So that is that particular role needs certain interfaces and that visualization requires how this interactions happens. So user story should help in terms of understanding those. So the requirements for making
[07:03:16] user story a reality are added later after discussing with the team. So I we made a user story, we created a user story, it doesn't end there. So there needs to be discussion which happens further to decide yes it is a valid user
[07:03:29] story. So this will also helps in terms of prioritization which needs to be taken up first. So user stories are recorded on postit notes or an index card or a project management software and this would help in terms of
[07:03:43] prioritization or for tracking as well. So what is the advantages of user stories? So advantages of user story involves it helps in delivering highquality content because what is required to be accomplished in the user
[07:03:57] required to be accomplished in the user perspective that will be very clear. Eases collaboration with team members because finalization on the user stories requirements would happen after discussing with the team members. Each
[07:04:11] one would give their own uh viewpoints and uh prioritization of particular user story or keeping a specific user story or not considering that user story would be based on the feedback which team provides. This cannot happen in terms of
[07:04:27] speaking about it helps understanding users better. So user roles are discussed. Users requirement is discussed and what is that they're going to accomplish through this user uh interface that is also discussed. So
[07:04:41] user role is understood. User requirement is clearly understood by writing a user story. This will also help in improving transparency because since the collaboration is happening since the user story is not just taken
[07:04:54] just like that the discussion happens and that will have an inter interaction and collaboration. So definitely improves transparency. So now it reduces risks. So when I say risk, it's obviously uncertaintity.
[07:05:09] So it reduces risk because the clarity one would have about the requirement of users. So accordingly the features functionality of the product are defined so that they can fulfill those user requirements. Then supports iterative
[07:05:24] developments. As I mentioned earlier the collaboration the transparency everyone working together and in the agile perspective user stories epics and initiatives gets into the specific iterations only after this discussion
[07:05:38] with the team members and after prioritizing it. So the user story will will be prioritized based on that particular scenario of requirement in agile scenario. So as when we say agile it's quite obvious we need to be
[07:05:53] flexible to the changing scenarios. So since we're working together and when we go for an iterative mode of approach it is quite obvious we're going for it to get adopting to the changing scenario so that we can select that particular
[07:06:08] features functionality by pulling that particular epic or user story as a priority in the given list. So that prioritization making will also become easier. focuses on local communications means lot of interactions happens while
[07:06:22] discussing on user stories. So since people are doing it locally so there is some personal touch also established could collaboration can get established. So user story also provides that visibility because of that people
[07:06:35] working together in a collaborative manner. Invest in user stories. So what is invest? So investing in user stories. So what does that mean? So it is a concept that helps creating meaningful user stories. So it it stands for
[07:06:51] independent, negotiable, valuable, esteemable, esteemable, sized appropriately, testable. So when I say independent, so whenever we write the user story that
[07:07:05] should be self-contained if at all possible to avoid dependencies on other user stories. So it should be independent of one another so that each of them can be developed and delivered separately.
[07:07:18] separately. So negotiable so when we say negotiable user stories can always be changed or rewritten. So at any given point in time so we should be able to do that modifications required. So that should
[07:07:32] support the flexibility associated with the agile methodologies. So since the agile methodologies. So since requirements often evolve changes and this changes comes for various different reasons. So how do we change this user
[07:07:45] fit into the requirement so that adaption can happen to the changing requirements. So story should be discussable and should be open for negotiation for any change scenarios. So next valuable when I say valuable it's
[07:08:00] quite obvious we're speaking about value what is being created for the users or consumers. So a user story would represent the goal or an objective an end user who is going to look for means value is always in the consumer's
[07:08:16] features functionality is fine but did that really create the value to the consumers? So the value realization plays an important role. So stories must ensure there is a value being added to the consumers and customers or users
[07:08:31] always otherwise user story doesn't make any sense. So esteemable. So when we say esteemable one should always be able to estimate the size of the user story. So sometimes developers may not have the experience required to size the
[07:08:45] particular situations or needed for a user story. Reasons may be anything. It may be not having specific insight towards it or don't know how to who needs to understand that scenarios and then come and discuss. Reasons may
[07:09:00] be anything. So stories if they cannot estimate then it'll become difficult in terms of handling it better. So it should give some visualization. So it should be estimable and can be divided into tasks. So now small means sized
[07:09:15] appropriately. So user story should not be very big or should not be too small. And then uh how do we decide on this size? So now when we say any user story
[07:09:27] that can be completed by a developer in single iterations then can we call it as two big quite obviously that is again indicative. So user story should be subdivided into two or more small stories into multiple pieces multiple
[07:09:41] stories small small stories so that it can be handled better. So storage should not be too big and should be completed within 40 hours or 3 to 4 days. These necessarily you should be fixing with this number. So just an indicative to
[07:09:55] show you that what would be the focus when I say user story in what is that effort it would take to accomplish that. Now testable. Now testable. So when we say user story is testable
[07:10:08] one has to ensure that development is complete and has been done correctly. So means on once you create a user story so that needs to be articulated in such a way so that it becomes measurable when it's a testable obviously there should
[07:10:22] be metrics a target metrics which can be created which will help me to state yes accomplished. So they should have an acceptance criteria that can be tested to check if they fulfill the customer's need. So then how to write user story
[07:10:36] this is very important uh point to look at. So how to write the user story? So writing user stories comes up with a specific template with a simple language. So what is it? So now as a
[07:10:50] role I want to so that so you keep filling it. So typically role means what the specific user role who would be using that particular product and their requirements which are being fulfilled. So that is a role. The name of the role
[07:11:06] we are going to put it here. So the role refers to an individual that would be interfacing or interacting with the system. Now uh want to when we say want to the want or action which represents the behavior of the systems. So what is
[07:11:21] that it's supposed to do? This action would be unique to each user stories. Now so that this refers to the benefits or results that nonfunctional and external to the system. As a result what would happen? What is that we are trying
[07:11:36] to accomplish out of it? So let us look at an example. How does it look like? As a CEO, I want to track my subordinates progress to ensure organization's goals are met. Similarly, if we take the reference to those examples what we
[07:11:51] discussed earlier like we took the example of HR portal. So claim processing requirement. Now this can be same user story as an employee of an organization what can I write? So as an employee of this organization,
[07:12:06] employee of this organization, I want to submit my claims online so that claim processing will become smoother, easier, faster without any errors. So that can also be a user story. So it gives certain visualization
[07:12:19] what kind of users are there and what is that they need. So the moment you write the user stories, you should visualize that role. It is very important. So there is three C's of user stories which we uh call it as card then uh
[07:12:33] we uh call it as card then uh conversation and then confirmation. So when we say card, card provides a written description of the user story. So what do I mean by written description of the user story. So same thing the
[07:12:45] user story what we just saw as an example. So that can be written on a card. So this will help in planning and estimating. So what and that will also gives that visualization of users and their requirement so that that can be
[07:13:00] articulated further and also estimated so that it can uh looked in the perspective of invest. What is invest what we discussed? So it is independent, what we discussed? So it is independent, it is negotiable, it is valuable, it is
[07:13:14] estimable, it is sized appropriately means it's not should not be too big, too small. The examples what we saw was appropriate and testable. So now when we see this particular user story is it fulfilling all those points what we
[07:13:30] discussed in invest that is very important. Now this card whatever the description is provided should elaborate on that very clearly. So then further what happens conversation after the user story is written in a
[07:13:45] card and given and it is shared with every individuals who is participating in that conversation. So then there will be discussion. So conversation be discussion. So conversation represents discussion between users team
[07:13:58] product owners. So this helps in terms of whatever the user story is written is it making sense is it in line with the user's expectation and at the same time whatever the understanding we have maybe as a product owner or the team member a
[07:14:12] developer is my understanding correct then user perspective so whatever the user story is written is that user story is speaking about the requirement which needs to be fulfilled as they require. So this helps to build a shared
[07:14:27] understanding between all those individuals so that there is no confusion further. So once people converse together once the stakeholders converse together then you will confirm confirmation.
[07:14:40] So this represents the condition that need to be satisfied to ensure that the story meets all requirements. So you are confirming. So all the stakeholders are agreeing to that. So firstly to summarize this three C's refers to card
[07:14:57] conversation confirmation card provides the user stories which actually represents as we took an example which will capture that so that it also fulfills the thought of invest then uh conversation is required to understand
[07:15:10] what is this user story speaking about is that a real requirement. So confirmation further in terms of confirmation from users as well as all the stakeholders before you go and develop or execute that. So what is life
[07:15:23] cycle of user story? So when we say life cycle so we may require to understand a cycle so we may require to understand a life cycle starts when you conceptualize when you visualize when you say this is what we may require to accomplish. They
[07:15:35] should be conceiving someone should conceive that idea. So it may be a related to a problem, it may be related to a specific product for an opportunity what is seen. So whatsoever the reason it is there is a scenario where
[07:15:48] something is conceived trigger may be a problem trigger maybe some issues what is being faced trigger may be an opportunity what is seen. So then the initiative the trigger which actually push towards creation of the
[07:16:03] requirements and user stories. So the life cycle of user stories starts from life cycle of user stories starts from there. So how does it go? So it involves right from the point pending to to-do then discussion then developing
[07:16:17] confirming and then finished. So when I say pending I'm basically saying user stories in their most basic forms where they are created after communicating with the user and the project team. These acts as a reminder for further
[07:16:33] understanding on user stories in the basic form. So which will help in terms of further discussion and taking a call on that. So will there be a possibility
[07:16:45] that this user stories will be modified as we progress? Answer is yes and no both. So it may be modified but discussion is further which goes on from this basic understanding of that particular user story. So further
[07:16:58] discussion is to elaborate on that make sense out of it and conform. So then after discussion with the stakeholders users stories that need to be addressed users stories that need to be addressed are decided and put into sprints. So in
[07:17:11] between the point where we said pending to to do. So in between this there is a lot of discussion. So where decision is happening here. So decided and put into sprints means there is a prioritization also which is happening. So now
[07:17:26] also which is happening. So now discussion at this stage user confirms users confirms the requirement and acceptance criterias. So acceptance criterias helps in terms of once you test that particular user
[07:17:39] story after executing you will check based on these acceptance criteria so that you can conclude the requirement is fulfilled. The end users are shown a preview of upcoming features so that they understand yes this is what we were
[07:17:53] expecting. they can provide their feedbacks, necessary feedbacks or insights whatever is required to be provided. So then once the discussion is complete the team would be able to design and implement features to fulfill
[07:18:07] user requirements. So once user concludes yes this is what we were expecting and there is a sign off during the discussion then features are developed and implemented so that it can goes to that product which can be used.
[07:18:20] goes to that product which can be used. So then after developing confirming. So the end user confirms the user story features are confirmed to testing environments alpha versions and acceptance criterias are looked at
[07:18:32] before saying yes it is confirmed. User is accepting. So that will happen as part of confirming means that features or functionality what was written in user story. So that specific users are using it and concluding or acknowledging
[07:18:46] yes this is fulfilling our requirement and this is according to the acceptance criteria what we discussed and agreed. So that is very important. So we write a user story fine but users are not agreeing to it. That is not a good
[07:18:59] scenario to be with. User should accept and confirm then finished. So the user story is completed at this stage. For new requirements or new features a new user story must be created. any new features or new functionality I'm
[07:19:13] required to add to this particular product then I would write another user story and the same life cycle starts continues and this is not an ending thing so as I keep modifying the features as I add new features and I as
[07:19:27] I look at uh improving the performances so I keep writing the user stories and one question keeps coming to me so we write a user story while fulfilling the requirements fine as a specific user I want easy to narrate that. So how are we
[07:19:43] going to look at a scenario where there is an improvement of something? So whenever we are going to discuss about improvement of something, it is quite obvious we need to look at it. What is that improvement user is looking at. Now
[07:19:55] that improvement user is looking at. Now when I'm submitting a particular request or accessing something it is taking some time means there is some delay. Now user experience can be enhanced by reducing that particular time that is
[07:20:10] improvement. As a user the user story basic user story doesn't change but in the performance perspective you may require to visualize that. So problem statement has to come in accordingly user story has to be articulated. Then
[07:20:23] once the user story is written it is required to put the user story mapping. So user story mapping represents and arranges user stories that help with understanding the systems functionalities, the systems backlog,
[07:20:39] planning releases and providing value to the customers. So typically this involves arranging or organizing user stories based on the priority along the horizontal axis. So I will horizontally when you move so I will say which one is
[07:20:55] the priority which user stories are priority first thing which I need to focus on. So vertical arrangements represents how in a given specific user story how the activities perspective task perspective subtask perspective
[07:21:10] further down how it gets elaborated to improving the levels how it goes forward. So now let us look at an user story mapping with an example of let me say net banking uh services provided by a bank for account holders. When I say
[07:21:25] net banking service it is quite obvious uh it is also has to be provided through having a product uh which banking application would use. So but here we need to visualize the users's journey while accessing the net banking portal
[07:21:41] viewing the account details paying bills like utility bills doing lot of transactions within that particular portal banking access the moment they do like generating statements or uh transferring money to one of the bene
[07:21:56] beneficiaries etc. So all this transactions what is being done. So in this user story map let us see how does it look like. So few activities are considered here like uh logging into the account means net
[07:22:10] banking portal will come in then one would input their credentials and then they log in. Now that journey of the users in a specific activity what they do is visualized. Now login to account in the sense obviously one has to go to
[07:22:24] in the sense obviously one has to go to that portal. So go to login page then enter credentials login ID and password. So once that login id and password is entered obviously there is a process engine which runs behind to provide the
[07:22:37] necessary access. Now if that credentials are not uh working or if I don't remember it reset password is an option immediately. Now as I go through
[07:22:49] further from this subtask in all the particular columns which I have given here as you go through this as I deep dive into it further it goes on. So until the person gets an access to the account and then start doing the
[07:23:02] So I can keep writing the subtask further. So manage account. So you would go to account page once you access it. Then you'll select the specific account because you may have many different account types which is there with the
[07:23:15] in the scenario you have more than one obviously you will select that account and account details will be displayed to you. So this user will not do but user will get that. So we are visualizing that. And further after account details
[07:23:29] are displayed what user would do then further you would keep visualizing that. So some of the transaction like generating statement transferring money. So even for that the steps are written. So going to statement page then
[07:23:44] selecting the account for which you need a statement then selecting the period from uh when to when the statement one is requiring and then uh further clicking on it and downloading that particular statement or choosing an
[07:23:57] options mentioning that I need this in an email or I need an art copy of this. So similarly transferring money. So you will go to that specific page where you have the beneficiary there in the list already added if you have added earlier
[07:24:13] or newly you're adding a beneficiary. So there are various types of transfers have local domestic transfer you will have within a bank uh accounts being within a same bank a two consumers so from me if I'm a consumer transferring
[07:24:30] bank and vice versa that is one of the options. Second is a bank consumer having an transferring a money to some other bank account of someone else that is another scenario or transferring money for my own account in another
[07:24:45] bank. So various different scenarios you come across. So then limitation are depending on what kind of beneficiaries are these what is the limitations and how are you going to authenticate them. So the moment I visualize a specific
[07:24:57] transaction and activities of user stories what are the things an user can do then I can keep writing mapping this to each of those uh flow and see how the flow happens. So this flow helps me to bring in all those features and
[07:25:13] functionality and also prioritizing them. So can I say the beneficiary consumer would give. I think initially features were provided by the bank the basic thing was just viewing the account
[07:25:27] that was the given statement download was given otherwise there was no opportunity to transfer money there was no opportunity to do something beyond that so now as we see today the lot of flexibility has brought in with lot of
[07:25:40] new features functionalities in the net banking or mobile banking options so they evolve so as they evolve it is quite obvious we may require to keep adding those features function funality by writing the user stories. This is how
[07:25:53] the enhancement happens. So overall if you look at user story mapping helps in terms of understanding not just the user story of one transaction associated happens throughout the journey that will help. So this will also support to
[07:26:11] understand and visualize what needs to be created to ultimately give that access to the user. So the end to end flow should be visualized and also needs looked at as well. Now what are the
[07:26:24] advantages of user story mapping? So the advantages wise helps with prioritizing advantages wise helps with prioritizing work as I explained in an example. Similarly the focus is on user value. The moment I click on web page
[07:26:38] The moment I click on web page www.abcbank.com an interface of login. I'll go and click on login. From the point I open a browser and input that URL and then click on login and login page comes in
[07:26:52] things which is involved. The browser things are involved. The system from which the person is accessing is involved. So removing that part. So thinking that both of them are working well and what should be the response
[07:27:05] from the server where this particular website is hosted that experience needs to be looked at. So that's how you look at a user value in the transaction. Now once I put a credentials now how quickly the authentication happens. What are the
[07:27:18] checks the bank portal does to ensure that the person who is logging in is is a genuine user. Is it just a password? Is there any capture codes? Is there any
[07:27:30] OTP sent or is there any secret code the person has to put in? So likewise many things are involved while giving that experience to the user. So and today's
[07:27:42] different checks points they understand because they are well educated. So why all those things like capture or OTP scenarios came in. So these are came in because more and more informed the people has become then their ability to
[07:27:57] hack also improve. So more and more levels added to ensure that only that genuine user will enter the user account. Similarly, when you visualize any product and user journey in the user's interest, what are the things
[07:28:14] needs to be understood. So only that experience will help for the user to realize the benefit. Then roadblocks are highlighted. So as we visualize this journey so this will tell me so what would stop me to move forward. Is there
[07:28:29] any concerns? Is there any constraints? Like for example, if you want to activate a beneficiary but for some limited period, you can only send the limited amount of money. Why is that done? By chance, if the beneficiary is
[07:28:41] added by that individual who is not a genuine user, so we are actually holding it, right? So by the time that freezing time whatever is given so by the time the message goes to the actual consumer telling that there is a user activated
[07:28:54] like this and if at all if it is not a genuine user obviously the person can call to the bank saying that this is not the uh beneficiary which I have added there's something which is not correct. So they are giving that space. So how
[07:29:07] did they visualize this has to be done. So as we looked at the journey of adding a beneficiary it's quite obvious when beneficiary is added if by chance someone who is not authorized adds it so who is going to disbenefit obviously
[07:29:20] user will be disbenefited so that blockers that constraints are visualized similarly in making or creating that features functionality what should be the basic features or in the product should be ready only then I can add this
[07:29:33] feature even that will be visible right so roadblocks will be highlighted and that those will be made visible So that easy for you to move forward prioritizing and ensuring that it goes in the flow required to accomplish that
[07:29:47] value. So then ensuring team unity because everyone will have a visualization user stories and mapping reads a lot of discussion brings the people to have a common understanding. So obviously that unity the
[07:30:01] collaboration would come in. Focus on constant improvement. So improvement is the key. Whatever you do you you have just adopted a waterfall methodology you have just adopted an agile you write user stories you raise
[07:30:14] epics you write bring in that uh various different methods to do something whatever you do whether it's a product or a service or a process or a specific uh transactions task reports whatever we make so all that should help in terms of
[07:30:32] identifying the opportunities for improvement and making that improvements >> Agile project management as the name suggests is a flexible approach to building a project. In agile project management, the project is broken down
[07:30:45] into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project. It works on delivering sections of a project or many projects. The process of project management in the
[07:30:57] case of agile is agile based. So there won't be any central control of project manager as it was there in the traditional way of working. Before we agile development cycle. Agile methodologies consist of several small
[07:31:11] cycles or sprints. At the end of each stage, we get a mini project. There's a product backlog that explains new features, changes in the existing features, and several other improvements in the project. Then we have a sprint
[07:31:23] backlog which has a list of tasks that are to be completed during each sprint. The sprint consists of planning, designing, execution, testing, and deployment stages. And at the end of each sprint, a mini project is
[07:31:36] delivered. With every sprint, new features are added to the product which plays a significant role in the overall project growth. After all the sprints and early validation in the development, a final deliverable has a fewer chances
[07:31:49] of failure. Let's now have a look at some reasons why industries have started moving towards agile project management. The first reason is high product quality, we refer to the build of the product as per stakeholders demands.
[07:32:02] Testing is performed at short intervals of time wherever needed to ensure high quality of the product. Then another reason is customer satisfaction. by the customer. The deliveries don't take longer durations as they used to
[07:32:16] take in the case of traditional ways. The changes may be provided by the customer in the execution phase of the project. Third reason is reduced risk. Since the project is divided into sprints, so if the risk affects one
[07:32:28] sprint, it doesn't mean whole of the project will be at risk. The process of risk analysis continues to take place with all the other processes. Another significant reason for agile project management is better and faster return
[07:32:40] on investment. The project is now developed in several sprints and each sprint has its own version. Therefore, the project becomes market ready after a few sprints only. Since the projects can now be released with ease and in shorter
[07:32:54] duration, this helps the organization to stay ahead in competition with respect to other organizations which are still not moved to agile methodology. Now we shall check the principles of agile project management. There are 10
[07:33:06] principles for successful agile project management. The first principle is the satisfaction of the customer by delivering the project fast and with least number of errors. The next principle refers to decreasing the
[07:33:18] amount of time between the phase of planning and delivery. The third principle states that the team of managers and developers work together and increase the productivity of their work. The next principle states that the
[07:33:30] changes requested by the stakeholders can be taken into consideration and worked upon during the development phase as well. The fifth principle pays attention to the factor of coordination among the team members. Then the sixth
[07:33:42] principle refers to the process of monitoring and tracking the progress of the project at the end of each sprint and making amendments wherever needed. Moving on, the next principle states that there must be a feeling of trust
[07:33:55] and support towards the team to complete the project's objectives. The next principle emphasizes on face-to-face conversations with the development team. The face-to-face conversation helps in both solving problems and easy knowledge
[07:34:07] sharing. Then the ninth principle emphasizes on finding solutions and maximizing the amount of work done with simplicity. This ensures timely completion of tasks by all the team members. The last principle states that
[07:34:20] scrum tools like monday.com or zoho sprints must be used to simplify the complicated codes which further helps in saving time. Introduction to agile manifesto. The Agile Manifesto is a seminal document in the field of
[07:34:34] software development created in 2001 by 17 software developers who sought to outline a more flexible and efficient approach to project management and development. It emphasizes individuals and interactions, working software,
[07:34:48] customer collaboration, and responding to change over traditional processes, documentation, contract negotiation, and plan following. This manifesto has since become the foundation for agile methodologies promoting a flexible team
[07:35:01] oriented approach that values adaptability and customer satisfaction above rigid adherence to plans. With the manifesto in mind, let's start exploring the the four core values of agile. The four core values of agile focus on
[07:35:15] people and results rather than rigid processes. Individuals and interactions over processes and tools. Prioritizing teamwork and communication above strict adherence to tools and processes. Imagine a team deciding together how to
[07:35:29] solve a problem instead of just following a manual. It's like choosing a group discussion over filling out forms. Working software over comprehensive documentation, valuing functional software that meets user needs over
[07:35:42] cooking a meal that tastes good and serves its purpose, rather than writing a detailed recipe book before the meal is even made. Customer collaboration over contract negotiation, emphasizing
[07:35:55] ongoing engagement with customers rather than sticking strictly to initial agreements. It's like working with a home builder who listens and adapts to your changing needs during construction instead of sticking strictly to the
[07:36:07] original plan. responding to change over following a plan. Being open to change and adapting plans as needed instead of rigidly following a set path. Picture a road trip where you're open to taking a more scenic route based on new
[07:36:21] information rather than sticking to the fastest route Google Maps suggested initially. These values guide the agile methodology towards flexibility, efficiency, and customer satisfaction. The 12 principles of agile software
[07:36:34] development. The 12 principles of agile software development as outlined in the agile manifesto advocate for customer satisfaction through early and continuous software delivery. Prioritizes getting a functional product
[07:36:47] to the customer as soon as possible then updating it regularly. Example, a team releases a basic version of an app to meet initial user needs then adds new features based on feedback. Welcoming changing requirements even late in
[07:37:02] development. It is time consuming to handle large and complicated work when managing project activities. Therefore, a better strategy is to break the task into manageable sizable chunks. In addition, it would be simpler for the
[07:37:15] team members to see possible bottlenecks and deal with delays if the clients were always kept informed. For example, if users need a new feature because their needs have changed, the development team works to incorporate it even if it
[07:37:28] wasn't in the original plan. Frequent delivery of working software. According to the agile methodology, working software is frequently delivered in a shorter amount of time. Team members must consistently raise their
[07:37:41] performance standards as a result of this iterative process. For example, delivering updates every two weeks to continuously improve and adjust the software based on user input. Business people and developers must work together
[07:37:54] daily throughout the project. In order to ensure that the business and communicate effectively and more importantly collaborate, a bridge between them must be built to facilitate
[07:38:06] an intellectual exchange that both parties can agree on. Make use of the same tools you would have used in managing remote teams. For example, regular meetings between the client and the team to discuss the project's
[07:38:18] direction and adapt as necessary. Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done. The project manager must establish a supportive and stimulating environment
[07:38:32] where team members are free to express their ideas and make recommendations for enhancing the output of the group. This results in a massive improvement in their general performance eventually aiding the project. For example,
[07:38:45] allowing a developer to choose their tools or method of working to solve a problem can lead to more innovative and effective solutions. The most efficient and effective method of conveying information to and within a development
[07:38:57] team is face-to-face conversation. Efficient communication among the parties concerned is stressed strongly in the agile manifesto. Thanks to improvements in communication technologies, it's now simpler. Instead
[07:39:09] of having a quick conference in the office, all participants can now meet via video conferencing. For example, solving misunderstandings or clarifying requirements through direct discussion rather than through emails or reports.
[07:39:23] Working software is the primary measure of progress. Delivering a functional product that pleases the consumer is the single determinant that can guarantee success. Before agile, numerous success metrics decreased the quality of the
[07:39:36] finished product. For example, a team focuses on delivering a basic but operational piece of software first rather than ensuring every document is perfect. Agile processes promote sustainable development. The sponsors,
[07:39:50] developers, and users should be able to maintain a constant pace indefinitely. Burnout will occur if you work on a project for a long time. It's inevitable. Avoid placing too much of a workload on your employees. The value of
[07:40:04] assemble the best team for the job that overworking themselves and endangering the project's quality. For example, instead of pushing for long hours to meet an unrealistic deadline, the team
[07:40:18] sets a realistic timeline that allows for steady progress without overtime. Continuous attention to technical excellence and good design enhances agility. Any agile team's main goal should be to provide value to the
[07:40:31] client. Therefore, a multi-skll team that can manage all the project's technical components and offers the chance for continual improvement is crucial. For example, regularly refactoring code to improve its
[07:40:43] structure without changing its external behavior. Simplicity, the art of maximizing the amount of work not done is essential. You should avoid adding extraneous complexity to a project if you want to complete it swiftly. You can
[07:40:57] accomplish this in various ways including by using Azure tools which eliminate busy work and offer you more significant influence over all project related decisions. For example, developers decide not to add a feature
[07:41:09] that only a few users would use, keeping the system more straightforward and easier to maintain. The best architectures, requirements, and designs emerge from self-organizing teams. simply said, "A self-organized workforce
[07:41:23] with decision-making autonomy would function better since each team member would be responsible for meeting client expectations rather than a lone project manager. For example, a team decides who will work on what tasks based on each
[07:41:36] member's strengths and current workload rather than having a manager assign tasks. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Agile techniques
[07:41:49] are constructed on the notion of iteration where teams consistently enhance their game by learning from their previous wrongdoings. Project managers should inspire team meetings where everyone evaluates their work and
[07:42:01] discusses how to develop their management and technical skills. For example, at the end of each development cycle, the team needs to discuss what they can change to work more efficiently in the next cycle. with core values at
[07:42:14] principles in mind. Let's have a look at implications of agile values and principles. The implications of agile values and principles revolve around fostering a culture of flexibility, collaboration, and continuous
[07:42:26] improvement. They lead to enhanced adaptability to change, allowing teams and businesses to respond swiftly to market shifts and customer needs. Increased customer satisfaction by prioritizing customer feedback and
[07:42:40] delivering value early and often. improved product quality through iterative development and a focus on technical excellence. More efficient and motivated teams due to empowerment and a focus on individuals and interactions.
[07:42:53] These points underline how adopting agile can transform organizational workflows and outcomes. Now let's see some real world applications of agile. Innovation in tech. Companies like Spotify utilize agile to foster
[07:43:06] innovation rapidly testing and deploying new features. Adapting to market changes. Netflix applies agile principles to quickly adapt to user preferences and technological advancements, maintaining its market
[07:43:19] leader position. Banking sector agility. Banks have adopted agile to improve their digital services, making customer transactions smoother and more secure. Healthcare efficiency. Agile methodologies help healthcare providers
[07:43:33] streamline operations and improve patient care through faster, more responsive services. manufacturing flexibility. Even in manufacturing, agile enables companies to respond swiftly to market demands and supply
[07:43:46] chain challenges. And there you have it folks. So guys, let us discuss our agenda for today's session. So in the starting of the session, we are going to start with an introduction to scrum. Moving ahead, we are going to discuss
[07:43:59] about scrum roles. Then we will deep dive into scrum artifacts. Moving ahead, we are going to discuss about scrum process flow. Then we will have a thorough discussion on benefits of scrum. Moving ahead we will also deep
[07:44:13] dive into common challenges and solution using scrum methodology. And finally we are going to conclude our session with a discussion on tools and softwares used in scrum. So let us start with an introduction to scrum. So guys what is
[07:44:27] basically in scrum? Scrum is an agile framework that has revolutionized the way complex projects are managed and completed. Its adaptability, focus on collaboration, and iterative approach makes it an ideal methodology for
[07:44:41] dynamic and fast-paced environments. While Scrum is most commonly associated with software development, its principles and practices can be applied to various industries to enhance efficiency and product quality. This
[07:44:55] comprehensive tutorial aims to provide you with a deeper understanding of scrum covering its roles, artifacts, even processes, benefits, and practical implementation. By the end of this tutorial, you will have a solid grasp of
[07:45:08] scrum and how to leverage its potential for your projects. Now, let us move on to the second part with a thorough discussion on what are scrum roles. The product owner plays a very crucial role in scrum acting as a voice of the
[07:45:23] customer. So this is the first scrum role that we see in scrum methodology that is a product owner. This individual is basically responsible for defining and prioritizing the product backlog ensuring that the team focuses on the
[07:45:37] most valuable tasks. The product owner works closely with stakeholders to g requirements set clear goals and make informed decisions about the product direction. The key responsibilities of the product owner includes defining the
[07:45:51] product vision and roadmap, creating and managing the product backlog, prioritizing backlog items based on value, risk and urgency, ensuring that a team understands the backlog items and their importance and also accepting or
[07:46:06] rejecting completed work based on predefined criteria. Next role we have is scrum master. The scrum master is a facilitator and coach who ensures that scrum framework is followed effectively. This role involves removing obstacles
[07:46:22] promoting a culture of continuous improvement and fostering collaboration. The scrum master act as a servant leader supporting a team in achieving their goals without dictating how they should work. The key responsibilities of the
[07:46:37] scrum master includes facilitating scrum events like sprint planning, daily scrum, sprint review and sprint retrospective. Then comes removing impediments that block the team's progress. Moving ahead, we have also
[07:46:51] coaching the team on scrum practices and principle. Then we have a thorough discussion on protecting the team from external distractions and interruptions. And finally, promoting a healthy team dynamic and addressing conflicts. Next
[07:47:05] one we have is the development team. So guys, the development team consists of professionals who work collaborately to deliver a product increment. This self-organizing team is crossunctional, meaning it possesses all the skills
[07:47:19] necessary to complete the work without relying on external sources. The development team is accountable for creating highquality increments that meet the definition of done. The key responsibilities of development team
[07:47:32] includes estimating planning work during sprint planning, collaborating daily to achieve the sprint goal, delivering a potentially shippable product increment by the end of the sprint, then continuously improving their processes
[07:47:46] and practices and finally maintaining transparency through regular communications and updates. Now let us move on and understand about scrum artifacts. The first one that we have all over here is product backlog. The
[07:48:00] product backlog is a dynamic list of all the works needed for the product. It includes features, enhancements, bug fixes and technical task. The product owner is basically responsible for maintaining and prioritizing the backlog
[07:48:14] ensuring that it reflects the current needs and goals of the project. The product backlog is continuously refined with items being added, removed or rep prioritized as necessary. The product backlog serves as a single source of
[07:48:26] truth for the team providing a clear road map of what needs to be done. It is essential that backlog items are well defined with clear acceptance criteria to guide the development team and delivering the expected value. Then we
[07:48:40] have the sprint backlog. The sprint backlog is a subset of the product backlog containing items selected for the current sprint. During sprint planning, the team decides which backlog items they can commit to completing
[07:48:54] within the sprint. The sprint backlog also includes a plan for how the team will accomplish this work. Sprint backlog provides a focused and actionable plan for the team outlining the task and goals for the sprint. It is
[07:49:08] a living document continuously updated as the team progresses and learns about the work. The sprint backlog helps the team stay organized and aligned with the team stay organized and aligned with the sprint goal. Then we have is increment.
[07:49:21] Increment is a sum of all the work at the end of the sprint. It represents a potentially shippable product that meets the definition of done, a set of criteria ensuring that work is complete and of high quality. The increment
[07:49:35] includes not only the new features added during the sprint, but also any improvements or fixes made to the existing features. The increment provides tangible evidence of progress allowing stakeholders to inspect and
[07:49:48] evaluate the product. It serves as the basis for feedback and decision-m enabling the team to adapt and refine their approach in subsequent sprints. Then we have is sprint. Now let us move on and discuss about some of the scrum
[07:50:02] events. The first one that we have all over here is sprint. A sprint is a time box period typically lasting 24 weeks during which the team works to create a duration of the sprint provides a regular rhythm for the team promoting
[07:50:18] consistent delivery and continuous improvement. Each sprint begins with a sprint planning and ends with a sprint review and sprint retrospective. Next one we have is sprint planning. It is a event where the team defines what
[07:50:32] will be accomplished in the upcoming sprint. The product owner presents the high priority backlog items and the team collaborates to select those they can complete within the sprint. Together they set a clear sprint goal and create
[07:50:45] a plan for achieving it. During sprint planning, the team breaks down the selected backlog items into smaller tasks and estimates the effort required. This detailed planning ensures that everyone understands the work and how it
[07:50:59] contributes to the sprint goal. A sprint planning sets the stage for a focused and productive sprint. Next one we have is the daily scrum. Daily scrum is a short time box meeting usually lasting for 15 minutes held every day during the
[07:51:14] sprint. The purpose of the daily scrum is to synchronize the team activities, discuss progress and identify any obstacles. Each team member shares what they did the previous day, what they plan to do today and any issues they are
[07:51:28] facing. The daily scrum promotes transparency and accountability ensures that everyone is aligned and aware of the team status. It also provides an opportunity to quickly address and resolve impediment keeping the team on
[07:51:41] track to achieve the sprint goal. Next we have all over here is called sprint review. So guys sprint review is held at the end of the sprint to inspect the completed work and get the feedback from stakeholders. The team demonstrates the
[07:51:56] product increment highlighting what was accomplished during the sprint. Stakeholders provide input and the product owner updates the product backlog based on the feedback. The sprint review fosters collaboration and
[07:52:08] transparency allowing stakeholders to see the product's progress and influence its direction. It also provides an opportunity to celebrate success and identify areas for improvement. And finally, we have the sprint
[07:52:21] retrospective. The sprint retrospective is the final event of the sprint where the team reflects on their processes and practices. The goal is to identify what went well, what could be improved, and how to enhance their performance in
[07:52:34] future sprints. The team discusses these insights, creates action items to address any issues. The sprint retrospectives promotes a culture for continuous improvement, encouraging the team to learn from their experiences and
[07:52:46] make incremental changes. By regularly reflecting and adapting the team can optimize their processes and achieve better outcomes. Now let us understand the scrum process flow. The scrum process revolves around the sprint cycle
[07:53:00] beginning with the sprint planning and ending with the sprint retrospective. This cycle ensures a regular cadence of work and continuous delivery of value. If we talk about the first one, we have the sprint planning here. Here the team
[07:53:14] selects the item for the product backlog and defines the sprint goal. They break down the work into smaller task and create the plan for the sprint. Now guys let us discuss about the scrum process block. The first one that we have all
[07:53:27] over here that is called as sprint planning. Here the team selects the items from the product backlog defines the sprint goal. They break down the work into smaller tasks and create a plan for the sprint. Next one we have
[07:53:41] the daily scrum. Daily scrum. Here the team meets daily to discuss progress, plans, and challenges. This meeting keeps everyone aligned and allows for quick adjustments. Third is sprint review. At the end of the sprint, the
[07:53:56] team demonstrates the completed work to the stakeholders and gathers feedback. The product owner updates the product backlog based on their feedback. And fourth one we have all over here is sprint retrospective. Here the team
[07:54:08] practices identifying areas for improvement. They create action items to enhance their performance in future sprints. I hope so you would have got a brief idea regarding scrum process flow.
[07:54:21] Now let us move on to understanding the benefits of scrum. So guys, scrum offers several significant benefits that can transform how teams work and deliver value. Here are some of the key advantages. The first one that we have
[07:54:35] all over here is increased transparency. Scrum promotes transparency through its regular events and clear artifacts. A daily scrum, sprint review and retrospective ensures that everyone is aware of the team's progress, challenges
[07:54:50] and successes. This transparency helps build trust among the team member and stakeholders fostering a collaborative and open working environment. Next one we have all over here is improve team collaboration. The collaborative nature
[07:55:03] of the scrum encourages team members to work closely together leveraging their diverse skills and expertise. The scrum master facilitates this collaboration helping the team communicate effectively and resolve conflicts. This teamwork
[07:55:17] leads to better problem solving, innovation and overall productivity. Next one we have enhanced ability to adapt to changes. Scrum's iterative approach allows teams to quickly adapt to changes in requirements, market
[07:55:31] conditions or customer feedback. By delivering small functional increments regularly, the team can gather feedback and make necessary adjustments. This flexibility ensures that product remains aligned with the stakeholders needs and
[07:55:44] expectations. And finally, it provides faster delivery of valuable products increments. Scrum's time box sprints drive the regular delivery of product increments, enabling faster time to market. This rapid
[07:55:57] delivery cycle allows stakeholders to see tangible progress and realize value sooner. It also reduces the risk of project delays and enhances the team ability to meet deadlines. Now let us discuss some of the common challenges of
[07:56:11] following scrum methodology. We all know that scrum offers many benefits but it also comes own with its own set of challenges. Here are some of the common issues teams may face. The first one that we have all over here is resistance
[07:56:26] to change. Introducing scrum can be met with resistance. Especially in organization accustomed to traditional project management methods. To overcome this resistance, it's important to provide education and training on scrum
[07:56:39] principles and practices. Involving team members and stakeholders in transition progress and highlighting the benefits of the scrum can also help build Next, we have handling distributed
[07:56:52] communication and collaboration challenges. To address these issues, it's crucial to leverage technology tools such as video conferencing, instant messaging, and collaborative
[07:57:04] communication protocols and regular virtual meetings can also help maintain alignment and cohesion among team members. Then we have managing large projects with scrum. Scaling scrum for large projects can be complex. One
[07:57:19] approach is to adopt frameworks like scrums of scrums nexus or safe which is scaled agile framework. It provides guidelines for coordinating multiple scrum teams ensuring that teams are crossunctional and self-organizing with
[07:57:34] clear communication channels which are very very essential for managing large projects effectively. Now let us dive into most interesting part that is what are the tools and softwares which are used for scrum. So
[07:57:48] guys several tools and softwares can support scrum practices enhancing productivity and collaboration. Here are some of the most popular options. The first one I would recommend is Jira. Jira is widely used project management
[07:58:01] tool that offers robust support for scrum. It provides features for creating and managing product backlogs, sprint backlogs, and tracking progress through visual boards. Jira's customizable workflows and reporting capabilities
[07:58:15] make it a powerful tool for scrum team. Next one we have all over here is Trello. Trello is a flexible, user-friendly tool that uses boards, lists, and cards to organize tasks. It's well suited for scrum teams, allowing
[07:58:30] them to create and manage backlogs, plan sprints, and track progress. Trello's simplicity and visual nature make it easy to use, especially for smaller teams or project. And finally, we have Azure DevOps. Azure DevOps is a
[07:58:44] comprehensive suit of development tools that supports scrum and other agile methodologies. It includes features or backlog management, sprint planning, continuous integration, and deployment. Azure DevOps integrates seamlessly with
[07:58:57] other Microsoft tools making it a good choice for teams using Microsoft ecosystem. So guys in this tutorial we have covered the fundamental aspects of scrum including its roles, artifacts, events and processes. So guys let's try
[07:59:12] to understand what is scrum framework. But before that there is a small story. So guys consider a big company like Rockstar which is a gaming company and they have got a target project to make a game like GTA 5. Now in order to
[07:59:27] complete the project they are stuck in the midway because they have to update changes in the middle and which kind of made their work kind of little bit messy. Now a team member called Alex comes up with an idea to implement scrum
[07:59:42] framework. So guys what's basically a scrum framework? The scrum framework is an agile project management methodology which is primarily used in software development but it is applicable to various industries. It operates on the
[07:59:56] principle of iterative and incremental progress aiming to deliver high value products efficiently. At its core, scrum revolves around small self-organizing teams working in short time frame called sprints typically lasting 2 to four
[08:00:11] sprints typically lasting 2 to four weeks. So guys, overall scrum framework provides a structured yet flexible approach to project management allowing teams to respond to change and deliver highquality products incrementally. And
[08:00:24] this is how the company made a very fantastic game by implementing the scrum fantastic game by implementing the scrum framework. Now let us try to understand what are the events in scrum. The first one is daily scrum. It refers to the
[08:00:38] regular conduction of meetings. The motive of the daily scrum is to analyze the progress of previous day work and accommodate the backlog in a tight schedule without causing the overburden. Additionally, the senior managers manage
[08:00:51] the upcoming planned work accordingly. The meeting involves the participation of developers, product owners or scrum masters and last for maximum of 15 minutes. Now, next one we have all over
[08:01:04] here is sprint. Sprint is a short cycle overlooking the development of a product in a specified period. It is referred to as the head of scrum and comprises planning, daily scrum meeting, progress, review and backlog. Next one we have is
[08:01:20] sprint planning meeting. It involves the participation of each individual in scrum time. The meeting can expect to run for 8 hours for a month-long sprint. While the time varies for different time spans, the main objective of the meeting
[08:01:33] are to establish the sprint goal and define the goal and process to achieve the task. Third one we have all over here is sprint review. Now team members practicing scrum framework meet with the stakeholders for feedback. The expected
[08:01:48] time for sprint review is for 4 hours and 4 week sprint. However, it also changes based on the sprint time frame. Next one we have all over here is sprint retrospective again involving the participation of each member. The ideal
[08:02:03] time is 3 hours. It focused on understanding weaknesses and strength of the team and its action. Now moving ahead let us discuss about what are scrum artifacts. So guys in scrum artifacts are the tangible items or
[08:02:19] documents created and maintained throughout the project to provide transparency track progress and support decision making. These artifacts serves as valuable tools for communication and collaboration within scrum team and with
[08:02:33] stakeholders. The primary scrum artifacts include the first one we have is product backlog which is a prioritized list of all the features, enhancements, bug fixes and other work items that need to be completed for the
[08:02:48] product. It is managed by the product owner and represents the requirement and vision of the product. Next one we have is a sprint backlog. It is a subset of product backlog that contains the list of users, task, stories or backlog items
[08:03:05] that the development team has committed to completing during the specific sprint. It is owned by the development team and guides their work for the duration of the sprint. Third one we have all over here is increment. The sum
[08:03:17] of all the completed and potentially shippable backlog items at the end of each sprint. It represents a tangible progress made by the development team during the sprint and serves as a measure of product's development status.
[08:03:30] These artifacts provide a clear understanding of the work to be done, track progress towards the project goals and ensure alignment with the team and with the stakeholders throughout the project life cycle. Now finally we have
[08:03:43] the burndown chart. So guys the burndown chart tells how we have progressed till now and what are the obstacles we have faced and how our product development has been achieved or what is the status. So guys I hope so you would have got a
[08:03:59] brief idea regarding scrum artifacts. Now let us move forward and try to understand scrum and agile. Basically, agile is a mindset or a philosophy that emphasizes the iterative development, collaboration, flexibility and customer
[08:04:14] feedback. It prioritizes delivering valuable software frequently and adapting to change rather than following a rigid plan. Where on other hand we have scrum which is a specific agile framework for managing complex projects
[08:04:28] commonly used in software development. It provides a structured approach to agile principles by defining roles, events, artifacts and rules that team follow to deliver increments of valuable product. Now, here are some of the key
[08:04:42] points illustrating the relationship between scrum and agile. First one is framework versus philosophy. Agile is a set of guiding principles while scrum is
[08:04:54] a concrete framework that operationalizes those principles into specific practices and rules. Second one we have iterative and incremental development. Both agile and scrum promote iterative and incremental
[08:05:08] development with a focus on delivering working software in short cycles. Third one we have is customer collaboration. Both agile and scrum emphasizes close collaboration with stakeholders including customers to gather feedback
[08:05:23] and adapt the product to changing needs. Finally, we have the self-organizing Finally, we have the self-organizing teams. Both agile and scrum advocate for self-organizing teams that are empowered to make decisions and adapt their
[08:05:37] process to maximize productivity and value delivery. I hope so you would have got a brief idea regarding scrum and agile relationship. So in summary, scrum is a specific implementation of agile principles providing structured
[08:05:53] framework for managing complex projects particularly in the realm of software development. While agile sets guiding philosophy, scrum offers concrete practices and roles to help team effectively and apply agile principles
[08:06:06] in their work. Now let us move on and discuss some of the benefits of scrum methodology. The first one that we have all over here is flexibility. Second one we have is transparency. Third one we have the risk mitigation and fourth one
[08:06:20] we have improved collaboration. Fifth one is there is a faster time to market. So these are some of the benefits of scrum methodology. Now let's move on and discuss some of the pillars and values for scrum. So guys, scrum as an agile
[08:06:35] framework is built upon a set of values and pillars that guides its implementation. These values and pillars serves as the foundation for scrum teams to collaborate effectively, deliver highquality products and adapt to
[08:06:49] change. Let's explore each one of them one by one. The first one that we have all over here is commitment. Scrum teams are committed to achieving their goals and delivering value to the customer. The commitment involves dedicating
[08:07:02] themselves to the work agreed upon in the sprint and doing their best to meet the sprint goal. Second one is focus. Scrum teams maintain focus on the work at hand and strive to avoid distraction by concentrating on the most important
[08:07:17] tasks and priorities. Teams can deliver valuable increments of work consistently. And the third one is openness. Transparency and openness are essential in scrum. Team members are encouraged to share information,
[08:07:31] challenges and progress openly with each other and with stakeholder. This fosters trust, collaboration and effective problem solving. Now let us move on and discuss some of the pillars for scrum. The first one that we have all over here
[08:07:46] is transparency. Transparency is one of the core pillars of scrum. It involves making all the aspects of work visible including progress, impediments and risk. By maintaining transparency, scrum teams and stakeholders can make informed
[08:08:01] decisions and collaborate effectively. Next one is inspection. Inspection refers to the regular assessment and evaluation of the product and processes. Scrum teams inspect their work and progress continuously looking for
[08:08:15] opportunities to improve quality, identify issues and adapt to changing requirements. Third one is adaptation. Adaptation is the ability to adjust course based on the insights gained from inspection. Scrum teams embrace change
[08:08:29] and use feedback to make informed decision about the product and processes. This flexibility enables them to respond repeat this flexibility enables them to respond quickly to new information and deliver greater value.
[08:08:44] By adhering to these values and pillars, scrum teams create framework for collaboration, continuous improvement and successful delivery of products in complex environments. So guys, that was all for today's video. I hope so you
[08:08:58] would have got a brief idea regarding what is scrum framework. Hey there fellow entrepreneurs. So picture this. You have got the killer product idea, right? [music] And naturally you want it to be like totally flawless before you
[08:09:10] launch it out into the world. But here's the thing. No matter how much you sweat over it, there's always going to be some hiccup or snag along the way. It's just the way the cookie crumbles, you know. But fear not, my friend, because there's
[08:09:25] a game changer [music] known as MVP. But what exactly is MVP and why does it matter? Well, let's start with numbers. Did you know that 42% of startups fail because there's no market need for their product? Shocking, [music] right? That's
[08:09:40] where MVP soups in as a gamechanger. By focusing on the core features and MVP allows companies to bring a product to the market quickly and test its viability with real users. [music] And get this, companies that prioritize MVP
[08:09:56] development are three times more likely to experience success with their product launches. In fact, [music] 78% of businesses say that MVP helped them learn what customer really wanted, leading to more successful iterations
[08:10:08] down the road. So whether you're brainstorming your next big idea or stick around as we unravel the mysteries of MVP. Also, if you are interested in advancing your career, consider SP
[08:10:20] professional product management course led by industry experts. This [music] essential skills and insights to excel as a product manager. Dive deep into the advancements through live sessions from strategic planning to product
[08:10:35] >> [music] >> Receive practical guidance and competitive market. Take the next step towards success and enroll now [music] dynamic world of product management. So without further ado, let's start.
[08:10:50] [music] So what is MVP? A minimal viable product or MVP is a strategy used in product development where a new product is launched with basic features enough to attract consumers attention. It's the simplest version of the product a
[08:11:04] company aims to bring to the [music] market. Whether it's a car, website, TV, or laptop. By offering the basic version, companies can gather feedback final product before its full release. [music] An MVP typically includes three
[08:11:18] features for [music] consumers to consider purchasing it, making it easier for the company to market. Secondly, it includes a feedback mechanism allowing users to provide input on the product.
[08:11:30] Lastly, it provides future benefits to early adopters, encouraging [music] them to try out the product ahead of others. Some of the fine examples of MVP is [music] Amazon. Believe it or not, Amazon began by selling used college
[08:11:43] textbooks. Their first version of the product was basic website for delivering books to students. As time passed, they grew their business to become the huge online store we see today. [music] Similarly, another fine example is
[08:11:56] Airbnb. Airbnb journey began with a bold idea. renting out air mattresses. Yes, [music] you heard it right. They kicked off with a simple website connecting travelers with host offering makeshift accommodations. This quirky start was
[08:12:09] their MVP that is minimal viable product. Slowly but surely, they [music] their problem, and expanded their horizons. It's a tale of humble beginnings turned into a global
[08:12:21] mattress could spark a revolution in travel? And there are many more examples like that. But [music] implementing the minimal viable product approach requires basics and launching it. It involves strategic planning to ensure its
[08:12:35] let's understand the benefits that companies get from MVPs. Creating [music] a minimal viable product can assist you in avoiding many potential deeply passionate [music] about your product. Understand the preferences of
[08:12:49] your target audience. When a company builds a minimal viable product, they make a basic version of their product to see what people like. By doing this, [music] they can learn what features or things their consumers prefer. It's like
[08:13:02] trying out different flavors of ice cream to see which one people like the most. Helps [music] create a better product. Yes, making an MVP lets companies test their ideas [music] quickly and see what works and what does
[08:13:14] not. This helps them make improvements and [music] build a better final product. It's similar to making a rough sketch of a drawing before making the final detailed version. Next is it helps to analyze the demand. With an MVP,
[08:13:26] companies can see how many people are interested in their product. If lots of people like it, they know there's a big demand. If [music] not many people are interested, they might need to change their plans. It's a bit like testing the
[08:13:38] waters to see if people want what you're offering. [music] Next is ensures quick release. Instead of spending a long time making a perfect product, an MVP [music] lets companies release something quickly. This means they can start
[08:13:50] getting feedback and making improvement sooner. It's like serving a simple version of a dish at a restaurant first and then making it [music] fancier based on the customer's sake. So this was about the benefits. Now let's talk about
[08:14:02] how to develop a minimal viable product. So first is understand your goals. Before starting to develop your minimal viable product, it's important to know what you want to achieve. Think about what problem your product will solve or
[08:14:15] people. Understanding your goals helps you stay focused and build a product that meets your objectives. [music] The next is study your market. Take some time to reach and understand the market where your product will compete. Look at
[08:14:28] similar products already available and see what makes them successful or what could be improved. By studying the market, you can identify opportunities and challenges helping [music] you tailor your MVP to better meet the needs
[08:14:40] of your target audience. Next is consider the product features. Think product needs to have in order to address the problem or provide the benefit you identified. Keep the features simple focused on solving the
[08:14:52] benefit. Avoid adding too many features at this stage as the goal of an MVP is to create something basic that you can test and iterate upon based on the user feedback. The next is gather feedback early and often. Once you have developed
[08:15:06] your MVP, don't [music] wait too long before sharing it with the potential customers. Gather feedback as early as possible by letting people try out your product and asking [music] for their thoughts. This feedback will help you
[08:15:18] understand the aspects of your MVP and are working well. What areas need adjustments and iterate [music] quickly. The next is iterate based on feedback. improvements to your MVP. [music] This might involve adding new features,
[08:15:33] refining existing ones, or even pivoting in a different direction based on what you learn from the users. The [music] key is to be flexible and open to making changes based on the feedback you receive. As this will help you create a
[08:15:46] needs of your target audience. By following these steps, you can develop a minimal viable product that efficiently addresses a specific problem or need in the market while also allowing you to gather valuable feedback and iterate
[08:15:59] towards a more refined and more successful product over time. All right [music] guys, with that we have come to the end of this video. If you like this hope it really helped you all. Thanks for watching. Stay safe and keep
[08:16:12] becoming a certified project manager, then you are at the right place. This need to know about the project management professional certification. We'll cover all the important stuff like how to start a project, how to make sure
[08:16:26] it goes smoothly, and how to finish it strong. By the end of this video, you'll have all the skills and knowledge to lead projects like a pro and stand out in your career. Now before we move on, let us discuss our agenda for today's
[08:16:40] session. But before that, I request you guys that do not forget to hit the subscribe button and click the bell icon for future updates. So we are going to start our session with an introduction to what is a PMP certification. Moving
[08:16:52] ahead, we are going to discuss about advantages of PMP certification. Then we Moving ahead, we'll also discuss about skills you'll develop. Then we are going finally we are going to conclude our session with a discussion on cost of the
[08:17:08] certification. So let's start with what is PMP certification. PMP stands for project management professional. The PMP certification is a globally recognized credential offered by the project management institute PMI. It
[08:17:23] demonstrates a professional's competency in project management processes, techniques, and methodologies. To attain the PMP certification, candidates typically need to meet certain educational and professional experience
[08:17:36] requirements, pass a rigorous exam, and agree to adhere to PMI's code of ethics and professional conduct. The certification exam covers various aspects of project management including project initiation, planning, execution,
[08:17:51] monitoring and controlling and closing. Having a PMP certification can enhance a potentially leading to better job opportunities and higher salaries in the
[08:18:03] field of project management. It's a valuable asset for anyone looking to advance their career in project management. I hope so you would we got brief idea regarding what is PMP certification. Now let's move on to PMP
[08:18:17] certification advantages. The PMP certification cost is high because it is a globally recognized certificate. A professional certified by PMI can land a undoubted edge over other job candidates. A PMP certification benefits
[08:18:34] professionals in the following ways. New skills. Preparing for the certification forces you to brush up on previously learned project management skills while introducing you to the latest industry tools, concepts and skills that are in
[08:18:48] high demand. Professional development. As a PMP certified professional, you will get various opportunities to network with other PMI members who are industry experts and broaden your career prospects. Higher salary. According to
[08:19:03] PMI statistics, certified professionals are the first preference for any role and earn 20% more than their non-certified counterparts. Job commitment. Preparing for the PMP exam, passing it and achieving the certificate
[08:19:17] demonstrates your dedication and commitment toward the job. I hope so you would be got brief idea regarding certification advantages. Now let's move on to job roles. Having a PMP certification opens up various job
[08:19:31] opportunities across industries and sectors. Here are some common job roles for individuals with a PMP certification. One, project manager. The most obvious role. PMP certified professionals often work as project
[08:19:46] managers leading teams to successfully execute projects from initiation to execute projects from initiation to completion. Two, program manager. Program managers oversee multiple related projects and ensure they align
[08:19:59] with organizational goals and objectives. PMP certification equips professionals with the skills needed for this role. Three, portfolio manager. Portfolio managers are responsible for managing a collection of projects or
[08:20:14] programs to achieve strategic business objectives. PMP certification provides the necessary knowledge to effectively manage portfolios. Four, project coordinator. Project coordinators assist project managers in planning, executing,
[08:20:29] project managers in planning, executing, and monitoring project activities. PMP certification demonstrates competency in project management principles and project management principles and practices. Five, project consultant. PMP
[08:20:41] certified professionals may work as consultants offering expertise in project management methodologies, processes and best practices to organizations seeking to improve their project management capabilities. Now let
[08:20:54] us discuss about the skills we are going to develop after completing PMP certification. Completing the PMP certification equips individuals with a essential for successful project
[08:21:08] management across various industries. Here are some of the key skills one would develop. One, project planning. PMP certification provides a thorough understanding of project planning processes including scope management,
[08:21:22] scheduling, resource allocation, and risk management. This skill ensures that projects are effectively planned to meet objectives within constraints. Two, leadership. PMP certified professionals learn leadership skills to motivate
[08:21:37] teams, resolve conflicts, and foster collaboration among project stakeholders. Effective leadership is crucial for guiding teams toward project success. Three, communication. Clear and
[08:21:50] effective communication is vital in project management. PMP certification emphasizes communication skills for conveying project goals, expectations, and updates to team members, clients, and other stakeholders. Four, risk
[08:22:05] management. Identifying, assessing, and mitigating risks is a critical aspect of project management. PMP certified professionals learn techniques for risk identification, analysis, and response planning to minimize project
[08:22:19] planning to minimize project disruptions. Five, time management. PMP certification teaches time management skills to ensure projects are completed within schedule constraints. Professionals learn to develop realistic
[08:22:32] project timelines, prioritize tasks, and manage deadlines effectively. Overall, completing the PMP certification not only demonstrates proficiency in project management processes and methodologies, but also equips individuals with
[08:22:47] valuable skills that are essential for successfully leading and executing projects in today's dynamic business environment. Now, let us discuss about environment. Now, let us discuss about the PMP exam details. The PMP exam is a
[08:22:59] rigorous assessment designed to evaluate a candidate's knowledge and principles, processes, and best practices as outlined in the project management body of knowledge PMP guide published by the project management
[08:23:13] institute PMI. Here are the key details about the PMP exam. One, exam format. The PMP exam is a computer-based test consisting of 180 multiplechoice
[08:23:25] consisting of 180 multiplechoice questions. Out of these 175 questions are scored while the remaining five are pre-EST questions used for future exam development and do not affect the candidate score. Two, exam content. The
[08:23:39] exam content is based on the PMBB guide and other reference materials designated by PMI. It covers five domains of project management. initiating, planning, executing, monitoring and controlling, closing. Three, exam
[08:23:56] duration. The PMP exam has a duration of 230 minutes, 3 hours, and 50 minutes. This includes the time for completing the exam and a 10-minute break if the exam and a 10-minute break if desired. Five, exam eligibility. To be
[08:24:11] eligible to take the PMP exam, candidates must meet certain educational and professional experience requirements set by PMI. As of my last update, the general requirements include a four-year degree, bachelor's or global equivalent,
[08:24:26] and at least three years of project management experience with four 500 hours leading and directing projects plus 35 hours of project management education or a secondary degree, high school diploma, associates degree, or
[08:24:41] global equivalent with at least five years of project management experience with seven 500 hours leading and directing projects plus 35 hours of project management education. It's essential for candidates to thoroughly
[08:24:55] review the exam handbook and familiarize themselves with PMI's policies and procedures before scheduling and taking the PMP exam. Now let us discuss about the PMP certification cost. PMP certification costs. Wondering what the
[08:25:11] cost of quality PMP is. PMP cost incurred to earn 35 pas varies from country to country from dollar 300 to dollar 5,000 re-examination fee dollar 5,000 re-examination fee structure for PMI members dollar 275 for
[08:25:26] structure for PMI members dollar 275 for nonPMI members dollar 375 a person choosing to become a PMI member at the time of application will have to shell time of application will have to shell out a PMP price of $1555
[08:25:39] and the membership fees Interestingly, even if a person doesn't wish to become a PMI member, HESH will anyway have to pay the same PMP exam fee. Hence, we recommend you to apply for the PMI membership option so that
[08:25:55] paying your PMP course fee is more practical. After going through the PMP certification cost, let us next learn what exactly is its renewal fee. >> What is agile? Agile is a project management methodology that emphasizes
[08:26:09] iterative development where requirements and solutions evolve through the collaborative effort of self-organizing and cross functional teams and their customers and users. It advocates adaptive planning, evolutionary
[08:26:21] development, early delivery and continual improvement and it encourages flexible responses to change. And now have a look at diagram. The diagram is a visual representation of the agile software development cycle. It
[08:26:34] illustrates the nonlinear iterative approach of agile methodology consisting of five key phases. Plan. Identify the project goals, scope, and what needs to be done during the sprint. Design. Work out how the features or functionality
[08:26:49] will look and how they will work. Develop. Build the actual features based on the design. Test. Check the new features for bugs and ensure they work as intended. Review. evaluate the progress and work done often with
[08:27:03] stakeholders to get feedback. The central part of the diagram labeled agile methodology indicates that these phases are part of a cycle that repeats with each sprint or iteration. After the review phase, the cycle can begin again
[08:27:16] with a new plan phase where the feedback received is used to improve the next iteration. The arrows demonstrate the continuous movement from one phase to another in a loop reflecting the dynamic nature of agile development. The arrows
[08:27:29] outside the circle plan, design, develop and launch could signify the broader stages of the project from inception to the final launch providing a general context for the iterative cycles within. Now let's understand what is waterfall.
[08:27:43] Definition. Waterfall is a linear and sequential project management methodology where each phase of the project life cycle must be completed fully before the next phase can begin. This method is characterized by a strict
[08:27:56] procedural flow making it straightforward and predictable. Now let's have a look at the diagram. This diagram outlines the phases of a typical software development process often referred to as a life cycle. Here's a
[08:28:09] concise explanation suitable for a beginner. Requirement gathering. This is where you decide what the software should do collecting all the necessary requirements. Analysis. In this step, you examine the requirements to
[08:28:22] understand them thoroughly and to identify any potential issues or areas needing more clarity. Design. Based on the requirements and analysis, you create a blueprint or design for the software detailing how it will work and
[08:28:35] what it will look like. Coding. This is where developers write the actual code for the software, turning the design into a functioning program. Testing. The software is rigorously tested to find and fix any errors or bugs to ensure it
[08:28:49] meets the original requirements and is of high quality operations. Finally, the software is ready for use and goes into operation. This stage also includes maintenance and updates as needed. Now let's start with the difference between
[08:29:04] agile VS waterfall methodology. First on the basis of process. Agile. The process is iterative which means it repeats with adjustments over time. Development is cyclical allowing for revisiting and revising any step as needed. Waterfall.
[08:29:20] The process is linear proceeding through a sequence of steps that flow downwards like a waterfall from requirements gathering to deployment with no return to previous steps. Flexibility. Agile. Agile is very flexible. It not only
[08:29:34] allows but expects requirements to evolve and change which it can accommodate at nearly any stage of the project. Waterfall. Waterfall is inflexible after the initial stages. Once requirements are defined and the
[08:29:47] project has begun, changes are disruptive and often lead to increased costs. Customer collaboration. Agile. Continuous customer involvement is crucial for agile projects. Regular feedback is sought to ensure the product
[08:30:00] meets the customer's needs and expectations. Waterfall. Customer involvement is typically limited to the beginning requirements gathering and the end acceptance testing of the project. Delivery. Agile. Agile delivers work in
[08:30:14] small usable segments validated by the customer often resulting in a series of incremental releases that build up to the final product. Waterfall. Waterfall delivers the complete product at once after it has passed through all the
[08:30:28] sequential phases and is fully complete. Team structure. Agile. Teams and agile varied skills that collaborate throughout the project. This cross functionality encourages innovation and rapid problem solving. Waterfall.
[08:30:44] Waterfall teams often work in phases or silos where each team's work is dependent on the previous phases completion. Collaboration across different functions is more structured and formal. Testing agile testing in
[08:30:57] agile is ongoing and occurs concurrently with development. This allows for immediate feedback and issue resolution. Waterfall. In waterfall, testing is a distinct phase that happens after the development phase is complete which can
[08:31:12] delay the discovery of issues. Documentation. Agile documentation is kept as lean as possible to save time and resources emphasizing the working product over comprehensive documentation. Waterfall waterfall
[08:31:25] requires thorough documentation before any design or development begins serving as a blueprint throughout the project life cycle. Embrace of change. Agile Agile methodologies embrace change viewing it as an opportunity to improve
[08:31:39] the end product continuously. Waterfall. Waterfall methodologies resist changes post the initial stages due to the high cost and time required to accommodate them. Risk management. Agile. Agile allows for early detection of issues and
[08:31:54] risks due to frequent testing and customer feedback, facilitating more effective risk management. Waterfall. Risks in waterfall are usually identified and managed during the testing phase or if a risk becomes a
[08:32:07] reality, often leading to more significant overhauls at a later stage. Focus. Agile. Agile focuses on delivering a product that satisfies the accommodating changing requirements throughout the process. Waterfall.
[08:32:22] Waterfall focuses on strict adherence to the initial project plan with an within the plan schedule and requirements. These explanations should understanding of the two methodologies highlighting not just what they are but
[08:32:37] also the practical implications of choosing one over the other for a given project. Now let's examine choosing between agile and waterfall methodologies depends on the specific context of the project the requirements
[08:32:50] of the stakeholders and the nature of the work to be done. Here's a guideline on when to use each. Use agile when requirements are unclear or expected to change. If the project scope isn't fully understood or if you expect changes
[08:33:04] during development, agile allows for flexibility and adaptation. Client collaboration is important. Projects where frequent client feedback is desired or necessary benefit from agile's iterative approach. The product
[08:33:17] needs to go to market quickly. If there's a push for the minimum viable product MVP to be released quickly, agile allows for faster and incremental releases. The project is complex and high risk. For projects where risks need
[08:33:31] to be identified and addressed quickly, agile facilitates rapid issue identification and resolution. Team empowerment is a priority. Agent supports self-organizing teams that can make decisions on the fly, which can
[08:33:44] lead to higher satisfaction and productivity. Use waterfall when requirements are clear and stable. If the project's requirements are well understood and unlikely to change, waterfall provides a structured
[08:33:56] approach. Regulatory documentation is required. In industries where detailed documentation is required for compliance, eg healthcare, construction, aerospace, waterfalls emphasis on documentation is beneficial. The client
[08:34:09] prefers to see the complete product. Some clients may be more comfortable with reviewing and approving the final product. Rather than being involved in every iteration, project complexity is manageable. For simpler projects or
[08:34:22] projects where the technology and solutions are well understood, waterfall can be more efficient. Sequential nature is required. Projects that need to be executed in a linear fashion. For instance, when one phase truly cannot
[08:34:35] start before the previous one is complete align well with waterfall. It's important to note that some modern project management practices involve blending agile and waterfall into a hybrid approach, taking elements of both
[08:34:47] to suit the project's needs. For instance, a project might begin with a waterfall approach for establishing clear specifications and then switch to agile to develop incremental portions of the product. This combination can
[08:35:00] of waterfall with the flexibility and adaptability of agile. We shall now see the steps in agile project management. The goal of agile methodology is to produce shorter development life cycles and more frequent product releases than
[08:35:15] management. So we will now check six steps in agile project methodology. The first step in the process is project planning. Project planning includes feasibility study, development of scope, breaking the project into executable
[08:35:29] tasks or sprints and then estimating the amount of time needed to complete those sprints. The second step is the step of road map creation. A road map is a plan of action that shows how a project shall evolve over time. A list of all the
[08:35:42] features that the final product should have is created and the steps to achieve those features are taken. The next important step is release planning. Since we are doing the project keeping in mind the agile project methodology,
[08:35:54] the project will complete in sprints. That means there will be the release of features at the end of each cycle and unlike the traditional waterfall model, the development cycles will be smaller. The fourth step in agile project
[08:36:06] management is sprint planning. The sprints are made keeping in mind what all is to be accomplished in that particular step. At the beginning of each sprint, the goal of that sprint is decided and steps to achieve that goal
[08:36:18] are taken. The next step in the process emphasizes on daily meetings. There are short meetings every day to discuss if the team was able to finish the task for each sprint and check if there are any amendments that are required. Each team
[08:36:33] member talks about what they achieved in the last sprint and what are they going to work on in the next sprint. The last step is the step of sprint review and retrospective. There are two meetings after each sprint. First meeting is for
[08:36:46] the stakeholders to show them the finished product. This helps both sides to build a relationship and discuss if there are any issues in the end product. sprint retrospective. This meeting
[08:37:00] what went well and what went wrong during the sprint. Sprint retrospective takes place after the sprint review and before the next sprint planning. Now when we know the steps needed for agile
[08:37:12] project methodology, we must understand some agile project management frameworks. There are several frameworks available today. Here we will be discussing some of the most popular frameworks. The first framework we will
[08:37:24] discuss is the canban framework. Canben framework is a well-known framework for implementing agile software development. In the case of canban framework, work items are represented on the canban board which helps all the team members
[08:37:38] to see the state of every piece of work at any time. Canman board not only helps in visualizing the work but also optimizing the workflow among the team. The next framework we will discuss today is the scrum framework. Scrum framework
[08:37:52] is a popular framework for managing complex knowledge work like in the field of research and advanced technologies. Scrum is a simple framework that helps team work together and learn through their experiences gained while working
[08:38:06] on a problem. The third framework we will see today is the hybrid framework. The hybrid framework is a combination of agile methodology and non-aggile methodology. In the case of a hybrid framework, planning is done using the
[08:38:19] traditional way of project management while the execution and delivery is done using the agile methodology. Since the hybrid is a combination of the two, it handles the requirement changes and delivers the product in different
[08:38:32] framework we will see is the lean framework. The lean framework works on the principle of providing maximum customer value and creating zero waste. It focuses on optimizing the flow of products all through the value stream.
[08:38:46] This helps in eliminating waste all through the process and create processes that requires less human efforts. This also simplifies the process of information management and makes it more accurate. Finally, let's have a look at
[08:39:00] some companies that have opted for agile project management. Today, around 22% of the organizations worldwide have all their teams working on the principle of agile project methodology. Did you know that IDC has confirmed 30 to 35% of IT
[08:39:16] projects still fail? The major reason behind the failure of software development projects is due to poor communication, poor management by senior authorities, employer resistance and insufficient funding. To avoid these
[08:39:30] problems, businesses prefer customercentric innovation techniques such as design thinking and agile methodology. These concepts have similar techniques such as gathering user feedback,
[08:39:42] following an iterative approach of the model that results in a better idea. With such benefits, designers avoid errors and result in faster and reliable output. However, these two concepts are not interchangeable. Hi, welcome to
[08:39:58] we'll be discussing the design thinking and agile development. Let us see how these two techniques can be implemented together. Now without further ado, let's get started with the tutorial design thinking and agile. Today we will be
[08:40:14] thinking and agile. Today we will be looking at what is design thinking, what looking at what is design thinking, what is agile, design thinking explained, design thinking and agile. So the first topic, what is design thinking? Design
[08:40:29] thinking is extremely helpful in solving problems that are illdefined or unknown. It is an iterative method that helps resolve user issues or redefineses resolve user issues or redefineses problems with the best solutions. Next,
[08:40:43] let us understand what is agile. Agile is a set of methods and practices that focuses on iterative development. Also, requirements and solutions are
[08:40:55] obtained due to self-organizing cross functional teams collaborating. If the battle, what if you could do that for [music] free? Visit skill up by simply learn. Click on the link in the description to know more. [music]
[08:41:10] Moving further, let us understand what is design thinking in detail. Design thinking requires designers to step into their customers shoes and try to find a solution to their problem with empathy. The process also helps resolve user
[08:41:25] issues by redefining problems and providing the best solutions. Design thinking covers five stages. They are empathy, define, ideulate, prototype, and testing. Let's talk about empathy first. The
[08:41:42] initial step to follow in the design thinking process is to pay attention to the client's requirements. A designer or its team should consider the user requirements. In short, they should step into their shoes and try to find the
[08:41:55] solution to their problem in the best way possible. Without the empathy stage, the design process lacks all important usercentric quality which helps a designer reach the success stage rather than failing. [snorts]
[08:42:11] Next comes the define stage. The define stage will encourage the team to gather useful techniques in order to solve challenges with the least difficulty. An individual will start to progress to the third stage that is the ideate stage
[08:42:27] by asking relevant questions to encourage the person to develop ideas and solutions. Next is the ideate stage. This phase gives priority to creativity and ideation. In this stage, the designers
[08:42:41] will be performing ideation sessions and searching for new ideas. In simple words, the phase focuses on creative and curious activities such as brainstorming activity. Next is the prototype stage. In this phase, we can experiment and
[08:42:56] modify the errors found in the product. This phase is a mini version of the product. It validates solutions and tries to resolve obstacles. This stage has two prototypes. One is low fidelity and the other one is medium fidelity.
[08:43:12] Finally comes testing. This stage gives importance to user feedback based on the prototypes we have created. Basically in this stage the user's feedback on the prototype stage is considered and improvements are made. That was all
[08:43:26] about the five stages in design thinking process. Moving forward let us see how design thinking and agile can be implemented together. While design thinking and agile are applied separately, the two strategies
[08:43:40] can be implemented together as well. A majority of IT companies have begun to utilize agile in conjunction with design thinking. Whereas agile methodology is a practice of solving problems and design thinking is an approach to find user
[08:43:55] problems. For teams looking to leverage agile and design thinking for the first time, here are a few recommendations to focus on. Let us see the first topic. Begin at a small level. It means focus on high
[08:44:11] value low-risk opportunities in order to earn better solutions using design thinking and agile together. Then with better results take on more challenging initiatives. Next is invest in your research. It means ensure the entire
[08:44:27] research. It means ensure the entire design team understand the end user. Suppose there are any existing data. Start by testing some ideas. Start the design thinking process by building a map of the user's journey. As a result,
[08:44:42] it encourages team members to focus on empathize phase and discover new solutions. Next, focus on a clearly defined problem statement with sprint. Start design thinking in sprint zero. Encourage the
[08:44:57] entire team to understand the problem statement and build a useful design framework. Then build a production team culture. Form a core design and development team. Teams such as decision makers, UX
[08:45:12] Teams such as decision makers, UX researcher, designer, visual designer, scrum master, developers, and quality analysts. Do not exceed the team to more than 10 members and make sure every professional has an equal say. Create an
[08:45:29] environment that supports collaboration across departments like a successful across departments like a successful design solution. Next is optimal use of design thinking. Use design thinking during the first stage of project
[08:45:42] development and then apply it whenever an important feature has to be developed. Next comes design patterns and maintain a good user experience. This stage helps in minimizing design and development time. Design patterns
[08:45:57] work as building blocks encouraging team members to remove lower level design decisions. The patterns created should be accepted by the entire team and should be easily implemented. Finally comes periodic testing based on the
[08:46:13] characteristics of the project. Set up a testing schedule. The time can be testing schedule. The time can be scheduled once in 4 days or once during Test simple prototypes to eliminate errors and understand the viability of
[08:46:26] ideas during the early stages. Test the working software and evaluate the result for a better output. So this would help the people who actually needs to know something some important details about agile and associated details. So that
[08:46:41] can help them to understand the agile and agile methodologies the tools related to agile better. So explain agile in brief. If this is the question, what would be the typical answer? So the term agile refers to ability to move
[08:46:56] quickly and easily by becoming more flexible and adaptable. So most of the times I have seen people say whenever I ask the question what is agile they say agile is a methodology. The term agile itself is not a
[08:47:09] methodology. It actually refers to this flexibility, adaptability. So all those methodologies which are there defined for agile for example scrum. So they have an approach towards to become agile and do the projects in agile way. So
[08:47:25] this requires adaption and adoption of continual changing scenarios in modern dynamic business environment which means required because of the changing business environment. The dynamics to
[08:47:39] quickly adapt to the change to become flexible agile approaches are required. It is very essential for organization to become agile for their sustenance and growth. There are various agile methods and practices that focuses on iterative
[08:47:53] development. Typically any agile methodologies follows iterative approaches. Requirements and solutions are obtained through self-organizing crossunctional teams collaborating. So collaboration is very important. Any of
[08:48:06] the agile methodologies we come across we speak about crossf functional self-organizing teams. So this is the basic details one should know when they hear the term agile. So question number two explain the difference between a
[08:48:20] traditional waterfall model and agile testing. So when we say agile and testing. So when we say agile and waterfall it has two different dynamics altogether. So agile model is a continuous iteration life cycle model
[08:48:34] for developing and testing software. Whereas waterfall is linear sequential life cycle model for developing and testing the software. So similarly the rigidity. So agile methodologies is flexible way of
[08:48:48] building a software which provides lot of flexibility. Whenever there is a change adapting to the change will come very easy adapting and adopting for the change scenario. Whereas in waterfall methodology it is bit difficult. It is
[08:49:00] rigid because it is very much structured. any changes which comes in adopting that and changing things to according to the change dynamics requires changing many things which makes it very tedious and rigid. So
[08:49:13] thirdly collaboration. So agile model is highly collaborative that's what it approach considers mainly towards software development where involvement of all the members involvement of all the members like customers uh uh maybe
[08:49:27] the members like customers uh uh maybe the team members the project managers so required so that things can be handled better. So whereas waterfall model generally don't insist on that. So it is least flexible and follow sequence of
[08:49:41] least flexible and follow sequence of steps which are predefined and that doesn't allow the team to collaborate. Even the collaboration happens it will have a limitation because everything is defined and one has to follow it and
[08:49:53] comply to it. There is no uh opportunity or options to change anything so easily when it comes to waterfall model. Then processes the entire process of development is divided into iterations which are of short period. So that in
[08:50:07] each of these iterations the working model working piece of that uh product will come out. So in waterfall approach the software development process is broken down into several phases sequential phases linear phases. So
[08:50:21] things which has to be delivered in each of the phases are very well defined and accordingly it happens. So changes changes may be made even after the initial planning is completed. In agile approaches or in agile uh whenever
[08:50:34] whoever follow agile it is easy to adopt to that change scenario. Whereas in waterfall approaches development requirements cannot be changed once the become difficult because everything is defined in comprehensive way detailed so
[08:50:50] that small changes may impact other parts of the the products or descriptions which is defined. So software development is a collection of many different projects which can happen in agile whereas waterfall software
[08:51:03] development is completed as a single project or deliverable. So testing testing is performed in same iterations as programming or building. So within working product all the testing will be done within that so that one would be
[08:51:17] fully informed about that product which is being developed in that iterations so that users can give the feedback quickly. Whereas testing phase is separate in waterfall approaches. But however
[08:51:29] testing can be built in parallel in waterfall also if it is planned that way. But still it does not give that flexibility as it is there in the agile available to the users to give their feedback. So that necessary corrections
[08:51:43] cannot be made. So whatever testing reveals in waterfall methodologies the limiting to their understanding. Whereas in agile since users are very closely involved, working model is ready. So the feedback is straight from the users in
[08:51:58] their perspective so that corrections can be made and ultimate product will be very much useful to the people who are going to use that product ultimately. So question number three, what are some important parts of agile process?
[08:52:12] principles that need to be followed to make a process of agile. So one is customer satisfaction. So very much important one has to ensure customer is satisfied. Customer sees the product,
[08:52:26] gives the feedback, they uses it, gives the feedback, necessary corrections are made in time so that quick delivery of the product can be made according to the requirement of the customers which would result in high customer satisfaction.
[08:52:41] Then changing needs. So agile welcome changes. So any changing needs will be addressed even late in the development processes in the entire life cycle of the project wherever the change comes in taking the changes making that necessary
[08:52:56] changes will be easier when it comes to agile delivery frequently. So ensuring software is delivered frequently focusing on shorter time scales which is
[08:53:08] very well understood the full clarity of the product and the working piece of the product will come out of the iterations. So as I mentioned earlier as well quick feedback from the users will also obtain so that products which are delivered
[08:53:21] will be as per the customer requirement. So agile approaches helps that way work So agile approaches helps that way work together. So agile manifesto emphasizes on working together collaboration so that each one of them contributes. So
[08:53:36] developers and business individuals has to work together through the course of the project so that necessary outcome can be created. So motivated team. So projects need to be built around motivated individuals
[08:53:49] and they must be trusted to get the job done. So as I mentioned in the previous point, collaboration is very important. So we cannot ignore team as well who actually actively involved in creation of those products. So they should be
[08:54:01] motivated and their active involvement is very much required. Face-to-face [snorts] conversation is most efficient means of communication. So since the agile methodologies whatever is defined actually emphasizes on having the
[08:54:14] face-to-face conversation collaborating better contributing proactively and involvement proactively is very essential. So conversation communication plays a very important role. So working software
[08:54:27] working software is a primary measure of progress which will be delivered in each of the iterations so that users can give the necessary feedbacks. So constant the necessary feedbacks. So constant peace agile process promotes sustainable
[08:54:39] development because all the products which are being developed used feedback which are being developed used feedback obtained are in real time. So people actually know what is being produced and what is that they can expect as it
[08:54:51] progresses. So clarity is also one of the things and that pace has to be maintained and agile approaches helps to accomplish it. So good design agility can be improved by focusing on technical excellence and good design as you
[08:55:06] progress as the changes comes in as you adapt and adopt. So since it has the flexibility technically as well as process wise as well as any of the configuration wise it is easy to do the necessary changes and have the design
[08:55:20] which is required to accomplish the ultimate results. Simplicity the amount of work that's not being done needs to be minimized. So we say simplicity is the ultimate sophistication means what is that required to be done consider
[08:55:35] only that not anything else above or below that. So whatever we may require to do focusing on that the minimum thing what need to be done will be done and approach. Self-organized the team is
[08:55:49] self-organized. So self-organized teams provides best architectures, requirements and design because they having various different capabilities come together, contribute together with their capability with a different
[08:56:03] capability multi-skilled as well will be present in the self-organized team. Reflect and adjust effectiveness can be improved by the team regularly reflecting on it because as I mentioned earlier in every iterations there are
[08:56:17] feedback obtained. testing is being done in each of the iterations as it progresses. So this will help us in uh terms of providing the insight towards how is it progressing. So that will help in quickly doing the necessary
[08:56:29] corrections which are required to be done. So next uh question number four explain iterative and incremental development in agile. So incremental development when we say the process is divided into many small workable
[08:56:45] increments. So which can be done one after the other. Each successive increment builds on the top of the work done in the previous increments. Over time functionalities are added based on what was already created. So
[08:56:59] iterative development involves the development of system by following repeated cycles or iterations. Based on the results from the most recent iterations of the process, changes are made. This helps the project evolve over
[08:57:12] time. So the term evolve is the one which one should keep in mind. It is not that I'm just going that is my destination. Yes definitely that is a destination. While progressing there are a lot of variations which happens those
[08:57:25] variations has to be considered and accordingly the necessary deviations or and things to be progressed further which is very important because of this iterative approach. It helps to become adaptable and flexible to adjust to
[08:57:42] these varying conditions. So that's where project should evolve. It cannot go in a straight line. It has to evolve based on the variations while progressing towards the destination or the results what we are supposed to
[08:57:54] accomplish. So agile definitely iterative plus incremental. So agile involves consideration and creation of working product in an iterations which is part of the overall final
[08:58:07] product. So the consolidation of all the products which are produced in each of the iterations will become part of the ultimate results ultimate product. Each iteration is an enhanced working increment of the final product. This
[08:58:21] process continues until all the products functionalities are satisfied. So organizations and user can use and experience the product and provide feedback that can be incorporated into next iterations. So each iterations when
[08:58:36] the working product is produced those things are used by the users experience functionality and based on the requirement what they're supposed to
[08:58:48] fulfill. They may also give the feedback for necessary corrections or they add minimum requirements what is being fulfilled by this product. Maybe some earlier there is an opportunity to express at this point in time to state
[08:59:03] we can involve some of the features of these kind in the next iteration so that we can able to make this product better. So such kind such a conversation the incremental iterative approach helps or allows or provides that opportunity to
[08:59:17] express So causing product road maps to be built, produced, tested and confirmed before the next iterations. So that's why before we move to next iterations, there will be better clarity in terms of
[08:59:30] to produce further and what is that modification we're supposed to do so that product can ultimately fulfill the requirements. So question number five, what are the different types of agile methodologies?
[08:59:44] So there are various kinds of uh agile methodologies. Some of them are briefed here. So let us go through them one by one. Extreme programming. So it is a framework that enables team to create high quality software and improves their
[09:00:00] quality of life. It enables software development with appropriate engineering development with appropriate engineering practices. So next is canvan. This method is used to design, manage and improve the flow of systems.
[09:00:14] Organizations can visualize their flow of work limiting their work in progress. So basically KBAN comes from the Toyota system. So here when we use the term workflow, the work in progress. So this will help in terms of monitoring what is
[09:00:29] happening, what work is in progress, what work is completed and it gives us a visualized system. So one can see it what is happening. So it also enables the individuals who are doing it to know what is that pending against them and
[09:00:45] they can pick it up, pull it up and then complete it. Lean lean is a set of tools and principles that aims to identify and remove waste to increase the speed of process development. It focuses on maximizing value of to the client
[09:01:00] maximizing value of to the client ensuring waste is minimized. So lean principles lean approaches says the flow in a flow if there is any bottleneck that needs to be removed. So this bottleneck would limit the flow and that
[09:01:15] would add towards the waste. So identification of the waste the the reason for that creation of the waste or who is a contributor of the waste and eliminating those causes and moving forward. This will help in smoothening
[09:01:30] the flow at the same time improving the system for better outcome. So that's where lean has become popular and well acknowledged. So scrum is a framework
[09:01:42] that is used by teams to establish a hypothesis, try it out, reflect on experience and adjustments. It is used to enable teams to incorporate practices from other frameworks depending on the team's requirement. So that's about
[09:01:56] scrum. Scrum is bit popular and it is mostly used for smaller projects. The bigger the project more complex I think scrum would not help but scrum is very popular uh in software development organizations. So where uh it has a
[09:02:12] organizations. So where uh it has a simple uh five events, three roles and uh three artifacts. So it helps uh to adopt and uh adapt to the changing conditions and it has become a proven practice. Now crystal crystal is an
[09:02:27] approach to software development that focuses on people and their interactions rather than tools and processes. It is aimed to streamline processes and improve optimization. It works on principle that projects are unique and
[09:02:41] dynamic. So next question what are the principles of agile testing? So testing continuously to ensure the product improves continuously. So as we know when we progress when we adopt when we follow agile approaches there is a
[09:02:58] reason because we need to able we should be able to respond to that changes quickly. We should be able to understand what is going right what is not quickly and do the necessary correction then and there itself. So testing continuously
[09:03:12] become very important because as we develop as we test we can reveal any of the issues any of the uh defects in the product what we develop so that it reveals so obtain feedback continuously to ensure the product meets business
[09:03:27] performance does this features functionality of the product is helpful to accomplish that business requirement. So this feedback comes from the customers and users when we produce that working piece of the uh product. So all
[09:03:41] team roles testing development etc need to be involved in testing process. So one cannot work in isolation. There should be very uh good collaboration working together complementing to each other very essential to become agile. So
[09:03:56] the active involvement of business teams and representatives can provide quick feedback for each iterations. So clean and simplified code ensures it is defect The documentation created must be limited into a particular iterations. So
[09:04:13] the documentation will be very comprehensive for the entire project. But the moment we speak about agile, the documentation will get limited to what is being produced in that iterations which is very important. So what is
[09:04:27] being produced in iterations and that is based on the actually what is produced something I plan in for that iterations some changes happens we developed it created it. there is a feedback which is coming up. Documentation is limited to
[09:04:42] that. So corrections which can be made to the documentation will be easier and quicker. So along with development and implementation testing is done to ensure the product is defect free. Continuous involvement of users ensures the final
[09:04:56] product matches their requirement which is ultimate uh need. So question number seven, what are some agile metrics that need to be focused on? So some of the popular metrics which are
[09:05:10] used are measuring burndown of deliverables which is usually represented using burndown charts. Similarly we have burnup chart also Similarly we have burnup chart also where as we complete the task the height
[09:05:26] of the bar keeps increasing in burnup charts but most popular is burnd down so that what is to be delivered will be easily visible. So the velocity, lead easily visible. So the velocity, lead time, cycle time, code quality,
[09:05:40] code covered in unit test, deployment success rate, net promote score. So these are the basic metrics which are really needed when we are speaking about the velocity and speed at the same time how quickly we are able to
[09:05:54] produce what is supposed to be done and planned. Are we going accordingly or planned. Are we going accordingly or not? So this will help in terms of uh making our job as per the need. So metrics has to be selected very
[09:06:07] carefully. So metrics is not just a number. It should have an interpretation and that interpretation should actually complement to the business needs and requirements. So metric should have an description of what is this measurement
[09:06:20] is all about and what is that we are going to understand from that measuring that metrics. So next is what is cananban? So canban system is visual system which helps better management of work as work moves through processes.
[09:06:35] So it is it visualizes and provides visibility into the process workflows and works passing through the processes. So when you say is a vis which is a visual system. So there will be board or a display system where each of the tasks
[09:06:49] which needs to be accomplished are displayed there and the person who is who supposed to complete it and what is the status of it. So people would look at it pull the work and complete it. So since people pull that work it is also
[09:07:03] called as pull system. So because the new works are pulled in taken up from the list for execution and move them from in progress status to done. So KBAN since it is visual system it also makes people more conscious about what is
[09:07:19] spending against them what work is pulled that is also visible. So there there is no reason for anyone to say that I did not do this because of XYZ reasons since it is visible it is my job since I pulled that task it is my job my
[09:07:33] ownership to complete it. It becomes like that. So that discipline comes into place. So tracking the work will also become easier as the workflow is clearly visible and put on the display board. Modern organization can also use the
[09:07:46] digital display systems. We're seeing this more adoption in uh many many organizations today because it the value of using it the contribution of it is seen by organization and can be done playing it roles in the organization and
[09:08:01] it is very essential to have this practice. So the goal is identification of constraints that is potential bottleneck in the process and ensure they are addressed. This ensures that the workflow becomes smoother and more
[09:08:13] efficient. I think I mentioned the reasons. Question number nine, what are reasons. Question number nine, what are some popular agile tools? So some of the tools which we keep hearing uh today when whenever uh people say we do agile
[09:08:28] is uh some of these are listed here like jitter, jira software, trello, zoho, codics, verizon one and many more. I think uh before we choose a tool it is very important for anyone to understand what is that they require first and what
[09:08:45] accomplishing it. So it requires a lot of uh uh analysis uh assessment on the tools and the comparison with what is being done in the organization and how
[09:08:57] this tool would suit that organization's requirement is very essential. So tool is not first the requirements the need analysis and then what tools best suit the environment that is the step only then selecting the tool makes sense.
[09:09:13] comparing the tools and the features functionality will also help defining uh what needs to be there in place in the organization when they become agile or
[09:09:25] adopt and adopt certain practices. What are the obstacles to the agile process? So some of the obstacles that one could face are not having the appropriate or sufficient tools and technologies. So it
[09:09:39] is quite obvious organizations struggle not having the right tools and technologies. As I mentioned earlier, it is very important to understand what is our need first and what tools suits best. At the same time, I also mentioned
[09:09:52] study the tools and technologies and what do they offer and what do we have? Do we really need that additional things the gap whatever we find do we really need those in our environment? Is that dynamics is there in our environment?
[09:10:05] That needs to be understood. the lack of active involvement from the customer. So when we say agile involvement of all the stakeholders are very very important because the changing needs comes from users and customers.
[09:10:18] Whenever the iteration is complete working pieces delivered if customer doesn't respond or explain or provide the feedback then moving towards the difficult. It is very essential the active involvement of the stakeholders
[09:10:32] and very important stakeholders is users and customers. the team members lacking in skills and capability. So one has to ensure the team members are groomed with the right capability and that should be evaluated
[09:10:46] on a continual basis so that organization can handle things in agile way and contribute towards the projects what is being done and become agile. Some of the obstacles further if you can look at is the inability to design
[09:11:01] system based on unseen requirements. So this unseen requirement is very dynamic. So when they will crop up we will not know. But however the systems what we designed should able to provide that uh opportunity whenever such variations
[09:11:16] happens you can able to easily adopt or invol or take that particular new requirement and plug in. So otherwise one cannot become so rigid. There should be flexibility adapting the agile culture to the organization. So culture
[09:11:30] plays an very important role. So a lot of resistance would come across to adopt the new way of doing things. People may not appreciate uh the agile way of doing things. So it requires a lot of uh effort, motivation and uh making people
[09:11:47] to understand why the organization has taken up uh the task to make it agile and building a culture where people would think in agile way and contribute to the organization. Question number 11, differentiate between agile and scrum.
[09:12:03] So the term agile as I mentioned earlier refers to ability to move quickly and easily by becoming more flexible and adoptable. Whereas scrum is an agile methodology which enables organization. So organization can become agile. So
[09:12:20] agile manifesto and 12 principles acts as guidelines to become agile. Whereas uh scrum is used in the projects where requirements are constantly changing principles. They should follow what is told in manifesto and principles. So
[09:12:37] agile manifesto mentions about the required collaboration interactions to become agile. Whereas uh scrum defines the roles the scrum master the product owner and crossf functional self-organizing teams who are involved
[09:12:52] in uh making the project delivering the project in agile way. So agile manifest also mentions about the required focus on working software and focus on change
[09:13:04] whereas a scrum approach enables teams to react to changes quickly. So means how to become flexible. What is that we need to consider to become flexible is defined in manifesto means stressed on it. Whereas uh scrum follows with that
[09:13:21] approach one can become easily flexible. So delivery the manifesto provides necessary guidelines on frequent delivery of software. So where scrum with the sprints it build builds are delivered to users regularly and upheld
[09:13:36] agile principles. So collaboration agile manifesto stresses upon individuals interactions and customer collaboration. So scrum does it through various events like daily standup meeting and other scrum events like sprint uh meeting
[09:13:51] sprint retrospective whereas people sitting and discussing about writing a user story the epics or selecting the product uh from the product backlog to the sprint backlog. So various events which happens in scrum demonstrating
[09:14:04] that uh uh point which is stressed in agile manifesto about individuals interactions and customer collaboration by are demonstrated with various different events in scrum methodology. So next question what are some popular
[09:14:17] agile certifications? So some of the popular agile certifications are PMI ACP certification which is offered by uh PMI US scrum master certification then certified scrum master
[09:14:33] prince 2 agile certification then scrum product owner certification. So next we will move to scenario based questions. So before we uh go and answer the scenario based questions let us look at the scenario what the scenario says.
[09:14:48] The manager X was having the discussion with the team about the upcoming event. The event was scheduled to conduct a online marketing campaign to increase the sales due to increased competition and rapidly changing customer behaviors.
[09:15:05] The campaign is very crucial and organization has decided to do it more This is done through the online platform. The organization has the requirement of integration with organization's website with all the
[09:15:19] features and functionalities. The various roles involved in the marketing campaign are marketing manager, marketing team, campaign coordinators, creators of content and brushes for campaign and the participants of the
[09:15:32] campaign. All of these roles should have access to platform through registration so that they can have the required access and make the marketing campaign successful. Besides, marketing manager has told the reports needs to be
[09:15:46] generated which depicts the number of campaigns conducted, responses, campaigns conducted, responses, registrations, conversations etc. So this scenario is speaking about uh the marketing uh challenges or problems what
[09:16:00] organization has and through that problem statement they wanted to ensure to do the marketing campaign and also they want to have an online platform uh to ensure to make this uh marketing campaign successful and also speaks
[09:16:13] about the various different roles involved in this. So let us look at what is the typical questions which would come across in such scenarios. So first question says can you write a user story from the perspective of
[09:16:27] firstly we need to understand what is this user story is all about. So in the something anyway we will look at it what it is but user story is the one which
[09:16:40] depicts the requirements assuming the role as a specific role I need to do this. I want to have this. It it gives it an explanation so that one can easily understand about that requirement what need of consumers or what need of
[09:16:56] business this particular features functionality is going to fulfill. So let us see what is that user story uh relating to marketing manager and uh participants. So yes why not here are a few examples. Marketing manager user
[09:17:10] story says as a marketing manager I need to assign the activities task to the team members. So now whenever we develop that platform there should be an access to marketing manager and marketing manager can able to assign the
[09:17:23] activities to the team members. So what feature that particular platform should have has to be defined and designed accordingly and this is the requirement participant perspective as a participant I need to register for the campaign. So
[09:17:36] now there should be registration page obviously and then uh whatever the process needs to be followed to create that uh registration for the participant that needs to be made and this simple user story helps into visualize what
[09:17:50] user story helps into visualize what features functionality has to be there when we go and create their product and services. So this will help understanding the requirement thoroughly and creating the
[09:18:03] designing the features accordingly and visualizing the flow as well. So next question is agile the best approach to make a marketing campaign and why? So now question arises should when we do marketing campaign why should I follow
[09:18:18] agile? Why not I do just like that? Now why do we need agile? What is that essential need? Because already I mentioned the need of agility uh requires I mean whenever there is an adaptability whenever there's dynamics
[09:18:31] of changes whenever I want to become uh someone who can able to become competitive because competition is also responding to the dynamics of the market quickly I should be there in that business. So obviously uh does uh this
[09:18:45] question make sense the can this marketing campaign can be done in the marketing campaign can be done in the agile way. So obviously yes because the agile approach is the best way to go with for marketing campaign. Reason
[09:18:57] being the rapidly changing uh behaviors of the consumers which has to be understood and detail should be put in their perspective and accordingly the features has to be provided. So always in the consumer perspective, customer
[09:19:10] Secondly with increased competition the differentiator to sustain and grow. There should be uniqueness that needs to be understood and that requires exercising continuously and uh creating
[09:19:25] the products accordingly. This marketing campaign would help to understand that. So next question what are the typical product backlog items? So for this what could be the typical backlog items means the list of user stories, list of epics
[09:19:40] which can help in terms of defining the features and functionality. The typical backlog items may include the features like registration page, login page, campaign contents, platform to conduct campaign, assess
[09:19:53] requirements. So likewise we can keep writing. So user stories helps us to list what is that we may require to develop in this product. So this discussion only then I think uh that will become more visible. Next question
[09:20:08] is what are the some considerations made while selecting the items for product backlog. While selecting the backlog item to each iterations from the product backlog the backlog item has to be prioritized. Definition of done for
[09:20:22] those items to be selected. Value delivered improvement considerations etc has to be made. So prioritization is very very important. What features functionality I should develop first and how it makes sense to my business. How
[09:20:36] users will be helped? how customer will get benefited. So these will help in terms of having those features functionality developed in such an order where for that moment that features and functionality are available. We're not
[09:20:50] just jumping into everything and doing it one by one in an order in a prioritized list. So it is very essential to prioritize defining uh the definition of done and selecting the items accordingly and then what value it
[09:21:03] delivers understanding that and improving. Next question is the involvement of marketing manager required during the project and why it's quite obvious marketing manager in involvement is very essential because it
[09:21:16] is a marketing campaign. Yes, the involvement of marketing manager is very important and crucial and it is a role who will have the full visibility into the requirements to be fulfilled and on ground realities. Besides, one cannot
[09:21:30] become agile without the active involvement and collaboration of customer users with agile teams. So what is project management? Now as defined in is project management? Now as defined in PMI's PM, project management is
[09:21:43] application of knowledge, skills, tools and techniques to project activities to meet project requirements. So every project will have an objective to accomplish. Similarly, the objective of project management is to make the final
[09:21:56] deliverables in a finite time and budget. This involves having clear understanding about the deliverables of the project required resources for the project. Resource in terms of human resources, technical resources,
[09:22:08] financial resources etc. Project manager should have a full picture of those aspects. We can call it as constraints or aspects and manage those throughout the project life cycle for which a project manager should have a full view
[09:22:22] about a project and what is that this project has to accomplish. that objective should be clear. So as part of project management the six constraints which project manager should look at are scope, time, quality, cost, risk and
[09:22:37] resources. So each of these areas has very important role to play in project management. The clarity in scope, the clarity in terms of schedule within The cost what it incurs to that particular project once it is finalized.
[09:22:53] One cannot vary, one cannot change without any proper approvals. Similar to that we have quality management which has to ensure the scope the specifications what are defined project output will be accordingly achieved.
[09:23:06] Risk every project is taken up for a specific reason by organization. So organization should assess the risk associated with the project and similarly as project progresses various different risks has to be identified
[09:23:19] like risk related to project management, risk related to technology area, risk related to resources, risk related to financial things. So broadly risk management plays a very important role. So there will be something called
[09:23:33] contingency reserve kept for a identified risk above the cost what is estimated for various deliverables from the project. So every projects require resources. Resources may be in terms of human resources, financial resources,
[09:23:48] technology resources, environmental resources. So all these resources are used to produce the output of the project. So these resources has to be managed with the sufficient optimization and standardizations required. Now let
[09:24:02] us understand the definition of a project. So what is a project? PMI defines a project as a temporary endeavor undertaken to create a unique product, service or result. The temporary nature of a project indicates
[09:24:15] that a project has a definite beginning and end. So when I say product unique and end. So when I say product unique product it means every output it may be the same features and functionality but the output of every project is unique
[09:24:29] because it is unique in terms of all the six constraints what we just discussed now. Now now when I say product it is very easy for us to visualize. It may be a desktop, it may be a laptop, it may be a car, it may be a machine etc. But how
[09:24:43] do I visualize a service? Now project output is a service. Now it is it's about building a capability a project by through a project a capability can be built to ensure services can be provided that's what the output of project is
[09:24:57] service for example if I think about a taxi services for providing a taxi taxi services for providing a taxi services I need a mobile app I need taxi I need a server I need a data center so all these are various different products
[09:25:11] and services here service example can be internet service so combination of all these services and products builds the capability for an organizations who can provide the taxes services. So building that capability we say it is an output
[09:25:25] of a particular project which is called service. Similarly results can be improvement of something improvement in customer satisfaction increase in um results needs to be achieved in
[09:25:38] performance perspective. So output of every project will be unique product or a service or a result. This we need to clearly understand. So when we say there is a definite beginning and end every project starts at certain point in time
[09:25:51] and ends at certain point in time. So it has a definite beginning and end that is the reason it is temporary in nature. It is not an ongoing business activity. Before we begin let's have a look at an incident where two project managers John
[09:26:04] and Ted are talking to each other. Jon is a senior project manager while Ted is a part of his team. Jon finds Ted to be upset. So he asks him is there anything he can help him with? To which Ted replies that his project failed. Jon
[09:26:18] further asks him what could be the possible reason for the project failure. Ted tells him that it's because he was not able to manage the time and budget. Now Jon asks him if he is PMP certified to which Ted says he isn't. Then Jon
[09:26:31] suggested that he must take the PMP certification which will not only give his project better performance but also help him upskill in his career. So today we will discuss about PMP certification in detail. Let's first have a look at
[09:26:44] all the topics we will cover. We will begin with what is PMP. Then we will check top 10 reasons to get PMP certified followed by the basics of PMP. Then after we know the PMP basic concepts, we will check who can get this
[09:26:57] certification and pattern for the PMP exam. Then we will learn about the PIMOG guide which is an integral part to prepare for the PMP exam. Finally, we will see the cost and the validity of the certification. So without any
[09:27:09] further ado, let's begin with what is PMP? PMP or project management renowned project management certification for project managers. This certification is provided by the project management institute. Now when we know
[09:27:23] or PMP certification, let's have a look at some reasons why you should get PMP certified. Today I will give you top 10 reasons to take PMP certification. PMP certification helps you become a better project manager. The process that helps
[09:27:37] us acquire the certification goes to several phases like gaining project PMP exam which helps you in bringing sanity to the project manager. The process helps project managers to learn different industry trends, have
[09:27:50] project management constraints. The second reason that we have is project management certification makes a rum more valuable. As we have discussed earlier that PMP certification is the most renowned project management
[09:28:03] resume will definitely help the interviewer recognize our skills. There are companies that only accept project managers who are PMP certified. PMP certification not only helps in switching the job or finding a new one,
[09:28:16] it helps in progressing in the current company as well. The third reason that we have is it provides more job opportunities. When one acquires the PMP expertise in completing the project effectively and efficiently. So the
[09:28:30] certification increases the trust factor of the interviewer in you and increases your probability of getting that job. The fourth reason that we have is salary hikes. PMP certified project manager is one of the highest paid jobs around the
[09:28:43] globe and this trend will continue to grow. The global survey by the project management institute shows that PMP certified project managers tend to get 20% more salary than the non-certified project managers. The next reason that
[09:28:56] we have is PMP certification validates your dedication to the job. The certification requires several months of training. It requires several hours of project management experience and exposure. This experience and exposure
[09:29:08] explains the seriousness of a project manager towards its career path. Then sixth we have is PMP certification is globally acknowledged. PMP certification is the most renowned certification all over the world. It helps project
[09:29:21] managers to be a part of different types of industries all over the globe. PMP certification all over the world. Project managers who are PMP certified industries all over the world. PMP certification not only provides
[09:29:36] theoretical knowledge but also helps in gaining practical knowledge which further helps in increasing the confidence of a project manager. The project performance. PMP certified project managers tend to deliver better
[09:29:49] projects than the non-PMP certified project managers. This is because PMP aware of five process groups, 10 knowledge areas and 49 processes which helps them have a clear picture of different aspects involved in a project.
[09:30:02] The eighth reason that we have is it increases your networking opportunities. There are several communities that one becomes a part of when they sign up as a PMI member. And these communities have meetings regarding new job opportunities
[09:30:15] network. The ninth reason that we have is job security. Job security is a major reason that a professional thinks of before opting for a particular recession where companies are drowning, the demand for PMP certified project
[09:30:30] managers goes on increasing. The last and the 10th reason we have is expertise in practical application. When one appears for a PMP exam, they need extensive preparation. They need to have thorough knowledge of process groups and
[09:30:43] knowledge areas which help them develop several essential skills and move ahead in their career. Now as we move further, we will look into the PMP basic concepts. The PMP basic concepts are the five project management steps. These
[09:30:55] project management steps start from the day we begin our project to the day we end our project. They begin from initiation to closure. The first step that we have is initiation, planning, execution, monitoring and controlling
[09:31:08] and closure. Now let's have a look at each of them in detail. The first step we have is initiation. Initiation involves defining the project scope. This is the step where we explain what our project will have for whom we are
[09:31:22] making that project. It helps us to identify our stakeholders who all will determine the project feasibility. After the step of initiation, when we have decided the scope of our project, the second step that comes is planning. In
[09:31:36] the planning phase, we define a flow to all the activities of a project. We define this flow keeping in mind all the constraints of a project like time, resources and risk. After we have defined the flow of these processes, it
[09:31:48] is time for us to look at the execution. In the execution phase, we evaluate the plan and the sequence of the task we have made. We finally put the plan in After the project building has started and the process of execution has
[09:32:02] and the controlling phase. In monitoring and controlling phase, the progress of the project is tracked and important steps for quality assurance are taken. In monitoring and controlling phase, the work being done is compared with the
[09:32:15] this phase, the progress of the project is tracked and important steps for quality assurance are taken. Finally, we have the closure step. In this step, the deliverables are delivered to the client. The documentation of all that
[09:32:28] took place during the project life cycle is done and project is fully evaluated. Now when we have seen reasons for getting PMP certified and we know the basic concepts of PMP it is time for us to know who can get PMP certified. For
[09:32:40] getting PMP certified there can be two cases. The first case says you must have means high school diploma or an associate degree or a degree that is globally equivalent to all of these. Then you need to have 7500 hours of
[09:32:55] leading and directing projects and 3500 hours of project management education. There can be two cases. First case can be you must have a secondary degree that means a high school diploma, associates degree or the global equivalent degree.
[09:33:08] Then you must have 7500 hours of project management experience and 35 hours of education in project management. The second case can be you must have a 4-year degree along with 4500 hours of project management experience and 35
[09:33:22] hours of education in project management. Now when we know who can get PMP certified, we will see the PMP exam pattern. The exam comprises of 200 questions out of which 175 questions are used for evaluation. One can answer
[09:33:35] these questions if they have thorough knowledge of five process groups in 10 complete the exam is 4 hours. The questions that are asked are of different types. The most common type being formula based, situation based and
[09:33:48] discussed about the exam pattern, discussing about the pinog guide becomes we have is pimbog guide. Pimbok guide or project management body of knowledge is a book that comprises of several processes and different terminologies
[09:34:02] needed to crack the PMP exam. The whole syllabus of PMP exam is covered in the pinog guide by the project management and 10 knowledge areas. Apart from this, there are 49 processes that are divided amongst five process groups 10 knowledge
[09:34:14] areas. Finally, let's have a look at the cost and validity of the PMP certification. When we talk about the cost of the certification, there can be are not a member of project management institute the exam fees is $555.
[09:34:29] The second case can be if we are a member of project management institute the exam fees is $45. If we talk about the validity of the certification the certificate is valid for a period of 3 years. After every 3
[09:34:42] years the certificate needs to be renewed. To renew the certificate one needs to furnish a proof of 60 PDUs or professional development units. after so much information that thanks John for his time and promises to take the PMP
[09:34:55] certification at the shortest notice. Now let's have a look at the salary manager and a sample resumeum. If we consider the salary of a non-PMP certified project manager, it is approximately $91,000. While if we
[09:35:09] consider the salary of a PMP certified project manager, it is approximately $111,000, which is approximately 20% higher than salary. Now, let's have a look at the rumé of a PMP certified project manager.
[09:35:24] certification and looking for a project manager or a senior project manager like this. The summary in the beginning would include how much experience you claim of being a project manager. Like
[09:35:38] than 10 years of experience with generating and building projects. Then when you talk about your experience you should put something that emphasizes on area of expertise. Put something that shows your skill set for the desired
[09:35:52] post and also something that you learned from your former job role. This shows that you have command over your work and also the determination to skill and upskill yourself. Like here, James Brown has 3 years of experience as an
[09:36:04] associates and then more than 3 years of experience as a project manager where he not only led projects but also learned new project management tools like Trello and Primava. After this add relevant information regarding your education.
[09:36:17] Your resume must include skills that you have or you have gained in your years of experience. Like here James Brown has divided his skills into two parts where non-technical skills. He has included a skill of agile and quality assurance
[09:36:30] software as well as he has his knowledge of different project management tools. major role. This proves that you're up to date and updated with current market trends. James Brown has his certifications in C and Java. And more
[09:36:43] importantly, he has his project management certification, project assistant project manager who looks tensed and is pacing around the room. Then Jack, a project manager who works with him, walks into the room and asks
[09:36:57] him why does he seem so tensed? To which Max replies he's facing difficulty in estimating the budget. Jack responds, "It might be because he's not planning the project properly." Jack reassures Max and begins to tell him about project
[09:37:09] planning. So without any further ado, let's begin with what is project planning. Project planning is the second step or phase of the project life cycle. Project life cycle has five different phases from initiation to closure. Today
[09:37:21] we will be learning about this phase that comes immediately after initiation in which the project plan is documented and further requirements are defined. Project planning includes the following things. The first and the foremost thing
[09:37:33] is describing the objectives or outputs we are expecting the project to yield. Second we have is the elaboration of the scope to make sure what the project is all about and what all can be expected from the project. The third step we have
[09:37:46] is forming a schedule. This schedule is important to run or perform different task of a project. Each task having its own start date and end date. This helps the project to finish in the schedule time and limit. Lastly, we have making
[09:37:59] and generating progress reports in which all that went during the tenure of the project is documented. This helps in evaluating the project and helps in the look at the project planning fundamentals. The first fundamental that
[09:38:12] we have is the determination of scope, cost and resources. The determination helps us in having a rough estimate about the time that is required to determining the number of people required and what should be their skill
[09:38:25] set. We can divide the project into smaller manageable sections and this is breakdown structure. The second fundamental refers to identifying the which we can collect information and discover issues. There may be several
[09:38:40] problems in a project and in that case several risks or issues are prioritized attention is dealt with first. Then comes identification of stakeholders. When we can identify the stakeholders, we can know who all will be affected and
[09:38:55] better understanding of the project. Stakeholders may be anybody. They may be the part of the project team or project managers or customers. They help during success. Then the last fundamental we will discuss is defining project
[09:39:10] keeping in mind the requirements of the stakeholders. If the project team can meet the expectations of the stakeholders, then only we can say that the project is successful. Now when we
[09:39:23] know about project planning and its fundamentals, it's time to see why Project planning reduces the cost and time of the project as every step is monitored and optimized in the best possible manner. Project planning
[09:39:37] increases employee satisfaction as every employee who is a part is engaged in the Project planning helps in the implementation of quality assurance as the output of every step is duly tested. Lastly, project planning helps in
[09:39:50] reducing project risk as planning helps to analyze, prioritize and deal with that risk. Moving on, let's have a look at the tools for project planning. The first tool that we have is a GAN chart. Today, GAN charts are one of the most
[09:40:03] popular project management tools. They help in tracking the status of the work at a particular time and their independencies on each other. GAN charts help in showing different phases and steps involved in a project. The second
[09:40:15] tool we will talk about is critical path method or CPM. Critical path method helps in scheduling the project activities so that the project runs properly. The critical path method focuses on the longest stretch of
[09:40:27] dependent tasks and determines the time needed to complete them. The next tool is project evaluation and review technique or per chart. Bird provides a project's timeline explaining the independencies of different tasks. This
[09:40:40] tool not only helps in making a schedule but also helps in coordinating with all the team members. The fourth tool we will check is work breakdown structure. Work breakdown structure is a very common tool that makes it possible for
[09:40:52] the team to break its work into manageable sections. Work breakdown structure is a step-to-step process that helps in completing the project efficiently. The last tool we will see is project documentation. Project
[09:41:04] project life cycle. Project documentation helps in understanding the mistakes done during the project and more importantly provides guidelines for about different tools for project planning, it becomes essential that we
[09:41:19] know the necessary steps of project planning. There are seven steps in project planning. Let's have a look at each of them in detail. The first step is identification of stakeholders. As we have discussed, stakeholders could be
[09:41:31] anybody. They could be a part of the team or a project manager or a customer. find out the expectations and requirements that are to be looked upon in this project. This gives us a clearer picture of the project and helps in
[09:41:45] establishing the project scope. So the next step we have is defining the project scope. This helps in determining a list of specific project goals and during the course of the project. After we have defined the project scope, it is
[09:41:58] time to set project objectives and prioritize them. The initial ideas that were there before are now elaborated and final steps to complete the project are deliverables are determined. After all, project deliverables are the only reason
[09:42:13] why the project is being created. This step involves finding out what these of the delivery. Then the step that comes into picture is creating a project schedule. The project schedule refers to the guidelines when a particular task is
[09:42:27] to be started and when it is supposed to end. This helps in monitoring the growth of the project and later helps in generating progress reports. The next step is the step of risk analysis. This step plays an extremely important role
[09:42:39] in the success of the overall project. It helps in identifying the risk, prioritizing them and taking steps to limit them. The last step in project planning is to generate progress reports. In this step, we update the
[09:42:51] stakeholders about the project growth and it is done so that all the concerned team members can have a look at the progress of the project. After all this information, Max thanks Jack for the explanation and looks forward to plan
[09:43:03] projects within the budget and of better quality. So guys, let's start with what is team charter. So guys, a team charter is a document that outlines the purpose, goals, roles, responsibilities and operating guidelines of a team. It
[09:43:18] serves as a blueprint for the team success and also helps to establish a common understanding among team members. The team charter is typically created at is formed and it is a collaborative effort involving all the team members. I
[09:43:33] hope so guys you would have got a brief idea regarding what is team charter. Now let's move on and discuss about its key components. So guys the key components of a team charter includes the team purpose and objectives. Okay. Next one
[09:43:48] we have the scope and deliverables. And third one we have roles and responsibilities. and fourth one as communication plan. Now let us discuss each one of them one by one. So if I talk about team purpose and objective.
[09:44:02] What does it means guys? It actually clearly defines the reason for the team's existence and also it outlines its primary goals and objectives. If I talk about scopes and deliverables guys, it basically specifies the boundaries of
[09:44:16] team's responsibilities and the expected outcomes or deliverables. If I talk about roles and responsibilities, it's a very easy understandable word which clearly defines the roles and responsibilities of each team member
[09:44:30] including any leadership role or specific task assigned to the individuals. If I talk about communication plan guys, it basically outlines how communication will be managed within the team including
[09:44:42] regular meetings, reporting structures and channels of communication. Now let's move on and discuss the leftover key components of the team charter. So guys, if I talk about the next component, it is decision- making process. So if I
[09:44:56] talk about the decision-m process guys, it basically describes how decisions will be made within the team including whether it will be a collaborative process or if certain individuals have decision-m authority. Next we have all
[09:45:09] over here is a conflict resolution. This component of a team charter establishes a process for addressing and resolving conflicts within the teams to ensure a healthy working environment. Next we have timelines and milestone. A very
[09:45:24] important key component. Basically defines the project timelines. It identifies key milestones or deadlines. And then we have all over here is resources and support. If we talk about resources and support guides, it
[09:45:37] basically identifies the resources required for a team to succeed and specify the support available from your organization or external sources. So guys, basically using a team charter, we get all these components and which helps
[09:45:52] us in managing our team. Now let's move on and understand some of the key benefits of using team charter. So guys using team charter can offer many benefits. The first one that is clarity and alignment. A team charter basically
[09:46:07] provides a clear understanding of the team's purpose, goals and objectives. This clarity helps align team members towards a common vision thus reducing misunderstandings and ensuring that everyone is on the same page. Next we
[09:46:22] have all over here is role definition. If I talk about role definition guys, it basically promotes accountability and efficiency within the team. It helps us to resolve the conflict and prevent confusion also over who is responsible
[09:46:37] for what. Next we have all over here is faster decision making. If I talk about faster decision-m process, so by incorporating team charter we make decision-m process quite easier and faster. So team can make decisions more
[09:46:52] efficiently. This clarity helps avoid delays and also ensures that decision aligns with the team's goals and objective. Next we have all over here that is enhance team cohesion. The collaborative process of creating team
[09:47:06] charter encourages team members to work together to define their goals and guidelines. This shared ownership fosters a sense of cohesion and unity within the team. Next we have all over here is risk mitigation. If I talk about
[09:47:19] risk mitigation guys, the team charter often includes a section on identifying potential risks and how they will be managed. This proactive approach to risk mitigation can helps team anticipate challenges and also implement strategies
[09:47:34] to address them. So these were all the benefits of using a team charter. Now let's move on and discuss about a case study which will help you understand what basically is team charter and how do we implement it. So guys let us
[09:47:48] consider a case study involving software development team tasked with creating a new e-commerce platform for retail company. The team consists of testers, project manager and product owner. Let us see and visit our team. So guys, our
[09:48:03] team members include say first one we have Sarah as a project owner. Next we have Alex as a project manager. Then we have Emily as a lead developer. Then we have John as a developer. And finally Jessica as a tester. So this is all our
[09:48:19] team who will be working on new e-commerce platform. Now let us create a case study based on that. So consider an XYZ retail company which is kind of a thriving company and recognized the imperative need to establish a robust
[09:48:33] online presence to expand its customer base and increase its sales. To basically achieve this, the company assembled a dedicated software development team and with the task of creating the state-of-the-art e-commerce
[09:48:45] platform. So basically this case study delves into the team dynamics, challenges faced and the pivotal role of meticulously crafted team charter in guiding the project success. So we have discussed about the team composition all
[09:48:58] over here. Now let's move on and understand how we will be able to create a team charter. The first one is that we have to identify the team purpose and objectives. The team basically collaboratively defines their purpose
[09:49:12] setting the tone for the entire project. To design and develop a user-friendly e-commerce platform for XY Z retail company, we have to ensure a seamless online shopping experiences for our customer. This overarching goal served
[09:49:26] as a guiding principle throughout the project. Next, we get a scope and deliverables. So in the team charter the scope is clearly outlined encompassing the features like payment gateways and security measures which are essential
[09:49:39] for a successful e-commerce platform. The deliverables were explicitly stated as a fully functional website and a comprehensive documentation. Next we have roles and responsibilities. The team takes great care in defining roles
[09:49:53] and responsibilities. Sarah's leadership in project management. Alex's ownership of the product vision. Emily in lead development, John's role in coding and Jessica's responsibility for testing are clearly articulated. This clarity
[09:50:08] ensures that each team member understood their contributions and how they fit into the broader picture. Next, we have the communication plan. We have to recognize the pivotal role of effective communication. The team outlined a
[09:50:20] comprehensive communication plan like regular status meeting, daily standups and the utilization of a project management tool are clearly established all over here. Channels for urgent matters are also defined and response
[09:50:33] time expectations are also set. Thus creating a framework for seamless collaboration. Next we have the most important part that is the decision making process. To streamline a decision-m the team dealenated a clear
[09:50:46] process. Major decisions required consensus fostering a sense of shared ownership while minor decisions were delegated to the respective roles such as if we talk about the technical decision falling under the Emily's
[09:50:59] domain. Unresolved issues would be escalated to Alex and Sarah ensuring a structured approach to decision-m next we have is the conflict resolution. If we talk about conflict resolution guys, we can be anticipating the potential
[09:51:14] reason for conflicts. The team proactively address this in the charter. A defined process for the conflict resolution is encouraged as an open committed to addressing conflicts
[09:51:26] directly and escalating it to Sarah if necessary and this proactive approach contributes to a positive team dynamic. Next we have all over here is timeline and milestones. Here team has clearly established a detailed project timeline
[09:51:39] identifying a key milestones crucial to project success. These milestones includes feature development, testing phases and the final launch date. Dependencies were identified and potential risk that could impact the
[09:51:52] timeline were also acknowledged. Next we have all over here is risk mitigation. If I talk about risk mitigation guys, the team has clearly state of mind in a forward thinking manner identifies a potential risk that could impede the
[09:52:06] progress. These range from technical challenges to potential delays in the third party integrations. So there are strategies for risk mitigation and contingency plans are also outlined in the team charter which provides a
[09:52:19] proactive approach to address unforeseen challenges and finally we have given a room for continuous improvement. So guys, acknowledging the dynamic nature of the project, the team incorporated a commitment to continuous improvement in
[09:52:32] the charter. Regular retrospectives are planned to reflect on the process, identifies areas for improvement and updates the team charter accordingly. So guys, this iterative approach allowed the team to adapt to the circumstances
[09:52:46] and apply lessons learned in the real time. So what is the result after applying team charter? Guys, the implementation of applying team charter had a profound impact on the project success. The team successfully developed
[09:52:58] and launched the e-commerce platform within the specified time frame. Regular updates, effective communication and adherence to team charter also environment. There is a commitment to continuous improvement which also
[09:53:12] ensures that lessons learned from each phase were applied to enhancing efficiency and overall project outcomes. So in conclusion guys, this case study underscores the significance of a well-crafted team charter in guiding
[09:53:26] multiddisciplinary team through the complexities of a software development project. The team charter serves as a foundational document providing clarity defining roles, facilitating communication and also establishing
[09:53:39] framework for decision making and conflict resolution. The successful outcome of the e-commerce platform project stands as a testament to the effectiveness of a team charter in fostering collaboration, accountability
[09:53:52] and ultimately the project success. In today's video, we will dive into something incredibly useful. Gant charts for project management. We will start by understanding what Gant charts are with a relatable example, explore their
[09:54:06] benefits, and then create a Gant chart from scratch to manage our projects effectively. Sound exciting, right? Let's not waste any time and get started. Imagine having a crystal clear road map for your project where every
[09:54:19] task, deadline, and dependency is perfectly laid out. Sounds relaxing, right? This is exactly what a Gant chart offers. A Gant chart is a project management tool that visually represent a project schedule using horizontal bars
[09:54:34] to show task, their duration, dependencies, and progress over on a timeline. It helps team track milestone, deadlines and overall progress while managing resources and ensuring tasks are completed in the correct sequence.
[09:54:49] For example, you are leading a project to launch a mobile app for an e-commerce brand before the holiday season. You need to manage task like designing the app, developing features, testing, and deploying it all on a tight timeline. A
[09:55:04] GAN chart helps by showing each task their deadlines and how they connect like finishing design before development begins. It keeps your team on track, avoid delays and ensure the app is ready for the busiest shopping season. So as
[09:55:20] now we have a basic understanding of G charts. Let's see how to make it from scratch in Excel. So welcome to this demo part of this video. So this is text uh I have added. So this is a random text. It's not any data and all. So I
[09:55:35] have just puted random task. Okay. Planning stage, execution stage, just the name of project leaders and the start date, end date and what are the days. So if you will check here, so this is nothing
[09:55:48] is nothing but D9 - 69 means end date minus start days. Okay, for task one, how many days is needed? You can say or in progress. Okay, this is the planning stage and progress is 90%. This is also random.
[09:56:03] Okay. Nothing else. Okay. So while just putting date and uh all the things just uh see this it should be date. Okay. Long date it means January it will write Long date it means January it will write or 01 it will write. Okay. And for the
[09:56:17] progress one it should be percentage. Okay otherwise it will show you the error. So days are random. Yeah now it's visible I guess. Okay. So here you can see uh so this is all the part of text formatting okay the the colors and the
[09:56:34] styles and these are the execution stage and the review stage. So project name I just uh put it here project management XYZ company. Okay. And the project XYZ company. Okay. And the project started I put it 1 January because here
[09:56:49] I have wrote 1 January 2025 and the current date is you can just type equals to today. uh these brackets and the current date will come. So today is 10th of January and the week in progress week 2. So how I've writed week two? First I
[09:57:06] 2. So how I've writed week two? First I have rounded round up B3 minus B2 means current date minus project start date. Then I had converted into the week format. Okay, it will give me days when
[09:57:19] I will just subtract it. Okay. From B3 minus B2 divided by 7 means it will give minus B2 divided by 7 means it will give me weak. So how I have added this W K. WK means weak. So just select this cell and press control 1.
[09:57:35] Then you will see this. So I have writed here WK and this hashtag. Okay. Then hashtag will take this two. So here if I will write let's say PP. So it will show me PP2. See here PP2 it will convert okay so I
[09:57:53] want week here so I will write WK or you can write like your choice okay we are taking days or whatever so I have took week in progress so that's why I have
[09:58:05] chose WK so moving forward uh let's set the timeline like first week second week the timeline like first week second week so here I will write one okay then here so here I will write one okay then here I will write equals to this + one
[09:58:20] it will show me two. Then again same process. I will select this control one. It will show me like this and I will go to custom and I will go to here this
[09:58:33] this thing. It will show me week 1 week 2. Then I will go till week 59. Here what you can do equals to you can put and you can select this. Okay. Just enter it. So first gen will come. Okay. So here you will do equals
[09:58:48] to this you will select H6 then this you will select H6 then + 7 it's the same method but what will happen I will show you but what will happen
[09:59:03] happen okay so if you will change this to let's suppose 21 okay so automatically every date will change so now Let's do the chart filling
[09:59:18] process. Let's go ahead and work here. Essentially highlight the areas that are in between these two dates. Okay, these two date. Okay, so this should be dynamic and uh that's where something like conditional formatting can come
[09:59:31] handly. So we will first select the whole area like this. Okay. whole area like this. Okay. Okay. Till yeah, till June we can select Okay. Till yeah, till June we can select and rows.
[09:59:48] And just go to conditional formatting and here you can select the new rule. Here use a formula to determine which cells use a formula to determine which cells to format and here you will write uh the
[10:00:02] you know formula. Yeah. So just select this area and here I will write equals this area and here I will write equals to and okay then bracket then I will to and okay then bracket then I will select this okay starting then it should
[10:00:16] be greater equals to this start date got it greater equals to this start date got it comma then again I will start this select this and I will write it's less than equals to the end date okay so Now
[10:00:33] I will remove this dollar. Why? Because because I want to go through all these end rates because I'm setting for all the uh you know task not just for the first task. So same here I will remove this because H one is this. So I want to
[10:00:51] go all to the right ways. Okay. Then again here for the start date same again here for the start date same thing. Okay. Then for the start same thing cool then I will brack it here. Then I will go to format. You can select
[10:01:07] Then I will go to format. You can select the color of your choice. Okay. the color of your choice. Okay. Then you will press okay. Then yes. Then you will press okay. Then yes. Okay. So here what you will see from 1st
[10:01:21] Okay. So here what you will see from 1st to 28th of Feb. So first first from 1st to 28th of Feb. So first first from 1st January it's going till 28th. Okay. here somewhere here. So it's uh like this. Okay. Why it is blank? Because this is
[10:01:36] execution state. So there is no value here. Cool. here. Cool. So yeah. So what I will do? I will go again here. I will just select I will addit the rule
[10:01:50] addit the rule manage rules.
[10:02:08] you can see the progress. So what I want if uh here is 90% progress. So it will if uh here is 90% progress. So it will show you. So the dark green color. Okay. First but first we have to set the progress bar. It should. So okay I will
[10:02:23] select this. I will go to conditional formatting data bars. Let's select uh formatting data bars. Let's select uh this color. So now what I want according this color. So now what I want according to this progress. So let's suppose it is
[10:02:36] just 30%. 30%. Not 300
[10:02:51] 30% should be in dark green rest should be in light green. Okay. So for this it's a little bit complex formula. So just uh look at carefully. So here I
[10:03:04] will write and first I will select
[10:03:17] H6. Okay. Then I want it to go like this. So I will add here. Dollar. Okay. So it should be greater than and Okay. So it should be greater than and equals to the starting date.
[10:03:35] dollar here. Okay. Comma. Then again I will select this H6. H6. Then here I will write again dollar sign
[10:03:49] equals to same formula like that I will select the starting date. Okay. Then select the starting date. Okay. Then here I will add dollar. Then I will add here I will add dollar. Then I will add here plus I will start with one bracket.
[10:04:04] here plus I will start with one bracket. Then I will write multiplication. Then I will select this. Then here
[10:04:18] [clears throat] I will add dollar and here I will add dollar. Enter. So it's here I will add dollar. Enter. So it's true means this part is you know uh our
[10:04:30] progress is fine. So I will drag it to the last. So now you will see true and false. Okay. See true true true because 30% only done false false. What if I 30% only done false false. What if I will change it to 70%. It will change
[10:04:45] automatically. True, true, true, true, false, false, false, false. So, first [snorts] what I will do, I will give the color here
[10:05:01] because I can't see properly. Yeah, it's fine. So here I will select this and I will because I need I don't need uh this true and false I need the color
[10:05:15] uh this true and false I need the color value. Okay. So for that same we'll go to conditional formatting then same new rule then okay before that before that
[10:05:28] okay first I will show you something okay what if I will select here zero okay so everything is showing false but here it is showing true but I don't want I
[10:05:43] it is showing true but I don't want I want it show false here okay So here go want it show false here okay So here go to formula bar. Just type minus one. Okay. Okay. My bad. Just type minus one.
[10:05:58] Okay. Press enter. It will show you false. Now in 0% because 0 is zero. It's false. Now in 0% because 0 is zero. It's not started yet. Right? And 40%. Now it will show you like this. Okay. Now select this all because I don't want any
[10:06:12] select this all because I don't want any true values. I want the color. Okay, go to conditional formatting. Then go to new rule. Okay, then use a formula. new rule. Okay, then use a formula. Okay, here just copy paste that
[10:06:26] Okay, here just copy paste that right format and I need the dark color. Okay. Yeah. So now what you can do? You can do this.
[10:06:40] Okay. Now [clears throat] see if you will just I deleted this those true false values. So now if I will write here 25% it will come automatically like this. Okay so this part is done this
[10:06:55] part is not done. Okay you can create a legend here and you can write dark green equals to done. Okay, just for the reference, light
[10:07:09] Okay, just for the reference, light green create. Okay, you can give the same color like this later on, right? So yeah, so this part is done. So here if you will change to
[10:07:26] is done. So here if you will change to here, just go here, just type 100%, it here, just go here, just type 100%, it will show you 100%. Okay, for that part. So now it's not looking good. So we can what we can do? We can select all this.
[10:07:48] Okay. We can select all this and we can go to Basically I want to give some borders and all. Yeah. All borders. So now it's
[10:08:00] and all. Yeah. All borders. So now it's looking much better right here. So I looking much better right here. So I will remove the borders for these two.
[10:08:13] Cool. Now it's looking good. So now what I want is that if I'm in week two. So it I want is that if I'm in week two. So it should show you are in week two with some boxes or some there should be something. So again I will select this
[10:08:35] Go to conditional formatting. Go to new rule. Then select use a formula to determine here. I will write manually. Okay. H dollar 7. This weak one equals
[10:08:50] to this. Okay. Dollar B 4. Right. And I will go Okay. Dollar B 4. Right. And I will go to format. Then I will go to border fill option. border option is there. So I will take some border. Okay, I want full
[10:09:07] will take some border. Okay, I want full one box. So yeah, color it should be red. Okay, this side color should be red. I
[10:09:22] Okay, this side color should be red. I want full basically outline. Okay. Then I will press okay. Okay. Then I will press okay. Okay. It selected two because V2 V2.
[10:09:38] Okay. It selected two because V2 V2. Why it is coming like this? Okay. Why it's duplicated? Yeah. Let me fix this.
[10:10:06] >> The daily scrum meeting, also known as the daily standup, is a crucial component of agile project management methodology. It's a brief time box meeting where the development team synchronizes their activities and plans
[10:10:19] for the day. Lasting around 15 minutes, team members stand up to encourage bravity and focus. Each members answer three questions. What did I accomplish yesterday? What will I do today? Are there any obstacles blocking my
[10:10:33] progress? Through these updates, team members gain visibility into each other's work, identify potential issue early, and coordinate efforts effectively. The scrum master facilitates the meeting, ensuring it
[10:10:46] stays on track and removes any impendments. The daily scrum foster collaboration, transparency and accountability within the team, enabling rapid adaptation to changes and keeping the project aligned with customer needs.
[10:11:01] So before moving forward, here is just a quick info for you. Why do we need scrum meeting? Alignment ensures everyone is on the same page regarding project goals and progress. Transparency promotes transparency by sharing individual
[10:11:14] accomplishments, plans, and obstacles. Collaboration fosters collaboration among team members by identifying dependencies and opportunities for assistance. Adaptation allows teams to adapt and adjust their plans based on
[10:11:28] daily progress and emerging challenges. Efficiency helps in identifying and addressing issues early, preventing delays and ensuring smooth project flow. Moving forward, let's dive into advantages of scrum meeting. Improved
[10:11:42] communication enhances communication among team members by providing a dedicated forum for updates and discussions. Enhanced collaboration promotes collaboration and knowledge sharing among team members leading to
[10:11:54] better problem solving and decision making. Increased productivity enables teams to stay focused and accountable for daily tasks leading to improved productivity and progress. Quick issue resolution facilitates early
[10:12:07] identification and resolution of obstacles preventing them from becoming significant impediments to progress. Iterative improvement supports iterative opportunities for reflection and adaptation. Next, let's see standard
[10:12:22] questions of scrum meeting. Question one, what did you do yesterday? Question two, what will you do today? Question three, are there any obstacles or impediments in your way moving forward? Let's see. Facilitation and execution in
[10:12:36] scrum. Scrum master's role facilitates the meeting, ensuring it stays focused and on track. Time boxing keeps the meeting short and concise, typically around 15 minutes or less. Adapting format allows teams to modify the format
[10:12:51] or questions to better suit their needs and context. Staying standing encourages participants to stand during the meeting to maintain focus and keep it brief. Let's conclude this video. Conclusion. Value proposition. The daily scrum
[10:13:04] meeting is a valuable tool for agile teams promoting alignment, transparency, collaboration, and continuous improvement. Integration with agile principles. It aligns closely with agile principles of frequent communication,
[10:13:17] adaptation, and collaboration making it an essential practice within agile methodologies like scrum. By incorporating these teams can gain a comprehensive understanding of the purpose, benefits, execution and
[10:13:29] continuous improvement aspects of the daily scrum meeting within the agile development framework. >> So without any delay, let's get started with the scrum master interview questions along with the answers. So the
[10:13:42] first question is what is scrum? And here is the answer. Scrum is an agile framework that can help teams work together. Scrum can enable teams to learn from experiences, self-organize while working on problems, to reflect on
[10:13:57] their victories and failures, to make improvements and much more. It is basically a starter question to keep the interview going. Now moving on to the second one is differentiate between agile and scrum. So they are basically
[10:14:12] asking you to differentiate between agile and scrum. So you need to provide agile and scrum. So you need to provide them the differences and here you go. Agile. Agile is a set of principles that's iterative and incremental in
[10:14:26] nature. Whereas scrum it is an implementation of the agile methodology itself. Agile it is suited for the projects involving a small team of experts and scrum it is used in teams that need to handle constant changing
[10:14:40] requirements. Under agile again the project takes care of all the task and is vital to the project and here in the scrum there is no leader basically the issues are handled by the scrum master and the team. Then again under agile we
[10:14:55] have changes cannot be handled frequently and in scrum the teams can react to changes quickly and in agile again the lastly we have it requires frequent delivery to the end user and in the scrum it sprints provide the
[10:15:09] workable builds of the final product to the user for feedback. Now moving on we the user for feedback. Now moving on we have define the various roles of scrum and here is the answer. There are basically three roles. The product
[10:15:23] owner, the scrum master and the scrum team. So what do you mean by product owner? The product owner is an individual who is responsible for increasing the ROI by determining the product features, prioritizing these
[10:15:36] features into a list, what needs to be focused on the upcoming sprint and much more. These are the constantly rep prioritized and refined. Coming to the scrum master, this individual helps the team in learning to apply scrum to
[10:15:50] ensure the optimum business value. The scrum master removes embedments, shields the team from distractions and it enables them to adopt the agile practices. Then again coming to scrum team, they are the collection of
[10:16:03] individuals who work together to ensure that the requirements of the stakeholders are delivered. Now moving on, we have what are the artifacts of the scrum process. So here you go with the answer. So there are basically three
[10:16:17] artifacts. The product backlog, the sprint backlog and the product infruitment. The product backlog is a list that consists of the new features, changes to features, bug fixes, changes to the infrastructure and other
[10:16:29] activities. Coming to the sprint backlog, it is a subset of the product backlog that contains a task focused on by the team to satisfy the sprint goal. the coming to product increment. It is a combination of all the product backlog
[10:16:44] items completed in a sprint and value of the previous sprints increments and like this you can frame your answer. Now moving on we have how are the product and the sprint backlog different from each other and here is a list of
[10:17:00] differences. Now differentiating them as a best of definition. The product backlog is a list of items that need to be completed for developing the product and the sprint backlog. It is again a list of items to be completed during a
[10:17:15] specific sprint. Now coming to the sources then product backlog is collected from the customer by the product owner himself and assigned to the team. The sprint backlog is collected from the product owner by the
[10:17:30] team for a specific sprint. Now differentiating them on the basis of differentiating them on the basis of scope, goal, time frame and ownership. Now moving on to the next question is who is a scrum master and what does he
[10:17:43] who is a scrum master and what does he or she do? And here is the answer. A scrum master is someone who promotes and supports the usage of scrum within the team. He or she understands the theory, practices, rules and the values of the
[10:17:57] scrum. He or she even ensures that the team follows the values, principles and the practices of the scrum. They remove any distractions and impediments that hamper the progress of the report. The scrum master ensures that the team
[10:18:12] delivers value during the sprint. Now moving on to the next question is what happens in the daily stand-up sessions and here is the answer. The stand-up sessions are basically the daily discussions that take place and are
[10:18:26] discussions that take place and are usually 15 minutes long. So it helps us understand what task went well, what tasks were completed before and what tasks are pending and the obstacles the team is facing in delivering the product
[10:18:40] on time. So the meeting basically helps in understanding the overall scope and the status of the project. Now moving on to the next question we have what is to the next question we have what is scrum ban and here is the answer. Scrum
[10:18:53] ban is basically a hybrid of scrum and canban designed to suit the team's needs. It reduces the work batching and uses a pullbased system for task management. It combines scrum structured approach with canban's flexibility and
[10:19:08] visual workflow offering the best of both the worlds. Now moving on we have what are sprint zero and spy and here is the answer. Sprint zero refers to the small amount of effort put into create a rough skeleton of the product backlog.
[10:19:25] So it includes insights towards estimating the release of the products. So the question may arise why it is required. So you can tell like it is helping in creating the project skeleton along with the research spikes. It helps
[10:19:39] in keeping the minimal design developing some stories completely from scratch having low velocity and being lightweight. So my second question was what is spike? So spike is a set of activities that involve the extreme
[10:19:54] programming for research design investigation creating PC's etc. Now you can frame your answer like this. And now moving on to the next question we have
[10:20:06] moving on to the next question we have what is scrum or scrums and here is the answer. It is a terminology used for the scaled agile technologies which is required to control and collaborate with multiple scrum teams. It is best used in
[10:20:20] situations where teams are collaborating on complex assignments. It can also include like it is also used to ensure that the required transparency, collaboration, adaption and adoption are
[10:20:32] products are deployed and delivered on a particular time. Now moving on the next question is what is user story mapping? It is now again a very important question and it's common too and how you will frame your answer is as follows.
[10:20:48] User story mapping represents and arranges the user stories that help with functionalities, system backlog, planning, releases and providing value to the customers. They arrange basically the user stories based on their priority
[10:21:04] on the horizontal axis and on the vertical axis they're represented based on the increasing level of sophistication. Now moving on we have what happens in the sprint retrospective and here is the answer. The sprint
[10:21:20] retrospective takes place after the sprint review. It is basically a phase. So during this meeting past mistakes the potential issues and new methods to potential issues and new methods to handle them are discussed. This data is
[10:21:34] incorporated into the planning of a new sprint. Now moving on is what is empirical process control in scrum and here you go. So empiricism refers to the
[10:21:46] work that based on facts, experiences, evidences, observations and experimentation. It is established and followed in scrum to ensure the project progress and interpretation is based on facts of observations. It relies on
[10:22:01] transparency, observation and adaption. So the mindset of the team and the shift in thought process and the culture are essential to achieve the agility essential to achieve the agility required by the organization. Now moving
[10:22:13] on we have what are the some drawbacks of using scrum. You can also put like what are the disadvantages of using scrum. So we'll move on and see scrum requires individuals with experience. A team needs to be collaborative and
[10:22:28] committed to the ensuring results on time. does need to be very well defined. It works better for the smaller projects and is difficult to scale to larger more complex projects. So now moving on we have the next question is what are the
[10:22:44] key skills of a scrum master? So it can also be portrayed as what are the also be portrayed as what are the necessary skills of a scrum master. So here you can frame your answer like the necessary skills of a scrum master are
[10:22:57] he or she needs a strong understanding of scrum and agile concepts. He should have a fine-tuned organizational skills. Should have a familiarity with the technology used by the team. Then he or she should be able to coach and teach
[10:23:10] the team to follow the scrum practices. Having the ability to handle conflicts and resolve them quickly. And the most important one is to be a servant leader.
[10:23:22] Now moving on to the next question we have. How can discord be dealt with within the scrum team? And here you go for the answer. So the issues root cause needs to be identified and addressed. And this is the first and the most
[10:23:36] important step. Now moving on, we have the complete ownership needs to be established. Try to diffuse the disagreement. Emphasize on focus areas that complement the project. A common understanding needs to be established to
[10:23:50] guide the team basically. So performing continuous monitoring and providing the complete visibility is also very necessary. So now moving on we have the next question is what is a user story? So again a very important but a simple
[10:24:06] question and here how you can frame your answer. So your user story is an agile software development or a project management tool that provides the teams with simple natural language explanations of one or more project
[10:24:20] features written from the end users perspective. So the user story doesn't go into detail but only mentions how certain types of work will bring value to the end user. So they also form the building block of agile frameworks like
[10:24:34] epics and other initiatives. They even ensure that the team works towards the goals of the organization. The requirements to make a user story a reality are added later after the discussion with the team. So they
[10:24:47] recorded on posted notes, index cards or the project management software itself. So now moving on to the next question is how are user stories, epics and the task different? So they are basically asking what is the difference among these three
[10:25:03] user stories, Apex and task and here how you can frame your answer. So user stories so they provide a team with simple explanations of the business requirements required from the end users perspective.
[10:25:18] And about Apex, it is a collection of the related user stories. They are usually large and complex. And what about task? So tasks are used to break down the user stories farther. So they are the smallest unit in scrum that is
[10:25:31] used to track work. A person or a team of two people usually basically work on a single task. Now moving on we have the next question is what is a sprint? And here you go for the answer. So sprint is a terminology used in scrum used to
[10:25:47] describe a time boxed iteration. So during a sprint a specific module of the product is created. The duration of a sprint can vary between a week or a two. Now moving on to the next question is what is velocity?
[10:26:02] It is not that speed velocity. It is basically the velocity or terminology used in scrum. So here you go for the answer. So the velocity is a metric used to measure the amount of work completed by a team during a sprint. It refers to
[10:26:18] the number of user stories completed in a sprint. And here you basically can see the graph and you have a basic idea of the velocity. Now moving on to the next question is what are the responsibilities of a product owner. And
[10:26:33] here you go. The product owner basically defines the vision of the project. It anticipates the needs of the customer and creates appropriate user stories. He or she even evaluates the project progress and it also acts as a product
[10:26:48] related questions. Basically they can answer them. So you can frame your answer them. So you can frame your answer like this. Then moving on we have what is burnup and a burndown chart. This is again can be a difference on the
[10:27:01] definition of a burnup and a burndown chart. So let's see. A burnup chart is a tool that's used to track the amount of work that's been completed and to needs to be done for a sprint or a project. And a burndown chart represents
[10:27:17] how fast working through user stories is. It shows the total effort against the amount of work for each iteration. So now moving on we have how is So now moving on we have how is estimation done in a scrum project. So
[10:27:32] let's see the estimation of the user stories is done based on their difficulty. So particular scale is used to access the difficulty of the user stories. Some type of scales are uh you can even say this that you have a
[10:27:47] numeric sizing that is from 1 to 10. We have even the t-shirt sizes we all see have even the t-shirt sizes we all see in the balls that is from SML XL XL and in the balls that is from SML XL XL and and so on. The Fibonacci series 1 2 3 58
[10:27:59] and so on. The Fibonacci series 1 2 3 58 and so on. The dog breeds the grain examples and a lot more. Now moving on the next question is what are some of the risk in scrum? So how are they handled? So let's see the answer. There
[10:28:13] are some type of risk in scrum as well. So the first one is a budget. The risk of exceeding budgets. The people basically the people the team the team members need to be appropriate skill and capability. Sprint this is basically the
[10:28:29] duration and the deliverables exceeding the duration addition of the scope of work. Then coming to the product related issues that is a user stories and epics having the illdefined user stories and epics can also be a problem. Then
[10:28:42] knowledge and capability having the appropriate resources is very necessary for a scrum. So managing risk involves identifying accessing and analyzing the risk and monitoring them and continuously managing them. They are
[10:28:57] done on a continual basis right from the starting of the project until the completion. So it is very necessary to understand the impact of the risk is based on the proximity of the actual occurrence of the risk. So now moving on
[10:29:10] to the next question we have how does a scrum master track the sprint process and here is answer. So they can track the sprint progress by daily scrum meetings, the scrum retrospectives, sprint planning, escape defects, defect
[10:29:26] density, the spring burndown and team velocity. And then moving on to the next question is how to deal with the score So the score crib refers to the change that's uncontrolled and added
[10:29:40] without checking its impact on scope, time, cost, etc. To handle it, here's what needs to be done. So you can basically say close monitoring of work done on a day-to-day basis is necessary.
[10:29:54] Understanding and communicating the vision to the team and ensuring they're aligned. Then capturing reviewing the project requirements regularly to emphasize to the team and customer about the requirements signed off. Then
[10:30:07] ensuring that any changes introduced go through change control and are implemented based on the approval for the change request. Then avoid goldplating. Then moving on to the next question we have. What are MVP and MMP?
[10:30:23] Now here is the answer. MVP stands for minimum viable product. It is a lean startup concept that stresses the impact of learning while performing the product development. This allows one to test and understand the idea by getting exposed
[10:30:39] to the initial version for target customers and users. To accomplish this, one has to collect all the relevant data and learn from the collected data. The thought behind MVP is to produce the product to provide access to the users
[10:30:55] and to observe how the product is used, perceived and understood. Coming to MMP, it stands for minimal marketable product. It refers to the description of the product which will have a minimal number of features that addresses the
[10:31:09] requirement of the users. So now moving on to the next question. What does DOD on to the next question. What does DOD mean? So here is the answer. Do stands for definition of done. It refers to the collection of the deliverables. You can
[10:31:22] basically make it out from the definition itself which includes the written codes, comments on coding, unit test, integration, testing, design documents, release notes and etc. So this adds verifiable and demonstrable
[10:31:37] values to project development. The is very helpful to scrum while defining the deliverables to achieve the objective of the products. It helps with defining the steps required to deliver the iteration, the usage of the appropriate tools like
[10:31:52] burndown to make the process more effective and so on. Now moving to the next question is how can a scrum master be a servant leader and again a very important and a logical question. We
[10:32:05] will answer the question. The term servant leader mainly focuses on the service orientation which a leader should demonstrate. So the scrum master needs to be a facilitator, a guide, a mentor etc. So this helps the team
[10:32:19] having increased involvement, empowerment and etc. The next question we have, how can you coordinate between the multiple teams? And here is how you can frame your answer. So one of the most common approaches for this is the
[10:32:33] scrum or scrums SOS meeting where members representing each scrum team discuss the progress performance issues risk etc altogether. So the frequency of
[10:32:45] these meetings must be predefined. Generally scrum masters would represent a particular scrum team besides having the chief scrum master who is basically responsible for coordination and collaboration among all the scrums who
[10:32:59] facilitates these meetings. So now moving on to the next question we have how would you handle conflict within the team. So here is the answer. So giving individual coaching to the team members is again very important one of the
[10:33:15] effective strategies to resolve a problem. So it is imperative for a scrum relationships with the team members and provide guidance when they face challenges. So for a scrum master paying
[10:33:28] attention to the source of the problem and listening and acting accordingly would go a long way. Any disagreements should be shared with other team members in a manner that would be open or to suggestions for resolving the issue. So
[10:33:41] you can even say about the following steps help in handling the conflicts within the team. Step one should be sin settings and two should be gathering information. Step three should be brainstorming to find a solution. Then
[10:33:55] final step would be solution conferring. This is how you can handle the conflict within [clears throat] a team. So now moving on we have how would you deal with a difficult stakeholder. The four strategies by which we can deal with
[10:34:08] difficult stakeholders are listening to them very carefully. Number two is estimating their motivation. Number three is meeting them one after the other and then the last one is watch the stakeholders closely by identifying them
[10:34:25] and this can actually give you ideas about the stakeholder. Now moving on to the next question is what are the three pillars of scrum? Again a very important thing to understand. The three pillars of scrum are summarized as it is
[10:34:40] of scrum are summarized as it is adaption, transparency and inspection. So adaption the method being processed must be changed if an inspector determines that one or more aspects of a process are outside of the permitted
[10:34:52] limits. Coming to transparency, it mandates that those elements be specified by a consistent standard in order for viewers to understand what they are viewing. Then again coming to inspection, the scrum users must check
[10:35:07] scrum artifacts and progress towards a sprint goal on a regular basis to discover unwanted deviations. Now moving on, we have the next question as explain the user story structure with an example. So this is basically a very
[10:35:23] logical question and it is very common one too. So here is a basic structure of the story you can see as a role of the user then I want to achieve a goal or
[10:35:35] perform a task so that I may achieve some goal or value. For example, the user story of a person's online course purchase can be as a customer I want to purchase educational courses online from the edtech website so that I can do not
[10:35:49] have to visit the training center and here's basically how you can write it. Now moving on we have the next question is how can you assure that the user stories meet the requirements and here you go. So a good user narrative
[10:36:03] includes both a description and acceptance criteria. It should be completed in a sprint with the fewest possible dependencies. The team should be able to develop and test while still delivering estimations with the sprint's
[10:36:17] delivering estimations with the sprint's contrast. So in short, good user stories adher to the invest concept. You can see basically what is it mean and you can even include this in your explanation. Now moving on to the next question is
[10:36:31] what are the five steps of the risk management? The five steps of risk management? The five steps of risk management are risk identification, risk analysis, ranking the risk and then treating the risk and then finally risk
[10:36:44] review. So risk identification to identify the risk that your company is exposed to in its current operating environment. And what do you mean by risk analysis? So once a risk has been identified, it must be investigated. So
[10:36:58] that is all about analysis. Then again coming to ranking the risk. So risk must be ranked and prioritized. All risk can't be same right. So you need to prioritize which risk to treat first. Then comes the process treating the risk
[10:37:12] as much as possible. All risk should be avoided or reduced by contacting the experts in the field in question. Then coming to the final stage that is risk review to ensure that it has been entirely eradicated. The risk evaluation
[10:37:26] is done. Now moving on to the next question we have. What do you mean by the time boxing in scrum? When can a sprint be cancelled and by whom? So here you go. So time boxing is a practice of devoting a set amount of time to a
[10:37:41] devoting a set amount of time to a single activity. A time box is a unit of time measurement. A time box must not exceed 15 minutes in length. So when can a sprint be canled and by whom? So a sprint can be cancelled before the
[10:37:55] sprint time box limit ends. Only a product owner can cancel the sprint. So now moving on we have what do you understand about the scope creep and how can scope creep be managed. To manage the scope creep we need to use a change
[10:38:12] control mechanism to keep it under control. This includes the following. Maintaining a baseline scope and keeping the track of the project's progress. to evaluate the actual work performance metrics to the baseline scope that is
[10:38:26] how different is the current project from the original plan and we need to perform the variance analysis. Then identifying the severity and the source of the observed alterations. Then selecting whether to take the preventive
[10:38:39] or the corrective action in response to the request regarding changes. And then finally to recommend the actions and manage all the change requests by using the perform integrated change control
[10:38:52] method whether preventive or corrective. Now moving on we have the next question as when should a scrum master not act as a facilitator. Then again a very important and interesting question. It is like a workshop facilitator must be
[10:39:08] objective when it comes to the topics being discussed and should avoid contributing facts or opinions to the conversation. Even through a scrum master's job is to assist the team in achieving the best possible results.
[10:39:21] Workshop facilitation can be challenging at times. So now moving on to the next question we have. How do you make the different stakeholders attend daily scrum meetings? So the coordination of the business people and the developers
[10:39:33] defines the success of a project. So the scrum master should conduct the daily stand-up meetings and encourage all stakeholders to be a part of the call by explaining the impact it will have on the project. The motive of the daily
[10:39:47] scrum is to know whether or not they will reach the sprint goal. So the next question comes what is the structure of a good story? And here you go with the answer. So the structure of a good story is as follows. Who are we building it
[10:40:00] is as follows. Who are we building it for and what are the users? Secondly, what are we building and what is the intention of building? So again comes why are we building it and what value does it bring for the user. So
[10:40:13] wellformed stories will meet the criteria of build vix invest acronym. There is again invest independent, negotiable, valuable, estimable, small and testable. And now moving on to the next question is what is the role of a
[10:40:31] scrum master in a sprint retrospective? And here you go. The scrum master in sprint retrospective inspects the progress of the previous improvements. So with the help of team discussion, new improvements are also inspected and
[10:40:45] adapted. Scrum master plays the role of a facilitator for the team. Now moving on to the next question. How can scrum masters ensure timely delivery of action items? So the regular scrum retrospective
[10:40:59] ensures the timely delivery of action items. An effective retrospective makes sure that the team has identified the action items. Some organizations use a retrospective tracker to monitor the action items. Here are the targeted
[10:41:13] categories like the priority, ownership, status, description, identified, done, and type. So working on the action items gives the team a boost that they are moving towards improvement and enhances the sense of ownership. Now moving on we
[10:41:28] have what do you exactly mean by sprint and scrum? So sprint is at the heart of scrum. An incremental product is released every week or every month. So after the previous sprint gets completed a new sprint begins. It breaks down
[10:41:44] large projects into smaller more manageable chunks. Daily scrum, sprint planning, sprint review and everything are a part of sprint. Now moving on to the next we have what does the concept of confidence vote mean in scrum? Why is
[10:42:00] it vital? So the confidence vote is held at the program increment planning session following the risk analysis. It is when all the team members assemble voice their opinions and vote with their fingers on their confidence level in
[10:42:15] completing the PI targets. A vote of confidence can help create an comfortable sharing and expressing their ideas. So it boosts team moral because
[10:42:27] members should feel that their opinions are valued. Now moving on to the next question is is daily meeting suggested for all teams irrespective of their size or experience level? Explain. So here is the answer. During the daily meeting, a
[10:42:41] team can evaluate its progress sticking to the sprint goal or not. To ensure that everyone is on the same page, all agile teams should meet frequently. So there are various ways they can conduct the meeting. Small and experienced,
[10:42:54] small and inexperienced, large and distributed teams. So you can frame your answer like this. Then moving on to the next question, we have can scrum team members participate in the product development process as well? Uh if it is
[10:43:09] so then please explain how and here is the answer. It is very advantageous to involve the scrum team in the discovery phase stage of the product development life cycle. The agile teams collaborate with the stakeholders early in the
[10:43:22] development cycle to ensure that the both the parties are on the same page and you can basically see the points over here and then basically frame your answer like this. Now moving on in Scrum, what do you mean by user stories
[10:43:35] and what benefits come from using them? So user story is an informal generic description of a software feature written from the end users perspective. Putting people first is a critical element of an agile software development
[10:43:49] and a user story accomplishes this by putting users at the center of the discussion. The there are some following the some benefits of using user story. So the primary benefit of user story is the user centric definition. The syntax
[10:44:05] of the user story ensures that the user's desired goal benefit or the value gets captured. Then again because the acceptance criteria gets included in the story, the scrum team will benefit from them. So a user story can change at any
[10:44:19] time during the project's execution. So now moving on to the second last question we have is name some other agile frameworks. So there are other frameworks besides scrum such as scanban, testdriven development and
[10:44:34] featured development. Mention frameworks you have followed and provide the scenarios how you have used it. So now moving on to the next one is when we should use waterfall over scrum and is again very important question. So we
[10:44:49] should use waterfall if the requirements are very simple, predictable, fully defined and understood and will not change in the meantime. So you can basically all the interview questions that are very important. There can be
[10:45:03] millions of questions on scrum master but I have provided this top 50. >> It's a pleasure to welcome you to our new video discussing the top 10 tools for product management. In this video we will discuss what considerations should
[10:45:17] product management and then we will look out at the top tools for product management. But before we start, let's brush up on your knowledge. So here's a question for you all. What does a tool stand for? Do let us know in the
[10:45:33] comments below. Software for product management is an administrative tool used to produce and enhance a company's goods rapidly and effectively along with successfully enhancing business profits. These tools
[10:45:46] allow product managers and their teams to gather fresh concepts and develop detailed strategies to turn them into actual products. Although these technologies are typically utilized by product managers and product teams, they
[10:45:59] also give other departments such as marketing and sales additional clarity and insight into product development. Product management is used for product analysis, development tracking, and road mapping. Whenever we concern tools for
[10:46:13] product managers, we often mean the basic handful of tools that the majority of us use daily. These product management tools typically consist of software for product analytics, development tracking, and road mapping.
[10:46:26] However, a product manager's duties go beyond simply gathering product perspective, surveying the backlog, and evaluating the product plan. Whether you are a beginner or an experienced product manager, you should utilize the right
[10:46:40] tool to ensure you are not overlooking a crucial aspect of your job. Product managers are frequently in charge of organizing the examination, choice, and purchase of product management solutions for usage inside their company. It might
[10:46:53] be challenging to choose the best product management solution though. Now let's move ahead in our session and know what considerations should be taken management. Depending on the
[10:47:06] product firm will have a unique collection of tools in its accumulation. The set of tools that the product team employs to manage their operations is known as product management tool accumulation. These tools are frequently
[10:47:20] integrated where they perform well together and complement one another. The product development efforts may succeed or fail greatly depending on the choice of product management tools. So to have a successful product, there should be
[10:47:34] some considerations to follow up on before choosing a management tool. So let's take a look at the concerns one must heed before choosing a product management tool. The very first consideration that should be taken is to
[10:47:47] recognize the demands of your product management staff. Making a charter with a list of questions for your new product management tool is an intelligent method to assess the requirements of your product management team. The charter
[10:48:00] will aid in outlining particular demands and may be used as a benchmark for assessing items. The next consideration that should be considered is to do some product research. It's time to research the various product possibilities after
[10:48:14] you have a clearer idea of your demands and criteria for a product. Reading product reviews and seeing product demonstrations are the most significant ways to accomplish this. You'll have a deeper grasp of the features and how
[10:48:28] each product functions by doing the research for the product. Moving on, we have to consider items depending on product needs. Following your research, it's time to analyze the items in light of your unique needs. Start by grading
[10:48:43] each item according to how effectively it satisfies your needs. To rank the various items, you may add a column to each need to rank the various items. This stage will enable you to evaluate and contrast several solutions and
[10:48:58] decide which product management suite is best for your team. The next consideration is to aim to stay within your budget. When looking at product management solutions, budget is always an important consideration, but if you
[10:49:12] work for a startup or a smaller firm, it's much more crucial. Keep in mind that some of the top goods could have steep asking prices as well as ongoing costs. The simplest method to achieve this is to set a predetermined budget
[10:49:27] guide when weighing various possibilities. Then we have to make sure that the tool is with effortless use. Make sure the tool you use is simple to use before you buy it. Although it should be obvious
[10:49:41] certain technologies are quite complex and need users to undergo many days of training, the technology that works best for you and your team will be the one that you find simple to use. Many tools allow you to try them out for free, so
[10:49:55] you may decide whether to buy them before you use them. The next consideration is reporting in real time. Find a product tool that offers real-time reporting to save time. Creating reports that reflect the
[10:50:09] data from many parts of the product management systems. Moving on, we have a reputable interface. Although there are a lot of tools available, some of them appear somewhat dated. Expandability needs to be your main criterion when
[10:50:26] selecting a tool. Opting for something attractive looking doesn't hurt either. The last consideration that should be taken is security. Scalability is great, but if your data isn't secure, neither is the integrity of your product.
[10:50:40] Examine the security features that your desired tool supplier offers. To keep your client data private and isolated from everyone else's, choose a different dedicated hosting platform. Let's proceed in our session and know what top
[10:50:54] tools are used for product management. How do you assess and determine which tools are best for your team? Consider your firm and product size and development stage as a starting point. A tiny firm with one product manager, for
[10:51:07] instance, probably won't require or have the funds for numerous tools. You could pick a few applications that provide a wide range of integrations and features. A huge organization, on the other hand, would require specific tools created for
[10:51:22] complex work streams and several teams. The very first functioning of product management is user tracking and analysis. User tracking enables you to follow online visitors while they browse your website anonymously and via a
[10:51:37] variety of methods. A product manager's research creation process includes user tracking in terms of analysis. A wide range of tools is accessible for tracking and gathering data about the demands of the user for the product.
[10:51:51] These tools may be quite useful for gathering information and understanding how users of your software or visitors to your website interact with your offerings and content. Platforms for product analytics collect and assist you
[10:52:04] in analyzing what those customers do, but merely what they say and think. You'll want a product management platform such as Dun Dunone that provides distinct analytics and insight into how customers utilize your product.
[10:52:18] User tracking and analytics can be done using Pendo. The tool used for user tracking and analytics is Pendo. Pendo assists businesses in determining who is using the features and products they are
[10:52:30] developing. You can find out which features people like and don't like as product range with the help of our product analytics tools. Additionally, you may examine how product adoption
[10:52:42] differs depending on an account, a user's job, or their attitude. Their objective is to provide product teams with the knowledge they need to do their duties more effectively and make daily decisions with less difficulty. Although
[10:52:55] inapp messaging provides our customers a method to quickly and simply put these insights into action, product analytics are fascinating and powerful. In the end, your capacity to experiment and influence behavior change within your
[10:53:10] product is what will help you grow your company and give your consumers better experiences. Apart from Pendo, the other tools that can be used for user tracking tools that can be used for user tracking and analytics are amplitude, gains and
[10:53:22] Google Analytics. The next functionality for product management is product strategy and road mapping. So product strategy and road mapping is a basic exercise in product management. Even though PMs are renowned for their
[10:53:35] reveals the type of stakeholder negotiating abilities and datadriven planning that make product management so successful. Our knowledge of PM's experiences indicates that product board goes toward the making things easier
[10:53:50] side. AHA is also practical and founded on reliable theoretical understandings of how product managers operate. When choosing your road mapping tool, remember that product managers are reportedly trusted by Air Table, Air
[10:54:04] Focus and Road Monk. The tool used for product strategy and road mapping is product board. Product board is used to prioritize features, create road maps, collect customer input, and validate
[10:54:16] concepts. All the tools required to create a user centered product. The road mapping capabilities of product board are noteworthy. Depending on how you operate, you can organize product features into release, sprint, period,
[10:54:30] or now, next, later buckets. And you may customize road maps for different audiences. For instance, you may develop road maps that are customer- centered or that are expressly geared for leadership. The other tools used for
[10:54:44] product strategy and roadmap development are product plan, road monk, and air focus. Moving on to the next functionality of product management is Even while not all product managers utilize flowchart and diagram software,
[10:54:59] it is still an excellent approach to do a task that many PMs ignore, but really shouldn't. You and your organization will benefit from having a greater understanding of the whole client experience with your
[10:55:12] business after creating a customer journey map. A correctly made journey map will display every interaction a person has with your business from their initial visit to your website or their first phone contact from a sales
[10:55:25] representative through their eventual purchase and use of your product. The tool used for flowcharting is Microsoft Visio. Vizio's flowcharting and diagramming capabilities can be useful for outlining any particular elements of
[10:55:38] a user's workflow or experience with your product. The flowcharts you generate using these tools may help you get insights into how to strategically prioritize your product roadmap since they provide a visual representation of
[10:55:52] that workflow or experience rather than just a list of the stages your client will take. Apart from Microsoft Vizio, Omnigraphle is the other good tool that can be used for flowcharting in product management. Now let's move ahead and
[10:56:07] know the other functionalities and tools for product management. The other functionality of product management is presentation. A key communication skill for a product manager is the ability to present. It is a component of conveying
[10:56:21] the product strategy to the company and the team developing the product. Additionally, it is a component of consumer communication. We frequently draw attention to the poor performance of roadmap presentation tools. However,
[10:56:34] this does not imply that Keynote or PowerPoint shouldn't occupy a significant position in your toolbox for product management. For distributing your high-level goals, ideas, and plans within your company and to external
[10:56:47] audiences like clients, presentation decks may be quite helpful. For instance, vision boards may be a potent tool for selling a group of executive stakeholders the vision of your product. Additionally, using presentations to
[10:57:01] teach salespeople or educate industry analysts about your product may be quite successful. The best tool for presentation is Microsoft PowerPoint. One of the most often used tools for presentations is PowerPoint. It is a
[10:57:15] component of the Microsoft Office package and is usable for domestic, commercial, and academic uses. PowerPoint dominated the presentation industry and was most wellknown for its templates and usability. This program
[10:57:28] enables anybody from amateurs to experts to create presentations utilizing text, to create presentations utilizing text, graphics, video, audio, and data tables. You may deliver the presentation as you like by using a range of animations and
[10:57:41] transitions. Other than PowerPoint, Keynote, Google Slide, and Slides Share are tools that can also be used for presentations. Moving on to the next functionality of product management, it's prototyping and
[10:57:54] Design teams experiment by turning their ideas into physical prototypes, which might range from paper to digital. To capture design concepts and user testing, teams create prototypes with
[10:58:07] varying levels of realism. You may improve and evaluate your ideas using prototypes, allowing your company to release the proper items. You must put a lot of effort into demonstrating that your product concept can be realized
[10:58:20] before bringing it to fruition. More technologies are emerging as a result of the growing significance of user design and easy consumer journeys. They also employ techniques to minimize discomfort and streamline the delivery process. The
[10:58:34] number of web-based apps available has increased due to this popularity. Some, nevertheless, are a little questionable in terms of usefulness. Most people are using multi-purpose applications that may be used for prototyping, designing,
[10:58:47] and whiteboarding. If you're searching for a versatile tool that is also great for a versatile tool that is also great for prototyping, we may suggest Figma. The best tool used for prototyping and wireframing is Balsamic.
[10:59:00] Balsamic wireframes is a quick low-fidelity UI wireframing tool that simulates sketching on a whiteboard or notepad while using a computer. It effectively pushes you to put your attention on structure and substance
[10:59:14] rather than wasting time on early debates about colors and details. With wireframes, you may quickly produce new ideas, discard the subpar ones, and identify the best solutions. The alternatives of Balsamic for prototyping
[10:59:28] and wireframing are Sketch, Envision, and Adobe XD. The next function of product management is product development. Product development involves bringing a new thing or item to market or enhancing
[10:59:41] already available goods to boost sales. A product is initially merely a sample. For a firm to become something that can be sold on the market, a lot of time and money must be invested. The idea, design, development, and marketing of
[10:59:56] newly developed or freshly renamed goods or services are all phases in the process known as product development. Sometimes known as new product management, the entire process of creating a product from conception
[11:00:10] through market launch is referred to as product development. Product research makes the difference between a product's success and failure both at launch and helping you understand the requirements and desires of your consumers and
[11:00:26] landscape and environment of your product. The best tool used for product development is Rally. The foundation of value stream management is Rally. By enabling business leaders to address
[11:00:39] challenging issues like how to prioritize capabilities related to development, how capabilities relate to development outcomes, how to track capabilities progress from planning to delivery, and how to find
[11:00:52] opportunities to optimize flow. Rally's insight contributes to value stream management. Rally is used by value streams to make complicated processes transparent and enable swift business pivots based on datadriven choices. The
[11:01:07] alternative to Rally for product development is Azure. Moving on, we have project management as the next functionality of product management. A project manager oversees several projects that are necessary to achieve
[11:01:20] the various goals that a product manager sets for it in terms of vision, goals, and business trajectory. The project manager is therefore more of a man of action whereas the product manager is more of a master strategist. Making a
[11:01:35] distinction between projects and products might be helpful. Though management are two different jobs. Still, there would be some interactive work. No product manager can operate without zero work support of a project
[11:01:49] manager. The tool used for project management is Jira. Jira brings teams together for everything from agile software development and customer service to startups and companies. Jira assists teams in planning, assigning,
[11:02:03] tracking, reporting, and managing work. Jira software, the top solution for agile teams, helps software teams develop better. A workflow is the first step in managing projects and tasks in project management software. Workflows
[11:02:18] outline your procedure and make task tracking possible for your team. Visualize your process so that your team is aware of the status of tasks and projects. Projects frequently contain checkpoints or milestones that must be
[11:02:32] met to maintain the overall project's direction. Versions are milestones in Jira work management. After creating versions, you may group work into several versions. Other than Jira, Pivotal, Monday.com, and diagrams.net
[11:02:47] are the tools that are used for project management. So moving on from project management, collaboration is the next functionality of product management. some of the most intriguing opportunities for cross- functional
[11:03:01] collaboration. Although there are difficulties, which we'll discuss momentarily, it exposes everyone engaged to every step of the product development and launch process. UX designers have the chance to learn more about marketing
[11:03:14] and engineers have the chance to learn more about UX design. The tool used for collaboration for product management is Trello. Trello is one of the more powerful project management applications that aims to improve teamwork inside and
[11:03:28] between departments. Trello allows you to manage several projects and arrange various activities by allowing you to create boards, lists, and cards to get a happening. You may also set up calendars, make checklists, and assign
[11:03:44] productivity indicators. Trello has built-in automation for the best processes and the least amount of manual effort. Like many other top products today, Trello is an essential component of your product management stack since
[11:03:58] the job of the product manager involves coordinating a lot of various moving elements. The alternatives for Trello for collaboration are Goto Meeting, Dropbox, and Zoom. The next functionality of product management is
[11:04:12] user experience and testing. In the field of product management, the phrase user testing is frequently used. Usability testing is frequently used interchangeably with user testing. During the user testing phase of the
[11:04:26] design process, you analyze your product or service using actual customers to develop user- centered designs. Through this technique, you may learn how your target market behaves when using your product, giving you useful information
[11:04:40] for the development process. The best tool used for user experience and tool used for user experience and testing is Adobe target. Adobe target is a rule-based testing and targeting tool that can be integrated with analytics
[11:04:52] and provide reports for marketing offers, customization, and UX testing. This feature enables marketers to determine which offers, experiences, and messages are engaging customers. It has a user interface, integrated best
[11:05:06] practices, and powerful features for tracking site traffic. It allows for more conversion and properly filters results according to its self-learning algorithmic methodology. The tailoring of consumer interactions across all
[11:05:19] marketing channels and business contact points may also be automated. Other tools that can be used for user experience and testing are Helio, Hot experience and testing are Helio, Hot Jar, and UXCAM. In the end, the last
[11:05:32] functionality of product management is customer feedback and survey. Getting feedback from customers involves talking to them and asking them what they think of a good or service. To properly comprehend their behavior and demands,
[11:05:46] it is crucial to pay attention to their thoughts and feelings. It is crucial for product managers because before you can offer a helpful solution, you must embrace your people and understand the suffering caused by their issues. It's
[11:05:59] helpful to have a defined goal before pursuing a certain feedback technique. Outlining your learning objectives can help you concentrate on your study and choose which potential or current clients you should contact. This is
[11:06:12] particularly important if your product or service appeals to a wide range of demographics. And this is because various client segments may experience your product in drastically different ways. Therefore, it's crucial to be
[11:06:26] specific about who you want to talk to and what you hope to discover about their needs and expectations. The tool used for customer feedback and survey is SurveyMonkey. Following are the features of
[11:06:39] SurveyMonkey that may help product managers with customer feedbacks and surveys. Obtain viewpoints and get insightful wisdom for every audience. It is simple to build polls, quizzes, and surveys. Obtain comments using a web
[11:06:54] link, email, mobile chat, social media, and other channels. Get sophisticated analytic tools and automatically examine your data. Your data may be exported or integrated with your preferred apps. Make smarter decisions based on facts by
[11:07:10] utilizing your insights and alternatives. Type form, Google forms, and formstack. Other than survey monkey, the tools that can be used for customer feedback and surveys are type forms, Google forms,
[11:07:23] surveys are type forms, Google forms, and form stack. With this, we have come to the end of this session. But before winding up, let's take a look at the bonus tools for you that serves multiple purposes in terms of product management.
[11:07:37] The very first tool is Slack. To strengthen product organization, Slack has emerged as the most crucial tool. Slack is utilized to cut down on pointless meetings, facilitate teamwork, make information widely available, and
[11:07:51] involve our consumers in the creation of new products. By acting as a central communication, reporting and file center, the software boosts efficiency for both small and big teams, Slack Connect streamlines communication by
[11:08:05] bringing everyone into your virtual headquarters to complete tasks, breaking down organizational walls. From debating the finer points of a contract to analyzing the most recent drawings from your creative agency, Slack Connect
[11:08:19] enables real time collaboration. Moving on, we have Canva. Branding image creation is as easy as dragging and dropping using Canva. It will just take a few minutes to do what used to take a lot of work, whether you decide to
[11:08:34] utilize your logo, social media accounts, or a hashtag. The transparency option in Canva also makes branding your product seem slick and unobtrusive to the viewer. You can maintain brand management with Canva for teams while
[11:08:47] enabling anybody on your team to generate on-brand visuals even without design skills. Your team may quickly create and distribute branded designs using the thousands of professionally created templates at your disposal. Even
[11:09:00] if you have little to no experience with graphic design, Canva enables you to effortlessly. >> So guys, let's start with what is Canadon. All right, imagine you're running a kitchen and you have got
[11:09:14] different dishes to prepare, ingredients to manage and chefs working on different tasks. Now, think of canban as your super organized kitchen. In the canban world, you have cards for each dish representing task. These cards move
[11:09:29] across your whiteboard in different columns such as todo, in progress, and done. Each column signifies a stage in the cooking process. If a chef is whipping up a lasagna, the card starts in to-do and when the order comes in, as
[11:09:45] they start cooking, it moves to in progress. And when it's ready to serve, it lands in the done column. The magic here is guys that you can see everything at a glance. No chaos, no guessing. And if a chef finishes one dish and has
[11:10:00] capacity, they can grab another to-do card. It's like dance of efficiency. Canvan isn't just for kitchens. It's actually a project management philosophy. Whether you are developing software, planning events, or organizing
[11:10:15] a team project, Canvan helps things flowing smoothly. It's about visualizing flowing smoothly. It's about visualizing work, limiting work in progress and maximizing the efficiency. Now let us say what is a technical definition of
[11:10:29] canban. Kenban is an organizational approach designed to enhance the teamwork and productivity and it employs visual representations of project workflows offering team members a clear understanding of where their tasks fit
[11:10:44] in in the broader context. The visual display ensures that the entire team has transparency in the workflow aiming to eradicate duplication and unnecessary efforts while promoting continuous delivery. Now let's move on and discuss
[11:11:00] the history of canban. During the early 1940s in Japan, Toyota automotive faced stiff competition from its American counterparts and sought to enhance the efficiency of its production processes. A critical challenge was the substantial
[11:11:15] and costly accumulation of stock inventory, including raw materials and unfinished items, and any items remaining in the inventory instead of progressing to the next production stage or reaching the final customer were
[11:11:29] deemed wasteful. In response to this challenge, Taiichi Ohuno, an industrial engineer at Toyota, drew inspirations from supermarkets. Observing that supermarkets restock products only after customers have purchased most of the
[11:11:45] available item, Ono envisioned applying a similar principle to Toyota's production chain. He proposed that the rate of one production process should determine the demand for preceding process through the entire chain. To
[11:11:59] implement this concept, visual signals in the form of cards were introduced to trigger specific actions. For instance, an empty raw materials container with a card would signal the need to replenish those raw materials. These visual cues
[11:12:14] became the basis for the term canban symbolizing a system where visual signals guide and optimize the flow of production processes. Now let's move on and discuss about the principles of canban. The first thing is start with
[11:12:29] canban. The first thing is start with what you know. Start by looking at what you are currently doing. That's where Canban comes in handy. It values your existing processes. At the beginning of a project, experts in change management
[11:12:43] use Canban to figure out any issues affecting how things are done. Canvans help you check your workflow, roles, job titles, communication, and everything. This way you can make things work better. save money and pinpoint areas
[11:12:59] for improvement. Because Canban makes things clear, you can track how your changes pay off over the time and see the impact of making things better. This transparency also makes it easier to work with other managers and teams. They
[11:13:14] can quickly understand why changes are needed, making collaboration smoother. The next is agree to pursue incremental and evolutionary change. Continuous improvement is a crucial idea in canban much like agile and scrum methodologies.
[11:13:31] All three share the practice of bringing about changes gradually and steadily in small steps. This approach is valuable because it reduces disruptions and makes the entire changes process easier to handle. Implementing big changes can be
[11:13:46] tough and might face resistance internally. Senior management could worry about the cost and project teams might fear that altering how they work would affect their productivity. Kanban is aware of this challenge and
[11:13:59] highlights the importance of making small and continuous improvements over the time. This way it acknowledges the need for manageable and incremental change to overcome the potential obstacles and resistance within an
[11:14:13] organization. The next is respect the current process, rules, responsibilities and titles. Respecting existing practices is the key to emphasizing that canvan won't cause excessive disruptions or entirely overhaul established ways of
[11:14:29] working, especially if those methods are effective. This instance positions scanban as a cooperative and collaborative way to enhance existing processes without fundamentally shaking up how an organization operates. This
[11:14:44] approach is quite crucial for gaining support for canban especially in environments where teams are attached to the established practices. It proves especially helpful in larger organizations where changes tend to be
[11:14:58] slower and there are more people to convince of the benefits of adopting canban. By being respectful and considerate of the current operating models, Kanban becomes an approachable and adaptable solution for organizations
[11:15:13] aiming to improve without causing unnecessary upheaval. The next is encourage the acts of leadership at all the levels in your organization. Kenban puts a spotlight on collaboration, allowing anyone in the team to set up
[11:15:28] and tackle a problem. Thanks to the transparency it offers, every team member should feel confident in taking action backed by a solid data. This supportive culture empowers team members to take initiative, embrace risks and
[11:15:43] experience growth both professionally and personally. In essence, Cananban fosters an environment where everyone has the opportunity to contribute, make decisions and thrive. Now, let's move on and discuss about the six canban
[11:15:59] practices. Unlike the time constraint structure of agile methodologies like scrum which follows strict schedules with defined sprints, canban operates using a pull system. This means that work begins only when there is a demand
[11:16:14] for specific deliverable. Evolving from this principle, David Anderson wrote five properties where we can identifying the following six canban practices. So you can see there are three things on the canban board. The first one is todo.
[11:16:30] The next is in progress and the third thing is done. Okay. So now you can see thing is done. Okay. So now you can see how the canban operates. So here you can see a small simulation of the canban board. Now let's move on and understand
[11:16:43] about the six canban practices. The first thing that comes up in my mind is visualize the workflow and business risk. Boosting visibility in your workflow is essential for pinpointing areas that require enhancements. Canban
[11:16:58] board act as a visual representation showcasing the status of work items. What's in progress? what is done and what hasn't started. This visual aid enables you and your team to comprehend the journey from request to completion,
[11:17:14] identifying areas for optimization in your workflow. Think of canban boards like project dashboards, aiming to provide maximum visibility in an easily understandable format. The concept is to present information clearly much like a
[11:17:29] digital canban board in T- mode. The second is limit work in progress. The ultimate aim of employing canban board is to optimize the projects by eliminating unnecessary time and resource wastage. Key to this efficiency
[11:17:43] is the implementation of canban work in progress limits. These limits are critical as they define the maximum workload allowed in a workflow. Work in progress limits functions by putting a cap on the number of work items that can
[11:17:58] be in progress simultaneously. This establishes a pull system ensuring that new tasks are only initiated when there is sufficient capacity to handle them. On a canban board, work in progress limits are visually represented as
[11:18:13] numerical values assigned to different statuses or columns, thus providing a clear indication of the workload constraints at the each stage of the workflow. This approach streamlines processes, prevents overload, and
[11:18:27] promotes a more controlled and efficient project progression. Next is manage the flow. The canban board serves as a visual tool to track the movement of work from one column to the next. Thus, emphasizing the flow of task through
[11:18:41] these columns brings attention to the potential bottlenecks. This approach empowers managers to concentrate on smoothing out interruptions in the standard flow and identifying areas that may require some additional resources by
[11:18:55] actively managing the flow. The next is manage flow. The canban board serves as a visual tool to track movement of work from one column to the next emphasizing the flow of task through these columns which brings attention to the potential
[11:19:10] bottlenecks. This approach empowers managers to concentrate on smoothing out interruptions in the standard flow and identifying areas that may require additional resources. By actively managing the flow, teams can enhance the
[11:19:24] overall efficiency and address issues promptly to ensure a smoother progression of task. The next one is make policies explicit. Define, publish and share what your processes and policies are. This ensures that everyone
[11:19:39] on your team comprehends how work is conducted and what goals are. By establishing clarity, you can guarantee that everyone is aligned when proposing improvements. This approach also contributes to maintaining objective and
[11:19:53] dispassionate team discussions, preventing emotions and subjective viewpoints from unduly influencing the decision-making process. Next is implementing the feedback loops. The canban method promotes small continuous
[11:20:08] incremental and evolutionary changes. As I have told you earlier, determining these necessary changes relies on establishing reliable feedback loops. In canvan, feedback is collected at various project stages, whether during meetings,
[11:20:23] delivery, operational activities or risk reviews. The specific points for collecting input and the frequency are typical tailored to project's nature and what works best for your team. This flexible approach ensures that feedback
[11:20:38] is consistently integrated thus allowing for informed and adaptive adjustments throughout the project. Next is improve collaborately and evolve experimentally. Collaborative improvement and the ongoing evolution stand out as a
[11:20:52] fundamental principles in KNBA. David Anderson who wrote a book on the six canban principles in his books underscores the significance of team proposing a shared knowledge and a unified understanding of problems. He
[11:21:07] advocates for adoption of scientific model encompassing experimentation analysis and continuous improvement. Anderson suggests that exploring established models such as the theory of constraints, theory of profound
[11:21:22] knowledge, and the lean economic model. Implementing one of these proven models facilitates the measurement of outcomes and help mitigate the risk associated with change. By incorporating these models into canban approach, teams can
[11:21:37] systematically identify constraints, deepen their understanding of problems and methodically work towards effective solution. This scientific modeldriven mindset enhances the adaptability and success of canband-driven initiatives.
[11:21:53] Now the biggest question comes up in our mind that is when to use canban. Canban is particularly well suited for various scenarios and environments. Here are some situation where using Cananban can be highly effective. The first one is
[11:22:09] continuous workflow. Canban is excellent for processes with a continuous flow of work where task don't fit neatly into fixed iterations or sprint. The next one is variable workloads. In situation where workloads fluctuate and priorities
[11:22:25] may change frequently, Kanban's flexibility allows teams to adapt it swiftly. The next is serviceoriented task. Canban is widely used in service oriented industries where work items are often unique and require diverse skill
[11:22:41] often unique and require diverse skill set. Next one is the visual management. visualizing work and creating transparency in the workflow are priorities. Canvan's visual boards make it easy to understand the status of task
[11:22:56] at a glance. Next is continuous improvement. If I talk about continuous improvement, canvan's emphasis on incremental changes and feedback loops make it well suited for environments that prioritize continuous improvement
[11:23:10] and evolution. Next is if there comes an unpredictable work. when work items are unpredictable and arrive spotically. Canvance pull system ensures that team only take on the new task when they have the capacity
[11:23:25] to. The next one is maintenance and support. When your project needs maintenance and support in that case you can use canban. And finally if there is parallel development going on along with some other task then applying canban can
[11:23:39] be amazing solution to your project management. Now in conclusion, if I have to say something, Kanban stands as a versatile and effective methodology which is well suited for dynamic environments requiring adaptability and
[11:23:53] continuous improvement. Its emphasis on visualizing workflows, managing flow and implementing small incremental changes fosters efficiency. Canvan's applicability to various industries from serviceoriented task to parallel
[11:24:08] development projects makes it a valuable tool for the teams who are seeking flexibility and transparency by encouraging collaboration, shared knowledge and scientific approach to problem solving. Canvan facilitates not
[11:24:21] only project success but also a culture of continuous evolution and improvement. >> So let's start with what exactly is a design sprint. So, a design sprint is a focused 5-day process designed to address complex challenges by quickly
[11:24:36] designing, prototyping, and testing solutions. So, it's like compressing months of work into a single efficient week, providing teams with actionable insights in record time. So, for example, Airbnb used a design sprint to
[11:24:51] enhance their booking experience. So the team wanted to make it easier for users to find and book unique stays while ensuring hosts felt supported. So through the sprint they produced a revamped search interface, tested it
[11:25:05] with users and gained critical feedback that shaped the final product. So this not only improved the user experience but also aligned the platform with their vision of creating seamless travel journeys. So why do we use a design
[11:25:18] sprint? So here's why sprints are a gamecher. So number one, it saves time. So traditional product development cycles can take months with endless back and forth decisions. But a design sprint condenses this process into just 5 days.
[11:25:34] Next is it is user focused. So the sprint process centers around real user feedback. So by involving users early through testing, teams can identify what works and what doesn't, significantly reducing the risk of launching something
[11:25:49] users won't like. And then it is versatile. So design sprints aren't limited to tech companies. They're effective across industries. So in retail, teams have used sprints to redesign store layouts to enhance
[11:26:02] customer flow. In healthcare, sprints have been used to improve patient experiences by rethinking check-in processes or designing user-friendly telly health apps. So by embracing design sprints, companies can innovate
[11:26:14] faster, focus on users needs, and apply this methodology to nearly any industry efficient and impactful problem solving. So now as we clearly know what a design sprint is and why it is used. Let's talk about the five phases of a design
[11:26:30] sprint. So basically design sprints are divided into five phases. Each phase has a clear purpose and helps teams move step by step from understanding the problem to testing a solution. So let's explore each phase now. So the first
[11:26:43] phase focuses on understanding the problem. So the team gathers to discuss the challenge, define goals and collect insights about users. So this phase involves brainstorming, reviewing user feedback and hearing from experts to
[11:26:58] ensure everyone is on the same page. So teams also create a map to visualize the problem and identify the areas they need to focus on. So for example, imagine a grocery delivery app that's losing customers because users find it hard to
[11:27:12] navigate. So in this phase the team studies user reviews, talks to the customer support team and maps out the current app flow. So they identify that users struggle to find specific products and often abandon their cards. So this
[11:27:24] understanding of the problem they're trying to solve before diving into solution. Now the second phase is sketch. So in this phase each team member works individually to come up with possible solutions. So instead of
[11:27:38] group brainstorming, everyone sketches their own ideas which helps award group think and ensures creative variety. So these sketches don't need to be detailed. They are just quick drawings to share initial thoughts. So for
[11:27:51] member might sketch an improved search bar with smart suggestions and another navigation system. So someone else could suggest a feature to save frequently bought items for easy reordering. So this phase allows the team to explore
[11:28:06] multiple creative approaches and generate a pool of ideas. Now the next phase is design. So once all ideas are on the table, the team reviews them together to pick the most promising solution. So they discuss the pros and
[11:28:20] cons of each idea and use methods like voting or dot stickers to reach a decision. So this phase also includes creating a story board which is a step-by-step plan of how the solution will work. So for example, the team
[11:28:32] evaluates the sketches and decides to focus on the smart search bar and category based navigation in the example of a grocery app. So they create a story board showing how a user will search for items, add them to cart and complete the
[11:28:46] checkout process. So by the end of this phase, the team has a clear idea of the move on to the next phase which is prototype. So the prototype phase is about bringing the chosen idea to life in a quick and realistic way. So teams
[11:29:00] build a working model of the solution that looks and feels real but isn't fully functional. So tools like Figma, Sketch or Invision are often used to create interactive prototypes. So for example of the grocery app, the team
[11:29:13] creates a clickable prototype of the new search bar and navigation system. So users can interact with the prototype to search for items, browse categories, and add products to their cart. So the prototype acts as a testable version of
[11:29:26] the solution helping teams gather user feedback without spending months on development. And the last phase is a testing phase. So the final phase is all about testing the prototype with real users. So the team observes how users
[11:29:39] interact with the solution, takes notes on their behavior and collects feedback. So this phase helps identify what works well and what needs improvement. So for example, the team invites like five users to try the new grocery app
[11:29:53] prototype and they notice that users love the smart search bar but find the category navigation a bit confusing. So based on this feedback, the team tweaks the design before implementing it in the app. So by testing it ensures that the
[11:30:06] solution is userfriendly and solves the problem effectively before it is fully developed. So by now I hope you understood the importance of a design sprint and how it makes the development process easier. So now let's move on to
[11:30:19] how to plan a design sprint. So planning a design sprint is essential to ensure a smooth, productive and focused process. So proper preparation helps the team tackle the problem effectively and make the most of the sprint week. So here's
[11:30:33] how to plan it step by step. Number one is research the problem. So before starting the sprint, conduct thorough research to understand the problem and identify user pain points. collect data from user feedbacks, surveys or usage
[11:30:46] analytics to ensure the problem being tackled is clear and meaningful. So this research acts as a guide for the team throughout the sprint. Next is call in experts. So during the sprint especially in the understand phase involve experts
[11:30:59] who can provide valuable insights. These could include stakeholders, team leads or individuals with specific knowledge of the problem. So the input helps the team get a well-rounded perspective on the challenge making it easier to define
[11:31:12] a clear solution. Next is set up the space. So a dedicated space for the sprint is crucial. Ensure the room is equipped with tools like whiteboards, markers, sticky notes and other brainstorming essentials. So the
[11:31:25] environment should encourage creativity and collaboration. So keep the team comfortable with snacks, water, and a relaxed setup to maintain energy levels and focus. And the next step is to set clear rules. So establish rules to
[11:31:38] minimize distractions and ensure everyone remains engaged. So for example, probably the use of phones during work sessions to maintain focus and engage respectful collaboration where all ideas are welcomed and ensure
[11:31:50] the team sticks to the schedule for each phase of the sprint. Clarity and discipline create an efficient and productive workflow. And finally, define teams and roles. So assign clear roles to each participant to streamline the
[11:32:03] process. So common roles include a facilitator to guide the team, a decision maker to resolve conflicts and team members who bring in diverse perspectives. So having defined roles ensures accountability and smooth
[11:32:15] progress throughout the sprint. So as you can see effective planning sets the tone for the entire sprint. It helps the team stay focused, aligned and equipped to generate meaningful solutions and a well organized sprint ensures maximum
[11:32:28] productivity and increases the chances of achieving impactful results. So now before we move further, I have a quick quiz for you guys. So head over to the description box, try to answer the questions and come back. So now as you
[11:32:40] have seen how to plan a sprint, let's move on to some of the key benefits of design sprint. So number one is team collaboration. So design sprints bring departments, blending diverse perspectives. This collaboration ensures
[11:32:55] and aligned with business goals while fostering open communication and teamwork. Number two is lower risk. So by testing ideas early with prototypes and user feedback, teams can identify flaws before full scale development. So
[11:33:10] this approach reduces costly mistakes and ensures a product meets user expectations from the start. And the third key benefit is speed to market. So design sprints condense months of work into just 5 days as discussed earlier
[11:33:23] providing faster insights and decisions. So this accelerated process allows companies to adapt quickly, iterate efficiently and stay ahead of competitors. So these benefits make design sprints an invaluable approach
[11:33:35] for creating impactful user- centered solutions that can save time, minimize risk, and drive collaboration. So finally, let's get into the design finally, let's get into the design sprint retrospective. So a design sprint
[11:33:47] retrospective is a session held at the end of a sprint to reflect on the process, celebrate successes, address challenges, and identify ways to improve. So it encourages team members to share feedback on what worked well,
[11:34:02] what didn't, and what could be done differently next time. So by fostering environment, the team can optimize workflows, enhance collaboration, and ensure smoother sprints in the future. So common frameworks like start, stop,
[11:34:16] continue or maths at glat help structure feedback leading to actionable takeways such as refining roles, improving communication or adjusting tools and resources. So retrospectives ensure continuous learning and growth helping
[11:34:29] teams deliver better outcomes in subsequent sprints. So that was it guys about the design sprints. Hope you got a clear idea about what a design sprint is, the five phases of design sprint. You know how to plan a design sprint and
[11:34:42] the key benefits of it. We will begin this video with what design thinking is. Then we will look into design thinking process in detail. Next, we'll see what docker steps are and what is empathy mapping. Finally, we will conclude this
[11:34:57] video by combining design thinking and agile techniques. By the end of this video, I can assure you that all your Docker career related queries would have been answered. For this training with me, I have our experienced design
[11:35:10] thinking experts Rabi, Shrii, and Chinmayi. Together, we will take you through the various topics of design thinking. So, let's get started with our exciting video on design thinking, Philos. Before we begin, make sure to
[11:35:24] subscribe to our YouTube channel and hit that bell icon to never miss an update from SimplyLearn. Hey everyone, welcome to SimplyLearn's YouTube channel. Today we'll be talking about design thinking. But before that,
[11:35:37] let me tell you guys a few facts. Based on the growth of job offerings in the year 2021, LinkedIn confirms that the top in demand technical skills are web development, SEO, design thinking, UX testing, and data visualization. Not
[11:35:54] just that, according to Zip Recruiter, the majority of design thinking consultant employees currently earn between 41,500 between 41,500 to19,500
[11:36:12] lak66,000 American annually across the United States. Today in this session we will discuss what exactly is design thinking, design thinking use case, why is design thinking important, the five phases of
[11:36:28] design thinking and the four pillars of design thinking. Now let's jump into the major question. What is design thinking and how is it helpful? Let me explain to
[11:36:40] you in a very simple way. Design thinking is extremely helpful in solving problems that are illdefined or unknown. Design thinking is an iterative method that helps resolve user issues or
[11:36:54] redefineses problems in alternative strategies and solutions that might not be instantly apparent with our initial level of understanding. Some of the famous companies using design thinking are PepsiCo, Brun, Bank of America, Bank
[11:37:09] of Ireland, GE Healthcare, Stanford Health and many more. Let us focus on PepsiCo here. As everybody knows, PepsiCo Incorporation is an American multinational company which supplies
[11:37:25] food and beverages. Now, PepsiCo is using the approach of design thinking. But why did PepsiCo choose design thinking and what are the changes it experienced? Did you know PepsiCo's sales rate increased when the company
[11:37:40] started addressing consumer needs? With the help of design thinking, the company communicated with customers and solve problems by collaborating with the teams and using innovative thinking. The company empathized with users to design
[11:37:55] successful processes, products, and services. The company saw profit with effective business strategies and innovations. If getting your learning started is half the battle, what if you could do that for free? Visit Skill Up
[11:38:09] by Simply Learn. [music] Click on the link in the description to know more. Getting an idea of what clients require from each of the products such as vending machines and good user experience helped PepsiCo stay on top of
[11:38:22] the market. At the same time, design thinking is a very effective approach to solve business problems. The three major components of design thinking are technological possibilities, business success and user needs. Here comes the
[11:38:38] important question. Why design thinking is important? To answer this question, we have come up with six answers. Design thinking solves problems using humanentric techniques. It is an iterative process. It understands user
[11:38:53] challenges and redefineses problems. Next, it promotes a solution-based approach. Then, it helps develop empathy with the target user. The last advantage is it promotes adopting a hands-on approach to prototyping and testing.
[11:39:10] The design thinking process is widely used in industries and was created by the Stanford D school. It consists of five steps for creative problem solving. The five phases of design thinking are on the screen. First comes empathize.
[11:39:26] Emphasize with users to get a better understanding of the problem. Next comes define. Note and document the information you find in the emphasize phase to identify the exact problem you should work on. Next is ideulate.
[11:39:42] Strategize solutions for the problem identified in the defined phase. Next is prototype. Create a prototype of the design solution that you finalized in the ID8 phase. And the final process is to test. Test the design solution. Since
[11:39:58] design thinking is an iterative process, you can redefine the solution based on the test results. Let me give you an important information. Always remember important information. Always remember that the five phases, stages or modes
[11:40:11] are not always sequential. This process do not follow any specific order and can be applied once or can be repeated iteratively. Ensure you do not follow the phases as an hierarchial or a step-by-step
[11:40:26] process. Moving on to the next topic, let's see what are the four important let's see what are the four important pillars of design thinking. So the four important pillars of the design thinking. The first one is understand by
[11:40:39] asking the user's need. The second one is explore by finding patterns. Third is explore by finding patterns. Third one is prototype by making tangible. The fourth and the last one is evaluate by always iterating. The famous Steve
[11:40:56] Jobs once said, "Design is not just what it looks like, it is how it works." Let me explain you this with a small example. TV remote control. There has
[11:41:08] always been an evolution in remote controls. Earlier people use universal remotes. The major disadvantage of universal remote is the complexity. The remote had a lot of buttons which made an individual difficult to understand.
[11:41:23] Then came smart remotes. Managing the physical keys of the remote control device is not easy. But with smart remotes, users had only the major keys which was easy to operate. An individual does not have to depend on the remote
[11:41:39] completely like in earlier days. Not just that, a smart remote can be operated via mobile phones as well. Isn't that simple and creating? Of course, it is. This evolution was done with the help of design thinking. The
[11:41:55] design thinking process serves as a strong foundation to formulate reliable strategies that result in good products. Now we have come to the end of this video on design thinking. Hi everyone,
[11:42:08] welcome to SimplyLearn's YouTube channel. Today we will be discussing the design thinking process. Have you ever come across the term design-led business? So what exactly is a designled business? Anyway, according to
[11:42:22] skyward.com, Adobe is one in a many and a best-in-class example for design company. Companies that put design at a very core of their brand are designled. They weave design process into
[11:42:35] everything they do from research and strategy to creating content. They think beyond transactions and focus on beautiful experiences that build lasting and meaningful relationships with customers. Isn't that wonderful? Indeed,
[11:42:50] it is. Some of the stats that's trending these days are on the screen. According to design management institute, the performance of designdriven companies are outstanding and has SNP index or stock marketing index by 219%
[11:43:07] stock marketing index by 219% over 10 years. And second, we found another source from passes new school. The team confirms that 75% of the organizations have accepted that they are engaged in design thinking. In
[11:43:22] today's session, we will discuss what is design thinking and design thinking process in detail. We will also understand the concept of design thinking with an example. So without further ado, let's jump into the
[11:43:37] major question. What is design thinking and how is it helpful? Let me explain to you in a very simple way. Design thinking is becoming an increasingly popular approach for organizations to solve problems. Design thinking manages
[11:43:53] to solve problems at its source. Now let's understand design thinking with a let's understand design thinking with a class example. The problem statement is how would you redesign a classroom to meet student needs or how would you
[11:44:07] redesign a classroom to meet students needs? Miss Monica is the class teacher for first grade and she decided to set up a comfortable semi-private classroom
[11:44:19] setting. After discussing with the students and implementation of design thinking, she got a good result such as students like to stay in the class. The students showed good improvement in terms of interaction with the teacher.
[11:44:34] They could move freely in the classroom. They showed more interest in learning inside the classroom. Isn't that great? Of course, it is. Here comes the important topic. Design thinking process. The design thinking process is
[11:44:50] widely used in industries and was created by Stanford D school. The design thinking process involves the concept of empathy, define, ideulate, prototype and
[11:45:02] test. Always remember that the five phases, stages or modes are not always sequential. The process do not follow any specific order or can be applied any specific order or can be applied once or can be repeated iteratively. Now
[11:45:17] it's time to examine how design thinking principles can assist us holistically in order to solve challenges. The first point, empathy. First comes empathize.
[11:45:30] Here you should perform research and analyze to know the current DEI state. Here DEI stands for diversity, equity and inclusion. A good design idea comes
[11:45:42] through a continuous focus on humanentric ideas. Design thinking not only encourages us to gain DEI solutions but also eliminates barriers for professionals who are aiming to achieve their career aspirations with fair and
[11:45:57] good opportunities. Design thinking begins with empathy and the objective of empathy state is to focus on the users. In this stage, it is important to focus on in-depth metrics like prediction and perspective
[11:46:12] analysis. These metrics help an individual to crossverify the insights collected from our associates. The result of the empathy refules our strategy process and program with innovative solutions. A quick summary
[11:46:27] for this phase is displayed on the screen. First comes interview which means understand the user's need. Next seek to understand the requirement and finally ensure that you are nonjudgmental.
[11:46:41] Next comes define. The objective of the second phase of design thinking is the second phase of design thinking is the define stage and this includes asking the right question. An individual should focus on asking the right issues. Next,
[11:46:57] he should know how to tackle an issue. Then he should know how to motivate others with wise words. The understanding we gain from the empathize phase encourages us to reframe the perceived problem and gain perspectives.
[11:47:12] This process helps us to allow a more holistic look at the path towards the expected solution. If we plan the previous phase properly, this stage will not take much time. While defining the problem, we should ensure that every
[11:47:27] associate follows the problem solving process correctly. This phase helps us to build with the most authentic solutions. The quick summary for this phase is on the screen. Role objectives, decisions, challenges. Moving on to the
[11:47:43] next stage, we will talk about the ideate phase. The objective of this perspectives in order to solve the issues. Also, we strategize solutions for the problems identified in the defined phase. In this phase, we should
[11:47:59] address divergent styles of thinking. We should be able to uncover more possibilities and accept maximum ideation. Later, we should consider convergent styles of thinking to manage an overall process and purpose. In this
[11:48:15] stage, we isolate solution streams and later merge and refine insights. A quick summary of this phase is displayed on screen. Sharing ideas and prioritizing
[11:48:28] the ideas based on requirements. The next step is to create a prototype. Create a prototype of the design solution that you finalized in the ID8 phase. Prototypes are advanced mid to highfidelity wireframes with more visual
[11:48:44] details and interactions between elements of the design. Here comes the important question. What is the purpose of a prototype? So the answer is prototypes show how something works. They depict functionality that may not
[11:49:00] easily be seen from a mockup. They are useful for user testing. They are ideal for quick internal use and client feedback. A quick summary for this phase feedback. A quick summary for this phase is on the screen. First is user testing.
[11:49:15] is on the screen. First is user testing. Next is quick iteration. The final step is testing. Testing can also be deployed on a live website or application. Different designs are sent to different users and the performance or usability
[11:49:29] users and the performance or usability is tested for each version. The design version that is found to be the most desired and usable is finalized. There are usability testing tools for optimizing the user experience in
[11:49:42] websites. Various tests can be run on a website with predefined user base. Now let me tell you the tips for writing a user report. First comes details. Here
[11:49:54] you have to give complete details of the test you performed. Next is clear. All information in the test report should be concise and clear to understand. Next concise and clear to understand. Next comes specific. Do not elaborate on
[11:50:09] project tasks. Outline test outcomes and focus only on primary concerns. Then it's standard. Test reports should follow the standard template. This ensures consistency in all test reports. A quick summary of this phase is on the
[11:50:25] screen. First is understanding impediments. Next, we should know what solution works for the phase. Then comes validating and correcting the errors. In a design thinking process, a lot of people must be wondering what is the
[11:50:39] goal of a design thinking process. Well, it's simple. The goal is to solve complex problems from a human perspective. The design thinking process focuses on creativity, innovation, and user centricity, helping you to come up
[11:50:54] with actionable solutions that are desirable for the user, viable for business, and technologically feasible. That was all about the process of design thinking. The design thinking process serves as a strong foundation to
[11:51:08] formulate reliable strategies that result in good products. If getting your battle, what if you could do that for free? Visit skill up by simply learn. Click [music] on the link in the description to know more. Some of the
[11:51:23] famous companies using design thinking are PepsiCo, Brun, Bank of America, Bank of Ireland, GE Healthcare, Stanford Health and many more. Based on the growth of job offerings in 2021, LinkedIn confirms that the top in demand
[11:51:39] technical skills are web development, SEO and design thinking. Today in this session, we will discuss what exactly is design thinking and the five steps of
[11:51:51] design thinking with suitable examples and in the end we will have a look at a and in the end we will have a look at a case study of Uber Eats. Now let's jump into the major question. What is design thinking?
[11:52:03] What is design thinking and how is it helpful? Let me explain to you in a very simple way. Design thinking is extremely helpful in solving problems that are illdefined or unknown. Design thinking is an iterative method that helps
[11:52:19] resolve user issues or redefineses problems with the best solutions. Let's have a look at the example of design thinking here. As you can see on the right hand side, the Hines company came up with a unique and beautiful
[11:52:34] ketchup bottle design earlier. But they received complaints from users like when the bottle is close to empty, the ketchup gets stuck at the bottom. To solve the issue, the company came up with a solution. The new upside down
[11:52:48] bottle was very easy to use and had no issues of wastage. Now let's talk about the design thinking process steps. These are the five steps that are essential for the design thinking process. Empathize, define, ideulate,
[11:53:04] prototype, and testing. Let's talk about empathize first. The initial step to follow in the design thinking process is to pay attention to the client's requirements. A user or its team should consider the user requirements. In
[11:53:19] and try to find a solution to their problems in the best way possible. The initial step here is to research the user's needs in order to get success in the entire process. Here for user research, the designer should collect
[11:53:35] more details about the problem. Along with that, he should also note down the solutions that users have already tried. Knowing what solution did not work for the users helps the designers understand what solutions don't work and it also
[11:53:50] helps them prevent from repeating the same solution. Asking the right questions to the user is essential. So in this stage, it is important to gather all the necessary details related to the user in order to
[11:54:03] find a suitable solution that will meet his needs and expectations. In short, it's necessary to know how the user feels while interacting with a certain app or product. For example, some of the common questions in this
[11:54:16] stage are is the user comfortable in using the Zumato app? Does he like the user interface? What are the challenges he's facing while ordering food? Does the design of the application evoke feelings of frustration? What emotions
[11:54:30] does the user go through when navigating this app? In this case, designers should hear the complaints and create products that satisfy the user and make their lives easier. Without the empathy stage, the design
[11:54:44] process lacks all important usercentric quality which helps the designer reach the success stage rather than failing. The next step of the design thinking process focuses everything on defining a problem. Every detail is collected from
[11:55:00] the research performed in the empathy stage. Some of the highlights in the stage are what problems and bottlenecks are users coming up against? What is a major user problem that requires to be solved? The defined stage will encourage
[11:55:15] the team to gather useful techniques in order to solve challenges with the least Let's have a look at the example for the defined stage. A common problem for mothers is managing kids alone during crucial times. Now we need to come up
[11:55:31] with ideas for mothers where they can easily and quickly pick up groceries when they have sleeping kids in the car. Now you must be wondering how can this be done? Well, this can be accomplished by
[11:55:45] collecting data, differentiating facts from opinion, consulting every piece of information, and focusing on the major problem specifically, figuring out what expectation is violated, determining in which stage the
[11:56:01] problem lies. The defined phases output helps an individual build a clear and creative idea in a human- centered manner. From this stage, an individual will start to progress to the third stage that is the ideate stage by asking
[11:56:16] relevant questions that will encourage a person to develop ideas or solutions. After strong research on user requirements, it is the right time to step into the next phase of the design thinking process that is the ideate
[11:56:31] process. This phase gives priority to creativity and ideation. In this stage, ideation sessions and researching for new ideas. In simple words, the phase
[11:56:43] focuses on creative and curious activities such as brainstorming activity. Let's understand the phase with the help of an example. The problem statement is right on the screen. It says, a 20-year-old boy lives in a town
[11:56:57] and has a few requirements. Every day he wants to use a car for 30 to 40 minutes trips, hardly two to three times per month. Now let us look at the insight of this problem statement. The young boy doesn't prefer to own a car as it would
[11:57:13] be too expensive for him. Instead, he wants a solution where he can share the four-wheeler with others having similar needs. Here comes the important part for the given scenario. Let's look at what could be done in the ideation phase.
[11:57:29] Ask suitable questions to the user and come up with ideas based on their needs. Brainstorm your ideas with your team members. Uncover unexpected areas of innovation. Coming back to the question, as a
[11:57:44] subject matter, I would say that the suitable answer to this question is either using Ola share or Uber pool. However, the ideation phase's goal is to help the designer come up with strong ideas for the users.
[11:58:00] Moving on to the next phase, let us discuss prototype. In this phase, we can experiment and modify the errors found in the product. This phase is a mini version of the product. It validates solutions and
[11:58:13] tries to resolve obstacles. The stage has two types of prototypes. One is low fidelity and the other one is medium fidelity.
[11:58:25] Talking about low fidelity, it is a prototype suitable for the early stage of the process. However, medium fidelity is a prototype suitable for the last stage represented through storyboards. To explain this in a better way, let me
[11:58:39] give you an example. When the first version of the Apple Watch was launched version of the Apple Watch was launched in the market, that is in April 2015, it was a smaller version than the prototype model. In fact, the prototype of the
[11:58:52] Apple Watch was a full-sized iPhone with a Velcro strap attached to it. Thanks to the prototype phase, which gave another chance to the designers to come up with the better Apple Watch design. Now comes the last phase, testing.
[11:59:08] Once prototyping is done, we move to the testing phase. This stage gives importance to the user feedback based on the prototypes we have created. After your prototype is done, present it to your real users and get their feedback.
[11:59:24] Basically, in this stage, the users feedback on the prototype stage is considered and improvements are made in the testing phase. These improvements help the designers redefine the original problem statement and offer new ideas
[11:59:38] and solutions. In this stage, it isn't necessary to just work on the prototype phase. The project's testing stage can often relate to the other stages in the design thinking process. Such as if
[11:59:51] you're working on creating a website and you notice a fault in the empathize stage, you need to work on it. The designer will be taken to the empathize stage and will be encouraged to understand user requirement in a better
[12:00:03] way. Next, he will be taken to the define stage and will be asked to change the way of defining problem statements. Next, he will be encouraged to come up with new solutions in the ideation stage. And finally, he will finalize a
[12:00:16] model and perform iteration in the prototype phase. Now, it's time for a quick recap. Let us discuss everything in one go. In the empathize phase, get to know everything about the user for whom you are working. In the define
[12:00:30] stage, come up with the ideas based on the empathy phases insights. Then comes the ideate phase. Brainstorm and list down creative ideas. Next is prototype. Here you should finalize the designs. And the final stage is testing.
[12:00:46] And here you have to test and evaluate the result. Now let's take a look at the case study. Consider an example at the Uber company where they wanted to expand their business. They wanted to find customized and affordable food rate at
[12:01:01] the tap of a button. They wanted to launch an app for food lovers to build their social community. So what did they do? How did Uber Eats become popular? Uber Eats adopted design thinking by innovative thinking where
[12:01:16] the team first gathered user requirements and collected data. The walkable program is where they physically visit locations in the city to study the food, people and culture. In short, the team focused on defining
[12:01:30] problems. The team understood the different perspectives of every user and came up with ideas. Next, they opted for order shadowing. The team tests their prototypes by watching their customers real world experiences.
[12:01:45] Fireside charts is where they invite delivery partners, restaurant workers, and clients to work upon the feedback received on the application. The design thinking process has received good response because Uber Eats now operates
[12:02:01] in over 80 cities globally and is still on the rise. We as designers are completely unaware of what our users feel or how they think. Not even an expert can say what exactly is going on in users minds. We can only perform
[12:02:15] research, observe, question and surmise. And when we take the time to understand them better, we can empathize. We need someone to come up with an effective solution for the challenges we are experiencing. So what do you think could
[12:02:28] be the best solution in this case? How do our problems get resolved? Empathy plays a key role here which uses the technique of empathy mapping. With the help of empathy mapping, you can build rich insight which helps you to
[12:02:41] figure out genuine problems or issues that your client may have right now. Hi everyone, welcome to yet another video by simply learn and today we will be thinking. >> If getting your learning started is half
[12:02:55] the battle, what if you could do [music] that for free? Visit skill up by simply learn. Click on the link in the description to [music] know more. >> In today's topic, we will be discussing what is empathy mapping, what are the
[12:03:07] four quadrants in empathy mapping, what is theming and difference between one user and multi-user empathy mapping. So what do you think empathy mapping in what do you think empathy mapping in design thinking is? Well, visualizing a
[12:03:20] user's behavior in an empathy map helps UX teams or designers align on a deep understanding of end users. In short, an empathy map is a system to outline and imagine what a designer thinks about a specific user. The process draws out the
[12:03:35] information everyone has about the user to arrive at a common understanding of the user. Now let's have a look at the format of empathy mapping. In design thinking, empathy maps are divided into four quadrants. The
[12:03:48] divided into four quadrants. The quadrants are say, think, feel, and do. Empathy maps are used to gain a 360° perspective on what a user says, thinks, perspective on what a user says, thinks, feels, and does. Empathy maps offer a
[12:04:03] glance into who a user is as a whole, and what they feel is different from what they say, think or do. Now, let's understand the four quadrants in detail. Let's first talk about the say empathy map. The quadrant contains what the
[12:04:17] client says. Preferably it contains verbarium and direct statements from research. Next is empathy map think quadrant. The think quadrant emphasizes experience. It gives special consideration to what clients think but
[12:04:33] may not be eager to vocalize. Next comes the dust quadrant. The dust quadrant focuses on the actions that clients take. It focuses on how clients website. And finally, let's talk about the feel
[12:04:48] quadrant. The feel quadrant emphasizes the consumer's mental state. This is frequently expressed using an adjective and a short sentence describing the Here on the screen, you can look at the examples of the empathy map where we
[12:05:02] have separately mapped out the notes. First, sketch your users in the center and write the person's name along with their description. Now let's talk about the quadrants. In the set quadrant, we can notice
[12:05:15] statements like I was expecting something different. I want something reliable. What do you think? Likewise, each quadrant has a different example and these examples are different from every quadrant. Once you finalized the
[12:05:29] notes, it's time to work on the themes. Now we have the four quadrants and we know what users feel and what they do. But how can we move forward with data and what should be our next step? This is where the theming part comes in. Once
[12:05:44] we have the quadrants data, remember to divide them into categories. You now need to work through one section at a time and find themes. For example, as you can see on the screen, we have notes on the quadrants and each note focuses
[12:05:57] on the same topic but in different ways. So, put them on top of each other and draw a circle around them. themes guide you to focus on the key areas that need attention. Through this, you can look at major user problems and notice how they
[12:06:11] major user problems and notice how they might map to your user journey. Or you can create problem statements that will then go on to drive personas. Considering four quadrants, you can round up the notes that are quite
[12:06:23] similar. Here, the themes with the majority of similar questions should be your target to focus on. In short, once you complete interviewing your clients and create themes, you will know what questions to focus on and what
[12:06:36] not to. Moving on to the next topics, let's see the differences between one user and multi-user empathy maps. Empathy maps can be implemented upon either one user or multiple users. Let me discuss with you in detail. An
[12:06:50] individual mapping focuses on a user interview or a user's log such as diary study. the designer completely observes him in order to understand the user problem. Next, talking about aggregated empathy maps, it focuses on a user
[12:07:04] segment rather than focusing on a single person. Aggregated empathy is designed by combining numerous empathy maps from users who meet similar behaviors and can be grouped into one segment. The empathy design thinking process serves as a
[12:07:19] strong foundation to formulate reliable strategies that result in good products. Did you know that IDC has confirmed 30 to 35% of IT projects still fail? The
[12:07:31] major reason behind the failure of software development projects is due to poor communication, poor management by senior authorities, employee resistance senior authorities, employee resistance and insufficient funding. To avoid these
[12:07:43] customercentric innovation techniques such as design thinking and agile These concepts have similar techniques such as gathering user feedback,
[12:07:55] following an iterative approach of the model that results in a better idea. With such benefits, designers avoid errors and result in faster and reliable errors and result in faster and reliable output. However, these two concepts are
[12:08:08] not interchangeable. Hi, welcome to Simply Learns YouTube channel. Today we'll be discussing the design thinking and agile development. Let us see how these two techniques can be implemented together. Now without further ado, let's
[12:08:22] get started with the tutorial design thinking and agile. Today we will be thinking and agile. Today we will be looking at what is design thinking, what is agile, design thinking explained, design thinking and agile. So the first
[12:08:38] design thinking and agile. So the first topic, what is design thinking? Design thinking is extremely helpful in solving problems that are illdefined or unknown. It is an iterative method that helps resolve user issues or redefineses
[12:08:52] problems with the best solutions. Next, let us understand what is agile. Agile is a set of methods and practices that is a set of methods and practices that focuses on iterative development.
[12:09:05] Also, requirements and solutions are obtained due to self-organizing cross functional teams collaborating. If getting your learning [music] started is half the battle, what if you could do that for free? Visit skill up by simply
[12:09:19] learn. Click [music] on the link in the description to know more. Moving further, let us understand what is design thinking in detail. Design thinking requires designers to step into their customers shoes and try to find a
[12:09:33] solution to their problem with empathy. The process also helps resolve user issues by redefining problems and providing the best solutions. Design thinking covers five stages. They are empathy, define, ideulate,
[12:09:49] prototype, and testing. Let's talk about empathy first. The initial step to follow in the design thinking process is to pay attention to the client's requirements. A designer or
[12:10:02] its team should consider the user requirements. In short, they should step into their shoes and try to find the solution to their problem in the best solution to their problem in the best way possible. Without the empathy stage,
[12:10:14] the design process lacks all important usercentric quality which helps a designer reach the success stage rather than failing. Next comes the define stage. The define stage will encourage the team to gather useful techniques in
[12:10:30] order to solve challenges with the least difficulty. An individual will start to progress to the third stage that is the ideate stage by asking relevant questions to encourage the person to develop ideas
[12:10:44] and solutions. Next is the ideate stage. This phase gives priority to creativity and ideation. In this stage, the designers will be performing ideation sessions and searching for new ideas. In simple
[12:10:58] words, the phase focuses on creative and curious activities such as brainstorming curious activities such as brainstorming activity. Next is the prototype stage. In this phase, we can experiment and modify the errors found in the product.
[12:11:11] This phase is a mini version of the product. It validates solutions and tries to resolve obstacles. This stage has two prototypes. One is low fidelity and the other one is medium fidelity. Finally comes testing. This stage gives
[12:11:27] importance to user feedback based on the prototypes we have created. Basically in this stage the user's feedback on the prototype stage is considered and improvements are made. That was all about the five stages in design thinking
[12:11:41] process. Moving forward let us see how design thinking and agile can be implemented together. While design thinking and agile are applied separately, the two strategies can be implemented together as well. A
[12:11:55] majority of IT companies have begun to utilize agile in conjunction with design thinking. Whereas agile methodology is a practice of solving problems and design thinking as an approach to find user problems.
[12:12:10] For teams looking to leverage agile and design thinking for the first time, here design thinking for the first time, here are a few recommendations to focus on. Let us see the first topic. Begin at a small level. It means focus on high
[12:12:23] small level. It means focus on high value low-risk opportunities in order to earn better solutions using design thinking and agile together. Then with better results take on more challenging initiatives. Next is invest in your
[12:12:37] research. It means ensure the entire design team understand the end user. Suppose there are any existing data. Start by testing some ideas. Start the
[12:12:49] design thinking process by building a map of the user's journey. As a result, it encourages team members to focus on empathize phase and discover new solutions. Next, focus on a clearly defined problem
[12:13:04] statement with sprint. Start design thinking in sprint zero. Encourage the statement and build a useful design framework. Then build a production team culture.
[12:13:19] Form a core design and development team. Teams such as decision makers, UX Teams such as decision makers, UX researcher, designer, visual designer, scrum master, developers, and quality analysts. Do not exceed the team to more
[12:13:35] than 10 members and make sure every professional has an equal say. Create an environment that supports collaboration across departments like a successful
[12:13:47] across departments like a successful design solution. Next is optimal use of design thinking. Use design thinking during the first stage of project development and then apply it whenever an important feature has to be
[12:13:59] developed. Next comes design patterns and maintain a good user experience. This stage helps in minimizing design and development time. Design patterns work as building blocks encouraging team members to remove lower level design
[12:14:14] decisions. The patterns created should be accepted by the entire team and should be easily implemented. Finally comes periodic testing based on the characteristics of the project. Set up a testing schedule. The time can be
[12:14:30] scheduled once in 4 days or once during the sprint. Test simple prototypes to eliminate errors and understand the viability of ideas during the early stages. Test the working software and evaluate the result
[12:14:45] for a better output. This is what happened now. Now I'll give you 30 seconds. If you if this will happen for project ramp up okay now learners I'll give you 30 seconds. They did they met with you know only sales and marketing
[12:15:00] people. They focus more on the documentation, lengthy documents to developers, you know, timely insights they couldn't get and they had restricted visibility. All right, flexibility. Sorry. My question for you
[12:15:13] is if you were given this design, can anyone elaborate how would you or what approach would you take to completely redesign the checkout
[12:15:25] system? Let's see who would like to take that. Go ahead. Open to answers. Pravin that. Go ahead. Open to answers. Pravin Priyanka Shikhar maybe Sumeda say Ali anyone would like to pitch in you know we'll take it up how would you take this
[12:15:39] approach what approach would you take so that you can uh you know make this that you can uh you know make this working rather than the way it was done >> so um hi I will create a prototype kind of mockup to
[12:15:54] >> create my idea what I'm thinking and this is like a sample >> This is my visual like uh picture what we are trying to build right. >> Great. So Shikhai is saying that Srian you know why do you complicate things?
[12:16:09] you know why do you complicate things? Just simply show a design on how this will work right Shika and [snorts] if this thing gets going >> then you can send it for development and
[12:16:22] then you can test it. So in this way you can have multiple designs [snorts] whichever way or whichever design fits you give it for development and based on the inputs that you are getting you
[12:16:36] deploy it. Cool. Next point. Next point. Thank you Shika. Any other learner has [snorts] the only user. Talk to customers. Ask them why they are churning. Great. That's pranka. That's correct. So you follow V model P for the
[12:16:49] application. Okay. Why [snorts] don't you elaborate in easier words for you elaborate in easier words for everyone to understand?
[12:17:05] Okay. Any other approach anyone else has on how do you take it better? and Pranka have given they make sense and that's what they did customers
[12:17:17] customers right so they didn't talk to customers the reality was customer they instant payment options they didn't talk to customers they got stuck the development spent building UI priorities again which was not needed the solution
[12:17:33] missed the mark card abandonment remained high and uh holiday marketing learn how do you Okay, here's a small question for you. Okay, now [snorts] listen to this today. Let's say you have made a new way
[12:17:50] to check out. Okay, you've redesigned this entire thing in a very layman terms you will before opening it to users before opening to the users.
[12:18:02] How do you get feedback whether this is working or not? Because to get feedback you need to deploy it so that everyone can use it. But the moment everyone starts using it that's when your system starts showing problems and that's when
[12:18:16] people think it's a failed product. So how do you get out of this loop learners you. >> Yeah we will test in like as a BA like we will test in QA environment. So first internal train
[12:18:31] >> and then before go in production it will go live. So we can find the internal testing what are the short drawbacks. >> That's right. That's right. Thank you Shika. Any other learner got any other input on that?
[12:18:44] beta testing and >> absolutely right. Absolutely hypothesis like build a hypothesis testing as well. testing as well. >> That's right. Go ahead.
[12:18:58] build a hypothesis and do the AB testing whether this is actually valid. whether this is actually valid. >> Good. One way how Pranka everyone we we used to do was we would first deploy something on mod server before we move
[12:19:11] it to the production server. So learners usually one way that we commonly adopt is have a different server for internal testing usage. If it gets approved then
[12:19:23] you move it to the production server. That's how work usually happens in tech. They have different servers for testing and internal usage. Okay. H
[12:19:38] okay. Now 10 seconds to read what is being shown on your screen. It is similar to what we have already discussed yet. Okay. So I'll give you 10 discussed yet. Okay. So I'll give you 10 seconds to read then we'll continue.
[12:19:55] Do you also hear Tanushi's voice breaking because Tanushi I just heard your voice and I saw it and I heard it breaking. So yes, Pranka Omar are also feeling that your voice is breaking. So why don't you
[12:20:09] go ahead and try again? >> Is it audible now? >> Perfect. It's perfectly fine. Go ahead. >> Yeah. Yeah. So actually my uh question it's not a question. It's a request because uh everyone here is experienced
[12:20:25] I feel so but few are like nonexperienced. >> Mhm. Mhm. >> So can you take it in some uh easy pace? >> So that we can get through it because how the production and all
[12:20:40] >> so it's completely rapid. >> Got it. Got it. So we'll take some examples wherein we can work and see that everyone [snorts] fits in. By the However, whenever you have these kind of doubts, learners, try to bring it
[12:20:55] immediately. Okay. So, next time if any learner feels the same, just feel free to pitch in and then and there we can switch to something. It's easier. Okay. All right. All right. I if you've read this slide, quickly
[12:21:11] type yes in the chat box because then we have a new problem coming up. If you have read that slide learners, now I want you to read this.
[12:21:24] this. We'll take a break at 9:00 p.m. learners We'll take a break at 9:00 p.m. learners by the way. Okay? So just read this and by the way. Okay? So just read this and then let's get in a discussion.
[12:22:06] all of us are reading. So why don't we do this? Why don't we get a pen and a paper and then we start focusing on the problem over here. I'll give you 10 seconds for everyone to get a pen and a paper and then we can start
[12:22:30] or you could say a similar company to Walmart. Okay, they decided that let's say enter Canada. we doing very well in US and they decided to open 100 stores within months. Now learners remember one thing. Target stores are if I'm correct
[12:22:44] me if I'm wrong. Okay. Aren't they pretty huge learners? Do you agree? Yes or no? Target stores. Do you agree? Yes or no? or no? Now you're opening hundreds of these
[12:23:05] no? Yes or no? Do you agree with the problem? Hundreds of stores. Just imagine the cost not only the cost of leasing. Imagine the cost of land plus construction plus let's say cost of
[12:23:19] labor inventory. Do you agree with the cost that is involved? Yes or no? Learners. Now, now my question for you over here is that since they opened over 100 stores
[12:23:34] and within 2 years they realized they had done a huge mistake. They incurred a had done a huge mistake. They incurred a loss over $2 billion. Okay. Could you tell me what could have gone wrong? Let's see who would like to
[12:23:48] pitch. Anyone can pitch. [snorts] Tanushi would like to start. [snorts] Tanushi would like to start. What could have gone wrong?
[12:24:02] in that what do you think could have gone wrong in this expansion my target shikha over to you >> yeah since I'm in Canada so I can easily tell um so first of all they have to do the market strategy like in they there
[12:24:19] are a lot of competitors so they have to see um what they are bu what they are So if they have to survive in the market so first point if I'm taking incremental roll out so the scale expansion was big instead of 100 they should start with
[12:24:34] two or three stores just to see how the response is coming >> and then uh secondly in terms of inventory so um if there's offering similar product and like for example high price so no one is going to buy
[12:24:49] right and if there's no variety in terms of like inventory so the customer will go to other market. >> Got it. Got it. Got it. So, so you mean
[12:25:01] to say that they could have gone with a little bit incremental kind of an approach and at the same [snorts] time they should have understood the market >> Correct. >> Yeah. And in uh like they start with 100
[12:25:14] stores no feedback loop that means they didn't gather the response from the consumers how they feel about the store and the products. So all these things failure of this >> company. Great. So let's let's say they
[12:25:30] invested a lot of money in the very first place. May I know the reason? Anyone can speak. May I know the reason why a company like Target? It's not a startup. It's a well established company doing very well in US. How can a company
[12:25:47] like this commit such a mistake that you know suddenly they spent 2 billion said okay we'll take the risk and so on and so forth go ahead can anyone tell me some reasons why this could have happened
[12:26:00] I mean obviously they would have better people to manage right they would have people who knew agile they would have people who understand these concepts right just as we are able to discuss so can anyone tell how could they make
[12:26:14] can anyone tell how could they make these kind of mistakes expected the customer wanted. Um necessar like certain products um say
[12:26:27] across the a state would necessarily sales at high volume in one end of the state may not be the same result in the other end. But just because it's that state in particular, oh, we can we can put this drink, you know, in this area
[12:26:43] and it'll sell out. But it won't happen that way. Yeah. Especially if that if the east end of the state doesn't know much about that product, but it's very popular on the other end. Yeah. You'll sell out, but it's like they didn't do a
[12:26:56] market research to see, okay, what the response would be with customers. >> Cool. Makes sense. Thank you, Adren. Any other learner who would like to pitch in on what's wrong? Rahul, maybe you would like to go ahead.
[12:27:15] a moment. Let's see what the exact problem could be. Then that time we can you can speak out your solution. Go ahead Rahul. Any suggestion, any reason you could figure out maybe Tanushi, Omar, Pravin, Priyanka, Sumeda and
[12:27:28] >> Tanushi. Yeah, even I might feel that uh there might be a controversy on regions like uh in some regions people opt for those
[12:27:41] things and like these stores and in other regions they think uh they don't go actually this problem has occurred from my end from our end. >> Mhm. >> So what people think is uh uh rather
[12:27:55] than going and buying there we can get it on blinket and all or else >> Okay. Or else one more criteria is >> Got it. Yes. Maybe the company became complacent. Right. Adding on to what
[12:28:09] Tanushi and everyone mentioned over here. Learners, do you know do you use here. Learners, do you know do you use this? Overestimation of their branding. That's right. I hope everyone uses this brand.
[12:28:24] And let's see who can answer. What was the first product they started selling on this platform. The first product >> books. >> Books. Absolutely right. Right.
[12:28:41] Everything means everything. Today you find everything on Amazon, right? find everything on Amazon, right? How did this happen? Because when they launched books, they got
[12:28:57] they got continuous feedback. buying from other e-commerce platforms? Remember 2001.com crash? Before that,
[12:29:11] e-commerce companies selling anything and everything online. medicines, books, shoes, toys, clothes, everything had started gone online because of this.com.
[12:29:23] And then Amazon realized let's have a look what else is growing on e-commerce. They already had a good user base because of the books part. So that's how based on the feedback on what people are buying more, they went in acquisitions
[12:29:40] So let's why don't we buy that e-commerce platform so that we directly onboard the users. That's how Amazon scaled and that's how they [snorts] scaled and that's how they [snorts] introduced their prime membership plan
[12:29:54] because they had access to data starting with one category of books. So target learners didn't have access to that level of user
[12:30:06] insights and even if they had they did not take action points on that. My question for you is my question for you is if you were to get this thing off
[12:30:19] ground learners okay as Shikh and everyone told you have opened two two to three stores now everyone listen to this carefully. Yeah, >> you have opened two stores in Canada.
[12:30:32] What is your next step? Who will answer? Go ahead. We have we are now following an agile approach. You being the agile masters, you've told me to open two stores. I've opened two stores. Now tell me what should be the next step. Go
[12:30:44] ahead. >> So we will survey uh what's the revenue uh what's the you know by having survey we will take the feedback from >> Excellent. What exactly? >> Have feedback. Good.
[12:30:58] >> what else? >> Uh Suryan, I have a question at this >> Priyanka, go ahead. >> Yeah. The question is at what location
[12:31:11] are you opening the store and what's the criteria for it? Pranka they did some market research and they realized that these two locations would be good enough to try. So the background will not touch.
[12:31:26] that they did in choosing those two locations was good. Okay. >> Now we'll focus on the situation. That's a good question. How did you first decide on the two locations? Okay. So we consider as a what do you say uh
[12:31:40] something that is sure short for we know what we know that it is the best location. Now what next? So Shikha has told revenue monitor feedback monitoring understand the need of the customer. Okay. Great. [snorts] What else? What
[12:31:56] else? How do we do that better? When should we open a news show? Okay, we have taken feedback. We are now monitoring revenue. What else can we do to stop committing regular supply of goods? Okay, so if something is in more
[12:32:08] demand, just ensure that it's always stocked and piled. Okay. What else? >> Uh no, sometimes they'll check out other stores in that area to see what's >> Good. That's you know, you need to check the competition first. Great learners.
[12:32:26] Here's a small question for you because it is adding on to the target. What we going to learn? We're learning over here. [snorts]
[12:32:42] Walmart Indians love to and who would not love to buy goods at the best price, right? Obviously, who wouldn't want to do that? My question is Walmart failed do that? My question is Walmart failed in India. Why
[12:33:02] why why why could what could be >> I'm not sure maybe uh like India um is a huge market with local retailers so sometime people feel like we will support our local economy why are the US come
[12:33:16] >> but but Shika but Shika same people happily adop adopted blinket instrumentat zeppto when these things came in the picture so they were readily happy to forgo their favorite local shops
[12:33:29] >> when these Yeah. Yeah. I mean but again blanket instaart all they are Indian >> Okay. Okay. Okay. Okay. So you mean >> that's what I'm trying to say. >> So there sometime this mindset also comes into picture people want to
[12:33:44] support especially in the co time lot of people have this business mindset and people were supporting to their being a local you know even from village. So that's >> got it got it got it. Now now similar
[12:33:59] similar reason for target anyone physical store what physical store ran physical store what physical store ran an political okay what else what else they able to find cheaper rate someplace Rahul nobody can beat Walmart in pricing
[12:34:12] nobody you know you can't imagine I' I've never seen it personally but the way I've heard about it read about it you can't beat [snorts] Walmart in pricing so it's not possible
[12:34:25] for them learners is same thing Target did wrong in Canada, Walmart did wrong in India. [snorts] Do you all agree that Walmart's store is a huge store? Yes or Walmart's store is a huge store? Yes or no? It's like a city on its own.
[12:34:40] no? It's like a city on its own. Correct? Now, now when you have a city of your own, that means this big chunk of land that means this big chunk of land cannot be in a city. Obviously you will
[12:34:55] not get this huge piece of land in a city. So definitely it will be someplace outside the city. Yes or no? Yes or no learners?
[12:35:08] Yes or no learners? Do you agree? Yes or no? Do you agree? Yes or no? Now now in US almost every family has a car. It's common understood common understanding that people own a car in
[12:35:21] US. However, in India that time cars were not as common as they are today. Maybe even in India today, we are mainly the world's largest two-heer market. So now if I have to buy something, you mean to say I need to drive all the way
[12:35:35] outside city in broken roads just to buy something doesn't make sense. That's the reason the model didn't work out
[12:35:47] because US has excellent infra road infrastructure in India. Now it's getting really good. It's getting really better. But when Walmart came it didn't in India not everyone has a car to drive and go there and get it done. In US
[12:36:00] everyone has. So because of these conditions Walmart also couldn't take off in India. However, another company learned from this mistake. Can anyone guess which company in India works on the Walmart answer? Demart.
[12:36:14] the Walmart answer? Demart. >> Demart. Walmart and they opened Demart offering cheapest prices. And what Demart did? They said that in
[12:36:29] order to offer cheapest prices. How do we do that? Buying power and all is one thing. They brought a strategy that we will buy, we'll make a heavy investment, but we will buy all stores. We will not lease
[12:36:42] them. So we don't [snorts] have a recurring expense called lease. We buy it. An asset is built for us so that we don't pay rent anymore. So that's how it worked. Learned from one company to another. And that's how the inventory
[12:36:56] kept on increasing and increasing. If you're clear with these examples and the way we are going learners, just quickly type your name in the chat box because we'll have 22 minutes more and then we'll take a small break. What we're
[12:37:10] going to learn now learners is a very uh what do you say common interlin uh what do you say common interlin uh structure okay you don't need to learn it by heart you don't need to what do you say take notes all you need to know
[12:37:23] is that there are different ways we all can work together in an agile team okay now let's say you know today we all are sitting uh Pravin gives me a suggestion Pravin says hey Sri uh you know I have an idea why Why don't we discuss
[12:37:40] whatever discussions we are doing? Why don't we put it all our discussions on let's say our own website? I say to Pravin, how do we do that? Pravin says, I'll quickly make a WordPress website.
[12:37:54] You give me the videos. I'll I don't we'll, you know, upload the videos on YouTube. We'll paste the link on our website. How much time do you think learners will
[12:38:07] this take? for Pravin to create a very small dummy website, pasting link on that website, uploading video on YouTube. How much time do you think Pravin will take to get it done?
[12:38:20] >> Well, depending on your skill set, it may not take long at all. Especially if you're using AI, it takes minutes now >> minutes, right? So, let's say Pravin says, "Sri, WordPress is like drag and drop. It's like a PPD. I will simply
[12:38:34] enter some text. Let's say our sessions." Then I will put simply links. I can get it done in less than 20 25 minutes and the moment I get feedbacks minutes and the moment I get feedbacks then I'll keep on adding. Okay.
[12:38:47] Now now how much time will a company like how much time will a company like Accenture take to deliver this same product if [laughter and gasps] they were to put a platform of all of their
[12:39:01] were to put a platform of all of their uh [snorts] trainings the POVs on their How much time do you think a big company like TCS or Accenture take? >> Any guesses? >> It will huge loss for company.
[12:39:16] >> It will huge loss for the company if they do like this. >> As in it's going to be a huge cost and effort for company. Right pra? >> Yes. >> And it's going to take a maybe a quarter
[12:39:30] >> Correct. >> Now do you see learners [cough] >> Do you see learners >> Do you see learners how priorities are different for a 0ero
[12:39:44] to1 company and for a wellestablished brand like Accenture? Do you agree with this learners? Yes or no? Tell me. >> Yes. >> Makes sense, right? Similarly, the amount of regulations that financial
[12:40:00] institutions like banks have to undergo when they launch a new financial product, again, it's a time-consuming process. Correct? Because it requires [snorts] a lot of safety checks. Cool.
[12:40:13] And the same way for a company that already has a good product running in the market now they have been asked to trim down some of their products and focus only on what is necessary. They will also have a different
[12:40:28] approach. So do you agree that in all of these scenarios the approach that we will be taking in tackling a problem is completely different. Obviously time and effort is also different. That's the reason the
[12:40:43] approach cannot be same. If you agree with this, quickly type yes in the chat box. Yes, Surange, it's common sense. Uh the approach itself is completely different. However, however, Suryanch, we would still like to follow principle
[12:40:56] of principles of agile. Does that mean you are taking us back to waterfall? No. In agile learners again there are different approaches that we take towards a delivery or a development process and that's what we're going to
[12:41:12] see now. Can you see this thing called Can you see this thing called scrum kban lean xp scaled agile framework crystal lean. Do you see yes or no? Do you see this? Yes or no?
[12:41:28] >> Yes. >> Okay. Just keep a note of these things and I'll explain you in very very simple layman terms. Okay? And then we can go ahead and start discussing on each and everything.
[12:41:46] Learners, let's say today we've got Tanushi who is more focused. She's let's say running her own startup and that startup pertains to similar products like Amazon. All right. Tanushi since it's a newly launched product. So
[12:41:58] it's a newly launched product. So Tanoshi says Suryanch I don't have time to brainstorm for one week on a feature. I would prefer deploying it immediately getting the feedback and then deploying it again. Do you all
[12:42:14] agree learners that's how it has to work out? Yes or no? Therefore learners when we are discussing our focus is on rapid discussing our focus is on rapid delivery that just get that feature
[12:42:27] running at all cost. I don't care what's the feedback. We got to improve on that. But just get the deployment done now. Even if it's not
[12:42:39] wellm made, it's halfcooked, get it done because I want to see deployments. I want to see features. This is in this scenario learners, we usually follow scrum approach because scrum focuses on
[12:42:54] rapid delivery. this feature in one week, next feature, next week, take feedback, launch another feature, next week, take feedback, another feature, another feature. This is what we follow in scrum
[12:43:08] in very simple layman terms. If you're clear with this learners, quickly type a yes in the chat box. That is Ranch, it's very straightforward when the focus is very straightforward when the focus is on delivery.
[12:43:27] our friend uh Tanushi and Rahul are you able to follow now with some of the discussions related topics that we are doing. Are you now able to relate them better? Tanushi Rahul because Rahul
[12:43:41] perfect. Now learners consider a scenario wherein we have Rahul. Rahul you are running currently a production house and you are a media company. Okay. Now learners listen to this carefully. They let's say are in the business of
[12:43:56] advertisements. They are in the business of social media reels. They are in the business of let's say YouTube ads. It could be anything for them. Let's say if they have a client called Dropbox or they have a client called Ola or Uber,
[12:44:12] they need to ensure that continuous delivery of whatever production they are making continues to take place. Do you agree with this learners? Yes or no? that
[12:44:28] every now and then the flow should be maintained so that there is no break in any production advertisements customer touch points at any point of time
[12:44:41] there should be one or the other production taking place always some production can take one week some production can take two weeks I'm happy with that but the visibility should be such that it appears to be as a
[12:44:57] continuous flow. In this kind of scenario learners, we use something known as a KBAN approach. approach. Okay? Wherein our focus is mainly on
[12:45:12] flowing that it should [snorts] not stop at any point of time. Are you if you're clear with Kban learners just quickly type K in the chat box that yes should be good with KBAN.
[12:45:25] box that yes should be good with KBAN. Just type K in the chat box. a possibility wherein
[12:45:38] a company like Accenture has let's say five lakh resources which has let's say five lakh resources which means roughly 500,000 resources work. Now all of you would agree that there would be thousands and thousands of
[12:45:55] teams yes or no and you would also agree that let's say Accenture has a client called Anik okay an for an Accenture let's say considers Anik what do you call a diamond client that means
[12:46:10] do you call a diamond client that means a huge value client [snorts] now now if a huge value client [snorts] now now if it's a huge value then Ani would have multiple teams from Accenture working for him. Correct?
[12:46:24] When as an organization you have to manage multiple teams, crossf functional teams crossf functional teams using agile principles, you use what is
[12:46:38] called over here scaled agile framework. Now if you're clear with concepts okay when do I use what big organizations use what just quickly type why in the chat box then we'll go and see what are we
[12:46:54] looking at just quickly type why Kanban okay who said Kanban Kanban Rahul wherein you're focused more on seeing that the flow of delivery does not break
[12:47:06] that means if you have a task of having production of advertisements [clears throat] or YouTube shorts or Instagram res as your project. Then at all times there are some deliverables taking place.
[12:47:22] Maybe after 1 week, maybe after 2 weeks, maybe after 3 weeks, something is always flowing. At no point of time there is any lag in
[12:47:34] one flow from the other. That's what Kanban in brief means. Now, now instead of wasting time on these theoretical aspects, please take 10 seconds to read what's there on the screen because in this way
[12:47:51] elements. You don't need to memorize them. You just need to know that these words exist. That's it. I'll give you 10 seconds for this and I'll give you 10 seconds for this and then we'll continue.
[12:48:12] for a social media management company for a production house that's when KBAN fits well however however if you have let's say you are in a you're working
[12:48:24] let's say you are in a you're working with a client who has fixed deliverables you don't need to brainstorm on much of deliverables or it's more of like a not a new product or a system integration It's a maintenance work for a software.
[12:48:38] That's when again you can use KBAR because it shows that continuous flow of tickets is taking place and those are being resolved in the right time. Is that clear Pravin? >> Uh I have a question.
[12:48:54] >> Go ahead Shika. Just give me one moment Shika. By the time others read Kan you can ask now. Go ahead Shika. >> Yeah. So when you say I'm just trying to understand the base here. So scrum is like umbrella and canban, agile, safe
[12:49:10] umbrella. >> No, no, agile is the umbrella over here. Agile is the umbrella over here. Shika and all of these frameworks fall under agile because if you see Shikha what I told in Kanban that there shouldn't be
[12:49:25] any breakage. It should come out as a flow. That's what agile exactly means. Continuous delivery and continuous improvement. Scrum also does the same improvement. Scrum also does the same thing. However, the only difference lies
[12:49:38] thing. However, the only difference lies in the visibility wherein the scrum part focuses more on the sprints that lead to deliverables. Karman focuses only on the flow that during this time a flow came of getting this production done or a
[12:49:54] ticket resolved done. Yes. The next time same thing happened done. Yes. The next time same thing happened done. Yes. So there is an overlap but the umbrella is agile and all of these frameworks fall under agile.
[12:50:08] under agile. >> Mhm. Okay. Then why people say like usually every company they say we are in scrum call but irrespective of whatever approach they are following >> because scrum is the scrum is the most
[12:50:20] commonly followed or used methodology. The reason being is whenever we work in The reason being is whenever we work in agile teams shikha okay learners many a times I'll give you answers that are pertaining or relating to your industry
[12:50:33] so if you don't understand the answer I'm giving to shikha because it is a little technical and you know someone from the industry might understand but immediately say that sir can you elaborate more on this all right so
[12:50:45] shikha whenever we work in an agile team there is usually a stand-up call right shikha and whenever we talk of working in a scrum environment, it is considered in a scrum environment, it is considered to be launching some kind of a feature.
[12:50:59] And when you talk of launching some kind of a feature, you definitely bring in the word sprint, right? >> The moment you bring these two jarens, scrum automatically fits in. That's the reason for any new product development,
[12:51:13] any new product development you do, you will run sprints. And that's the reason scrum is most commonly used. That's the reason you keep on hearing the word reason you keep on hearing the word called scrum call.
[12:51:25] >> I'm working in two teams. One follow agile, other one follow can. So good question that one is saying agile and one is saying Gman. However, you are
[12:51:39] learners let me make one thing very clear. There is no standard agile that you will follow in any organization. If you are in TCS, if you are in Accenture, Accenture has something
[12:51:52] called Accenture Agile. So they have tweaked the model based on their requirements. Therefore, learners whatever we are discussing these are guidelines or principles that are followed with tweaking done based on
[12:52:07] client requirements or project requirements. So therefore you just need to be aware about the principles and the governing sides, the technicalities. For example, Shikha mentioned Kanban was not called agile. So these things can vary.
[12:52:21] So Shika, you're right in that sense that they use this word. Make sense, Shika? >> Yeah. So but I have a question. In my previous >> we had water force structure but still
[12:52:35] we had stand up but we don't like sprints like it was not following the agile but we had standup and we call scrum call. So like scrum word is very common. It is used everywhere irrespective of your structure. Even in
[12:52:49] completely positive right >> it's opposite of right >> yeah but still we say we have scrum call so I I'm just trying to understand the everywhere >> and when you use jira when you use jira
[12:53:04] scrum is also called a board >> yeah yeah >> yes you're right the word is jira board that's right okay learners can anyone here it's called extreme programming it says software quality and responsiveness
[12:53:18] changing customer to engineering excellence. Okay, what exactly does this mean? Can anyone elaborate based on whatever you're seeing on the screen? I'll give you maybe 20 30 seconds to read and then you
[12:53:31] can go ahead and tell that Suryange this is what I believe this means. Go ahead. Anyone can answer on this now. What is extreme programming?
[12:53:48] So actually it is called uh extreme programming also we used to call it behavdri development that is BDD you already have the uh requirements ready
[12:54:00] and we were mostly writing the test cases even before like side by side with the development. >> Mhm. So they were working in parallel like okay the uh development and the testing because the uh requirements are
[12:54:15] clear the test and the test engineering and the development engineering were done simultaneously and when we talk in terms of uh the CI/CD pipeline the first version of the product with also went ahead with the uh tests that were
[12:54:30] written to it. So this is how we saw that the extreme programming. Great. Great learners. Let's uh exactly what Priyanka you know mentioned over here. Consider this scenario that once you're developing something it's like writing
[12:54:44] an exam with a teacher on top of you. So whenever you're doing something you get check this are you going to give me full marks? Yes or no? So teacher will look at and say no no no no change the answer in this way so that I can give you full
[12:54:58] it is this fine now? Yes. Yes. Now it's fine. You get full marks. Go to the next one. That's how it works. You put the tester, the developer. That means if I am tasked with developing a new feature, I'll have a someone who is there to
[12:55:13] ensure that feature does not work. So whenever I make something, he or she will sit next to me and find out ways to show that this will not work so that I can get it corrected then and there. In simple words, the testing team
[12:55:29] and the development team work hand in hand from starting. That's in very simple terms for extreme programming. Have a look at lean. Now,
[12:55:43] while you're reading lean, I'll tell you one very simple thing. When you don't have budget, just keep it very simple. When you don't have budget, you don't have money for impressive launches, for all the jambburis that you
[12:55:56] can think of, you focus on bare minimum what has to be done. If you are zomato, you focus on selling online. Forget about membership, forget about wallet, forget about financing or you know uh different payment options, forget about
[12:56:11] uh AI, forget about customers requirements getting sold. You only focus on what is needed. That's in layman terms what lean means That's in layman terms what lean means that you are on budget constraints you
[12:56:25] don't want any jambburis you just want it to be delivered that is where lean it to be delivered that is where lean comes in the picture can I say that because this is again this will require lots of discussion so please participate
[12:56:40] this is a development team a development team this is the client Okay.
[12:56:58] bridge connecting these two. Do you agree that this diagram rightly justifies somewhat rightly justifies the role of a BA? Do
[12:57:10] the chat box if you are clear. Thank you. Suma. you are heading in the right direction. That's in layman terms where BA is.
[12:57:24] Okay. Now, now listen to this carefully. Now, now listen to this carefully. You see the reason why BA stands somewhere at this junction is can we say this again? Because this
[12:57:39] person understands the business side of the client. Maybe if the client is from again let's say oil and gas. So maybe the BA has got some background in oil and gas. Therefore he understands what oil and gas what happens in oil and gas
[12:57:54] What are the problems that they the software that they use can incur and at the same time the same person can also talk to developers in their own jar. So talk to developers in their own jar. So he is aware of both the jarens that's
[12:58:09] the reason he's in the right position to bridge the gap. Do you agree with this learners? If yes, just type why in the chat box that yes, Suryan because he's someone who has got both of these points cleared, both of the industry sectors
[12:58:24] cleared. Learners, there is another category. This category is mainly of a product owner. It could be a owner, it could be a
[12:58:36] product manager. It all varies. Okay. [snorts] Now listen to this carefully. Since our friend BA knows Since our friend BA knows industry,
[12:58:53] our friend BA knows the industry. Therefore, he knows the priorities and inside details about the industry. Maybe he knows the safety regulations. Maybe he knows the culture of the organization. Maybe it knows what is
[12:59:07] valued the most in these kind of organizations. Maybe he also knows how the person who is acting as from the client side will get his or her money. client side will get his or her money. Therefore, he knows this area very well.
[12:59:24] However, our friend over here, product owner or manager, he is someone who says, "Hey, you know what? You just tell me what do you want. me what do you want. I am a features guy.
[12:59:39] You tell me what feature you want. I will get it done. Period. That's it. Therefore, learners in many organizations this role and BA role in many projects is played
[12:59:56] by a common person. If there are two people playing this, let's say one is the PO, one is the business analyst, then the BA understands the industry requirements and tells the product manager that this is what they want. So
[13:00:10] the product manager says that this translate into these kind of features. Now BA based on his domain knowledge explains the product manager that you know these are the features perfectly well defined. I would request you to
[13:00:23] focus on these top two three features first and get them delivered by this time because this period is usually considered busy for this industry. So this delivered working with the developers just in case I need your help
[13:00:38] I'll come I'll bring you as well in the picture. Once this is done then the B the then the you know business analyst goes back to the client and shows that with our tech team we have managed to get this thing done
[13:00:54] that's how a usual development process works learners if you're if you're clear with the process that okay Sur I get it type why in the chat box if you're clear with this process that why do we need
[13:01:09] [snorts] a BA along with the product owner if there is a role both product owner if there is a role both product and uh product and brow
[13:01:23] take 10 seconds to read what is written over here then we go to the next all right so I'll give you 10 seconds read what is being shown then we continue
[13:01:36] >> go ahead priyanka by the time others are reading you can go ahead >> so when You talked about uh BA adding value to the product owner. I was under the impression that uh product owners usually select the features uh based on
[13:01:52] the competitor analysis of what's happening and then they prioritize when that is the case and and also based on the feedback they come up with the different features. So how can we add value there as business analysts?
[13:02:06] Now, now you mean to say pranka that in any you mean to say pranka that in any product development work, okay, a product owner or a manager sees what's happening in the world,
[13:02:21] manages to prioritize things and then gets the developers work done. Yes or >> Yes. Now everyone do you agree with the fact Now everyone do you agree with the fact that there is kind of an overlap with
[13:02:35] the role that a BA does? Do you agree? Yes or no? Everyone just type yes or no in the chat box. Do you agree that Surange we see an overlap.
[13:02:50] So learners that's the reason in very few teams you will have a product owner and you will have a BA would be present
[13:03:04] because BA does the role of understanding industry and conveying it to product owners who convey it to the tech lead and then con it is being conveyed to developers. Therefore, this step of
[13:03:20] communication gets skipped and BA can directly communicate to the tech team directly communicate to the tech team what has to be done. Therefore, overlap is there. Very rare you will find a product owner working
[13:03:33] with a business analyst. Even if you have a business analyst on board, let's say you have a business analyst on board along with a product owner, then business analyst will not get involved with the development work. His side
[13:03:48] would only be to understand the business. Talk to the client in his or her own terms. And gain clients confidence that okay, you know this is someone Priyanka is
[13:04:03] she understands what I'm saying. She's well aware about let's say FDA approvals. She's well aware about all the jarens that I'm discussing. Great. The BA develops the confidence. Now based on this BA communicates to the
[13:04:20] features and we're discussing with the client these are the priorities please get it done. Now the product owner starts getting work done with the develops. So both of these scenarios work
[13:04:35] uh praine it only gets uh does not involve in development side. It only happens when you have a product owner or a product manager. Majority of the time the product owner or manager will not be there if you are sitting as a BA.
[13:04:55] are a BA and the team does not have a product owner or a manager which it will not have because it doesn't need. Therefore you would be the one who would be working with the developers. That's the reason in both the roles BA and what
[13:05:09] the reason in both the roles BA and what do you say uh product owners many a times these are no one but developers who switch to these roles. The B side it is usually a developer or someone from the industry knowledge who manages to
[13:05:24] get in this role. So all of these options are possible but the way of keeping it simple straightforward is the BA works with both developers and
[13:05:36] the client but if another layer of product owner is added then BA gains client's confidence takes care of all the client dealings and communication the client dealings and communication with the product owner
[13:05:48] by the time others go and read to the next one yes or no >> yes >> okay now learners Shalesh I'll come to that note in a moment but how many of you learners present over here have used
[13:06:03] you learners present over here have used this tool called Jira go ahead tell me just type yes no in the chat box that
[13:06:16] yes Surange I've used Jira no I've not used Jira so go ahead activity.
[13:06:31] I'll just explain you what exactly uh Jira kind of a thing is so that you understand once you start using it in your career. We'll not give a demo of
[13:06:43] Jira and all because that's going to be a lot of time consuming. So consider a scenario today that let's say over here our friend all learners who are well aware just uh uh you know bear with me for a moment let's say today we have
[13:06:56] for a moment let's say today we have provin who is client we have got priyanka who is let's say the business analyst we have got who is the developer analyst we have got who is the developer we've got you know anik again who is
[13:07:09] also a developer and we have got over here who is as a working as a software tester Cool. Don't you think you need a place where you can manage all of these people
[13:07:25] whatever work they have been given, whatever task they have been assigned, whatever updates they've got, whatever you know status they about the work that they are working with. Don't you think it would be great to have all of this
[13:07:40] it would be great to have all of this available at just one place? Do you agree with this? Yes or no? Thanks Sumeda. Do you agree with this? Yes or no? That yes, it's I think it's common sense. Who is going to keep on updating
[13:07:54] those Google Sheets or Microsoft Teams, Excel uh all the time just to ensure that where all we are working? In fact, client would never have so much time to look around Excel sheets and know the status.
[13:08:10] This is where learners Jira comes in the picture. Jira says all team members everyone you want to know anything come to Jira.
[13:08:23] I will show you what features are currently being made. What features have been made? What features are yet to be started?
[13:08:41] products are in testing. I can let you know if let's say we've got over here Pravin working as a developer what products what features he's currently working on what features he has not even started if let's say Sumeda is a tester
[13:08:56] what products has she done her testing completion what products she's currently completion what products she's currently working on so all of this view working on so all of this view is given using Jira if you're clear with
[13:09:09] is given using Jira if you're clear with this very simple story just type
[13:09:35] Jira there are multiple products available in the market the way the reason why [snorts] Jira is being used or being spoken more of or being spoken more of simple reason because I I'll explain
[13:09:47] simple reason because I I'll explain that prain simple reason because [clears throat] it's got excellent UI UX. It's a good tool for collaboration across teams.
[13:10:01] Most importantly, you could say that since it was it's Atlassian which already has other products. So yes, the adoption is high. So Pravin in layman terms just remember
[13:10:16] So Pravin in layman terms just remember that Jira is a software that can be used to run software development product development projects development projects wherein you can track each and every
[13:10:31] team member working on what all features and those features are currently at what all stages. So you don't need to write a mail to check where are you working, update. You don't need any rag status update, nothing. All updates take place
[13:10:47] update, nothing. All updates take place at Jira wherein you can work at Jira wherein you can work and a client can also view if needed what is the status of the product that he has asked to deliver. Does that make
[13:11:00] sense Pravin? A very simple clear meaning. Yes or no? All learners does that make sense? Yes or no? Is this similar to Azure DevOps though when we to do the updates or you're assigned? >> It's similar. Yes. Yes. See the same
[13:11:15] thing can be done using email. Same thing can be done using Excel, Slack. >> Whatever product you say, right? It's just uh it's another tool to manage. >> I'll if time permits towards the end, I'll also show you exactly how a Jira
[13:11:31] board looks like. Okay. Now, [snorts] now, now learners, let's say today we have Pravin over here. Pravin says, "Uh, Surange, why don't we do this? Why don't we launch since we all work at let's say Uber, why don't we
[13:11:47] launch a feature called a prime membership of Uber which guarantees you a cap. No matter what time, what place you are at, if Uber is there at that location, no matter what happens, even it means heavy rains, you will still be
[13:12:01] it means heavy rains, you will still be guaranteed a cab ride no matter what. So, Pravin has given this idea that let's work on this. Everyone, are you let's work on this. Everyone, are you clear with the idea? Yes or no?
[13:12:16] Yes or no? CL quickly type yes, you're clear with the idea now. Now learners, clear with the idea now. Now learners, this is the idea that means just understand the story. Okay, that means this is Suryange
[13:12:29] the final objective that we are trying to achieve. Correct? That we need to have a prime membership that offers these benefits. that offers these benefits. If I talk in terms of Jira, the final
[13:12:44] If I talk in terms of Jira, the final objective is called epic are making a software right you have a final objective you name it as epic in Jira that this is the reason why I am on Jira this is the reason Tanushri is a
[13:13:00] tester Pravin is a developer Suryange is a developer and Adrin is a client we all are here to achieve this final objective called epic Everyone clear what exactly an epic is? It is a final objective that you're
[13:13:13] trying to achieve. It could be adding payment online payment methods. It could e-commerce platform. It could be anything. Are you clear? If you're clear with Epic, type E in the chat box everyone.
[13:13:32] obviously to complete this objective, you would like to make some features. Yes or no? first feature because to get this thing live you first need to have a option on the app which says buy prime membership. Another option which says
[13:13:49] benefits of prime membership right another development that takes payments for the membership right and another one you know for renewal or cancellation of
[13:14:01] the membership. Do you think that whenever you launch a new membership whenever you launch a new membership program you need to at minimums of the minimum you need to get these things done that give a button so that users
[13:14:13] can click on it users need to know more about it users can pay for it and if or maybe they want to renew this is how they can do it therefore learners again
[13:14:26] vary a lot from organization to organization therefore we'll not discuss more on what is it called but many companies call these as features. Many companies call
[13:14:40] this as stories. So the final objective is called epic. And in order to achieve an epic, what is it that you need to do? I need to give you a button to buy. I need to give you a payment option. I need to give you the
[13:14:54] features. And then I need to give you an option to renew. So these are called stories. So that's the hierarchy. On top you have epic and then you have got stories. We'll not dig in much more details on this because it's a huge
[13:15:09] topic on its own. What comes after stories? You know why only stories or it's a huge topic. So just let me know if you're clear with the story that I example that I gave. If you're clear,
[13:15:22] just quickly type your name in the chat box so that I can continue with the next box so that I can continue with the next part. background you will have a different opinion the chin we call it we don't
[13:15:36] call it stories we call it features [snorts] we don't call it features we call it something else sometimes someone will say task subtask so we'll not get in those details because it is not a session on jira
[13:15:55] okay now learners um darushri and raul Now are you able to follow as in the examples and all they are coming as per your what do you say uh industry relevancy and you're able to understand yes or no.
[13:16:09] Okay, great. Great. Now learners, let's let's see this. Let's see this. Everyone, keep your typing ready. All right, you need to type it in the chat box. All right, keep your chat box ready. You need to type it
[13:16:23] out. Do you see user story one? It says as a shopper, I want to pay using UPI cards or wallet so that I can choose my preferred payment method. User story 2. It says, "I want to save my card
[13:16:39] details. I want to clear error message if payment fails so I know what has to if payment fails so I know what has to be fixed." Okay. Now, now, now be fixed." Okay. Now, now, now this is a very simple example on how an
[13:16:53] online transaction takes place. Do you agree? Yes or no? I can choose UPI, I can choose cards, I can choose wallets. And after that, I need to save it. And after that if the payment fails tell me it has failed. Okay. What I want you to
[13:17:09] it has failed. Okay. What I want you to do is what I want you to do is write down similar user stories on the chat box. User story 1 2 3 of entering a delivery address. For
[13:17:23] entering a delivery address. For example, as a user, I my current location should automatically be accessed by the platform. User story 2, I should be able to manually enter if it
[13:17:37] I should be able to manually enter if it is a new address. User story 3, I should be able to select which address I want the delivery to take place. Okay. So now write down three user stories, four user stories on
[13:17:54] stories, four user stories on updating or adding delivery details for the user. One example I gave you, you can take that example as it is or maybe can take that example as it is or maybe you can add something more to that.
[13:18:11] Don't worry if it's right, wrong, whatever it is. Just [snorts] me one moment. The session is till 10:30 or till 10.
[13:18:27] >> 10:30. >> 10:30. feedback form now. I'll tell you why. Because >> uh because usually I get my feedback forms filled towards the last 15
[13:18:41] you want to fill the feedback form right away or what do you want to do? Tell me you since it has already been shared and many of us may skip. Please take 10 seconds and get the feedback form done. I'll wait.
[13:18:59] feedback form. Take 10 seconds. Uh Shalesh if you just fill it now because now it is being [snorts] shared. So it's good that uh it gets along with the flow now because after that maybe many learners
[13:19:12] leave towards the last or the link will get we we forget to share it again. quickly fill that form come back type in your user stories. You don't need to worry whether it's right wrong doesn't matter. You're only here to learn. So
[13:19:26] hurry up just get it done. Just write down user stories but fill the feedback form first please. Quick it it won't take more than 5 seconds. 10 seconds for take more than 5 seconds. 10 seconds for you to do that.
[13:19:49] feedback form, please let me know so that I know that [snorts] if most of you have filled, I'll now straight away go to the user stories part. All right.
[13:20:09] quick. Okay, thank you Pravin. Learners, send me your user stories now. Quick, hurry up. Let's see what we have got. I would like to see all your user stories. Go ahead. Show me your user stories. 1 2 and three. I'll give you maybe a minute
[13:20:23] more, but not more than that. Hurry up, learners. Show me your user stories learners. Show me your user stories quick.
[13:20:45] Sumeda makes sense. Works well. Good. Next learner.
[13:20:58] Priyanka. Let's see. Able to enter multiple delivery locations. Perfect. Uh-huh. Able to label my excellent. you home office. Okay. I wish to have an option to choose delivery. Excellent Priyanka.
[13:21:13] So, we've got as a user I want to fetch my current location by turning on. I want the app to remember my location. Good. Refresh my current location. Perfectly fine. We'll take 10 more seconds. If anyone else would like to
[13:21:25] seconds. If anyone else would like to share, please do that right away.
[13:21:40] good, good, good, good learners. Now, now, now, now let's come over here. Let's come over here and have a look at this. I want to update my address manually. Great. Now, now we'll not spend time much on this. But,
[13:21:55] but do you all agree that whatever stories you've given, they all are small enough? I don't I mean they are not big paragraphs. Do you agree? Yes or no? You also agree that they are valuable to the customer. They can be tested very well.
[13:22:10] And moreover, they're independent. That's it. They're independent of any other feature. Selecting location, choosing my location, labeling my things that keep usually are kept in mind while designing stories. It's a
[13:22:25] principle called it's called the invest test. Okay. Now, now no, now here we go. test. Okay. Now, now no, now here we go. Here we go with
[13:22:40] what is this? Learners, can anyone please read? Take 10 seconds and then we'll start. It says agile estimation. Okay. Focuses not on exact hours but on effort, complexity, risk, uncertaintity. The goal is to help team decide this.
[13:22:55] Okay. Mhm. Now, now, now as we go, as we go, as we go, I have a small question for you.
[13:23:12] how much effort or cost is a feature going to take? Or or let's make it very simple. How do you decide How do you decide value of a feature that you're going to
[13:23:27] launch? Let's see who can answer this question. My question is [snorts] very simple. How do you decide value of a feature that you're going to launch? Can anyone answer? All features are important. Some
[13:23:40] features are more important. Some are less important. So, how do you decide the value of a feature? Correct. Can anyone answer this question?
[13:23:57] been like historical fact. So, if we've had something similar to that um to that future and everything it embodies, then we'll usually go with the numbers that we'll usually go with the numbers that were used previously. So if we're
[13:24:12] launching um a feature that says um install a go button and we used a go button for another similar spring. >> Good. Good. Good. So excellent. So let's say you use your criteria. >> So use the historical data whatever is
[13:24:28] available to get that's perfectly fine. Depending on customers needs, t-shirt sizing. Great. All answers learners remember one thing. Depend on what Sumeda has just written at the last. Depending on the customer need remember
[13:24:42] this. If a feature takes more effort consider this. Okay. If a feature takes more effort. Okay. But client says it needs to it needs to be done right away. needs to it needs to be done right away. And and that requires additional efforts
[13:24:57] to be put in. That means additional resources to be brought in then that feature carries more value. Therefore no matter what the effort or resources are required you need to get it done. Therefore estimation how much time you
[13:25:12] know how much effort should be done is it big or small. There are no straightaway answers for this. It all depends on your interactions with client. Okay. Now learners it says mhm
[13:25:26] says that uh you know we're looking at points. Let's understand what exactly what we're reading over here. I'll give you 10 seconds. Go ahead and read whatever text you can see on the screen.
[13:26:14] I think you mentioned right giving a story point. Yes or no Priyanka? >> So that's what we are looking at. See learners it is in simple words assigning weightage that if launching or let's say if
[13:26:29] developing this feature or let's say working on this story would require keeping effort complexity risk unknown in mind this much level of weightage. So we assign that. So let's say at last if you look display user profile at two
[13:26:44] points that means very mild risk in that complexity in that. Okay. However, if you look at the last one, learner story C profile update, you need to edit profile also, but you are adding multi-
[13:26:57] language support. Now, that requires a lot of effort. It is complex, but maybe the risk is less, but still it carries eight points. Therefore, you give certain story points to every story. And once you have got a total
[13:27:15] that okay this story carries this much point this story carries this much point then based on the time you have got you decide which one to start. Can anyone guess how do you determine how much points should be given to a story.
[13:27:31] Surange you have told us that to give story points and then once we have story points then depending on time and all available with us we can choose which one to work on first. Perfectly fine. But you didn't tell us how do we assign
[13:27:45] the story points? Who decides whether it's a twopoint story, five point story, eight point story? Who decides that? Can anyone answer this? Shikha please. anyone answer this? Shikha please. >> Uh in my process it's product owner.
[13:27:59] >> Uh usually say and they ask for the you know input from the developers like two two story point is enough. So it's not only one way it's always mutual. I would >> it's always mutual. Right. Good. But I have like
[13:28:13] >> I have a question. How even the developers or the product owner how do you derive the two points, four points, five point because this is always approximate or average right? >> No no no no learners. Shaka is saying
[13:28:28] that usually the product owner would do that working with the developers or with lead. Right now she is curious [snorts] to know how even the developers come to this point. Right Shika? Yeah, I mean I always have a curiosity
[13:28:43] points. >> So let's let's let's do this and let me give you uh let's say let me give you uh what do you call uh some uh the answer from some of my experience right when I was taking care of a product called
[13:28:58] was taking care of a product called discover I what we would do was my job discover I what we would do was my job would be to elaborate as much as possible. When I say as much as possible, I mean to say I would take
[13:29:13] 10 minutes to understand from the client or from the leadership. This is what we that just to get an overview what they want because they don't have time. Okay, do this do this you know uh why don't you integrate a chatbot covering
[13:29:27] questions and I straight away I can get answers. Okay, this is what you have to do. Tuck, tuck, tuck, tuck. I would just keep a note of it. Then it would easily keep a note of it. Then it would easily take me 30 to 40 minutes to elaborate
[13:29:39] them on my own and then a call would take place involving me and my tech lead. Sometimes tech lead would also have their own backups, right? So they would involve their backup also the top
[13:29:54] performing developers. Now this call would be easily for one to two hours where I would explain the entire story
[13:30:06] that I discussed with client. Now what tech lead would do is he would suggest now you tell how much time you've got. I'll say okay we need to start showing deliverables in 1 week's time. Now everyone what they would do is they
[13:30:21] would figure out that certain developments certain features that do developments certain features that do not require a logic change that do not require a UX change that do not require any kind of changes in the current
[13:30:35] structure. When I say structure [snorts] I mean to say no changes in the database. Let's target them first so that they can be shipped easily. Certain changes that require UX
[13:30:58] longer side. They can't be done so easily because they would require a lot of discussions to be done. Now the backup person who is an experienced developer would give the new upcoming
[13:31:11] developer would give the new upcoming developers what do you call these simple task you get it done. I'm not getting involved in this. He would start working on the logical questions or or on the logics. Let's say if a new feature is
[13:31:25] being built to calculate certain values. So he would start working on the logic part. The tech lead will not get involved here. The tech lead would start focusing on the UX and the database changes keeping the backup involved.
[13:31:40] They come out with these points based on experience and the changes that are needed in the current structure. Shika somewhat learns if you're okay with this story that okay Surange now we get it that's how it works quickly type
[13:31:54] somewhat answer your question because there's no >> I'm I want to ask one more question so is it always tech lead or developers because I I'm assuming they are the
[13:32:08] person who can actually judge the work like how much time it take right non-technical person can't tell specify >> so the you're right when it comes to assign assigning points because assigning points comes from the effort
[13:32:21] required. So they are the ones who make the decision. However, however, they have made their decision in terms of efforts, time, resources. efforts, time, resources. You on the other hand know that these
[13:32:35] one point two2 points features carry no value to the client. He or she is going to simply scrap them off and say I don't need them. Then comes your picture saying that you're saying it is a 10 points thing
[13:32:49] and you're saying two weeks time show me one deliverable after one week. So then you begin with some kind of negotiation with them. So that's how usually the discussion happens. >> And is it correct? I'm sorry. Um I'm
[13:33:05] just trying to be more upfront. Sometimes you are non-technical. the other person is technical but you don't know how truth is that like let's say someone says oh this is very big task >> and actually it is not and they want to
[13:33:20] take you know buy more time just to have >> see usually [clears throat] in usually you work for the same firm it doesn't happen however if you're dealing with a vendor then yes you need if you're not a
[13:33:35] technically sound person you need to deploy someone who is a technically sound person that case your question comes valid. >> No uh I have seen people who are both business and technically sound. So they
[13:33:48] counter question how your developer is saying this much time will be you know they need that. So that is the thing I have encountered in my working areas. So >> the situation. Yeah. >> So in this kind of a scenario
[13:34:02] >> So in this kind of a scenario >> what you do is you get certain answers from the tech lead so that you know the client is also technically sound. Okay. >> Now what you do is you get certain answers on detail basis. This is what
[13:34:17] doubt that discussion is going a different direction you bring the tech lead along with the call. you don't come in and give in the tech answers because >> Yeah. >> Okay. Now learners, that's how we've
[13:34:33] been using Jira. And uh what I'll do now is what I'll do now is Mhm. I'll show you Jira for a moment. But before that, I'm just seeing if there is there any
[13:34:45] other concept that we supposed to discuss in Jira before I take you to the discuss in Jira before I take you to the tool itself. [snorts] Okay. Now, okay. Here we go with the Jira part. Now I'll stop sharing from my pad and I'll
[13:34:58] I'll stop sharing from my pad and I'll take you to the tool now on my laptop. take you to the tool now on my laptop. [sighs and gasps] Just sorry. Just give me a moment. I just stopped sharing.
[13:35:16] Uh where is it? Yes. Just let me know when you see my screen.
[13:35:32] Yes or no? No. Screen's visible. So, just I just Googled Jira and I'll take just I just Googled Jira and I'll take you to the software.
[13:35:45] so I'll just simply sign it. Sign in [gasps] Google.
[13:36:16] Okay learners, I'll show you from scratch how a new project looks like in Jira. All right. So what do we do is we go to let's say where do we have an option of no this is something else where do I
[13:36:31] have an option of let's say if I go to cheetah over here and do I have an option of creating a new project supposed to be here for you apps plans
[13:36:44] spaces uh recent it's already showing me my recent ones uh Just give me one moment. Where are they? Where is it? Then learn. Do you see a place which says new
[13:36:59] Do you see a place which says new project? Anywhere on my screen? Do you see a place which says new project
[13:37:14] No. Right. So let's it's fine. Let's create a fresh one. All right. We go for software development. Over here you will see learners KBAN and scrum. So select scrum. You we'll use this template. You can select anything team manage or it
[13:37:29] doesn't matter over here. Team managed just name. Let's say we'll name this just name. Let's say we'll name this team. Mhm. [snorts] Beta zeta 4. All right. We have chosen scrum.
[13:37:42] zeta 4. All right. We have chosen scrum. Next me one thing that if you look at a product let's say like Uber okay I'll
[13:37:54] click on skip I don't need to add any team members if I look at a product called Uber do you agree when the product Uber was let's say being conceptualized there were at least 100 features that could have come in you
[13:38:07] know the founders's mind do you agree yes or no just quickly type yes no that yes Suryan even if I am supposed to do that I can also think of a 100 features Now do you think all of those 100 features were launched at once? No.
[13:38:20] prioritization. Therefore the word that you see over here is called backlog. Backlog says whatever you have in your mind, whatever process, whatever feature, whatever
[13:38:32] thoughts you have got in mind, please jot it down over here in the backlog section. Whatever you would like to do immediately, whatever you'd like to do immediately, whatever you'd like to do it now, please do it over here. So let
[13:38:46] me show you how do you actually start something in Jira. What you do in the first place is you need to create an epic. All right. Let's say I'm creating an epic for the same Uber thing that we discussed over here. You click on
[13:38:59] create. No, not over here. It's not. Yes. Create. You have an option called epic. But in order to do that, let's first enable the epic bar. Do we see first enable the epic bar. Do we see that option called view of an epic bar?
[13:39:13] itself. create nodes. So click on create and create nodes. So click on create and click on epic. >> Is epic or feature is same. Surely >> no no no epic and features are
[13:39:27] reason I didn't touch upon more on what is a story, what is a feature because >> Mhm. >> Okay. So they're different. Remember one thing learners epic refers to only the final objective. That's the final
[13:39:42] objective you're going to type. So epic we're going to type over here is enable prime membership at Uber and then I click on create
[13:39:59] to view epic over here. We've got this epic coming up ready. Now earlier there used to be an option over here to enable epic panel which I believe they have removed. There was an option over here which said uh enable epic panel wherein
[13:40:14] we can see the epic but right now I am not able to see that no they have changed the UI now let's start and let's start you see story I told you they are called stories so select story and we can [snorts] just mention that
[13:40:29] can [snorts] just mention that have for booking Then another story can be
[13:40:42] create a page for benefits. So let's say if we talk of only these two stories. Now using this I can assign an epic to them using this I can assign an epic to them that they both work for this and then I
[13:40:57] can start a sprint. I can set timeline 2 weeks, one week and I can click on start. The moment I click on start, the sprint gets started and you are taken. Just give me a moment. Mhm.
[13:41:12] Hey, something changed. Just give me a moment. We move something else. Uh spaces this one. Yes. And we came from backlog.
[13:41:24] We here at backlog. We came at a place called board. Now over here we can move whatever we have done. We can open any story. We can assign it to anyone who is story. We can assign it to anyone who is added to our team. That's how simply how
[13:41:39] added to our team. That's how simply how Jira tool works because it's a huge tool in training itself. That's the reason you know I'm not able to give you a demo otherwise I would have made you have some kind of hands-on but seeing the
[13:41:52] time and what we are learning over here a small intro is good enough for you to a small intro is good enough for you to have a look. Okay, learners look at my have a look. Okay, learners look at my the screen now.
[13:42:15] Okay. This is what I showed you as a backlog. Learners always remember that backlog you, your development team and the
[13:42:27] client together decide from the list of 100 features that you have thought which features should be developed first. So this is how you clear your entire backlog.
[13:42:42] backlog. All right. No, no, no. Anyone aware of any of these things? Visual modeling toolkit for agile BAS. Anyone aware of, has anyone heard of it? Anyone you know knows [snorts] about it? Anyone has
[13:42:57] thought of any idea what this exactly could mean? You can speak now. All right. So that I know if anyone is aware of this. Okay. So Anub is saying no. Surange not being aware of this. Okay. We've got multiple no. Priyanka says
[13:43:13] yes. Okay. She's heard of these things. Okay. No. Anyone else would like to give Okay. No. Anyone else would like to give an answer on this.
[13:43:26] Okay. Now I'll take a pause for a moment because this is where we come to the last part and they they'll take their own sweet time. Till now with lots and lots of discussions that we have had till now is
[13:43:41] there any learner who has got any questions you can put in your questions right away so that before we go to the last section we have taken up almost all doubts in the end of course I'll ask you for
[13:43:55] questions but now if anyone has please ask right
[13:44:14] quickly type your name. If if you got some basic understanding If if you got some basic understanding of agile, your role as a BA in this entire thing, if you got some basic understanding of all of this, just type
[13:44:30] your name in the chat box so that I know how many of us are up to speed. And uh in this way we can now go towards the last part of the session.
[13:44:52] Uh so I have a doubt. Go ahead Tushri. Yeah. In one of uh my interview I got a Yeah. In one of uh my interview I got a question of what is JAD session. I click >> type it in the chat box. >> Joint application development session.
[13:45:06] Jad session. >> Okay. I am not aware of this Tanushi. If anyone is aware you can help Tanushi right now or if you're not aware then Tanushi maybe we can connect it later at see how we can take that out. Anyone
[13:45:20] aware about this what Tanushi just mentioned?
[13:45:40] see if I'm able to, you know, get some kind of an answer to it. Now learners, just wanted you to check with one thing.
[13:45:55] When you use Amazon, keep that journey in mind when you look at my screen share now. All right, just keep Amazon in mind and uh then look at keep Amazon in mind and uh then look at my journey. All right, here you go.
[13:46:47] diagram that we're going to learn together, which is the use case diagram? Okay, now now is my screen visible? I hope you can see. Yes or no? Cool. Yes or no learners? Okay learners let's have a look what
[13:47:03] exactly is a visual tool like you know if it's helping us in some way how is it helping us it's called the use case diagram by the way it itself is a subject if you are studying engineering it comes under the category of database
[13:47:19] though it's a huge subject on it on its own so let's see as a BA what do we make out of it cool I'll give you maybe 10 20 seconds to read what is being shown. Go ahead and read. I'll give you 10 20 seconds and I'll open discussions.
[13:48:01] you have read, can anyone elaborate what exactly is a use case diagram? And uh if it's helpful for us, yes, if it's not helpful for us, then how? Go ahead.
[13:48:13] Anyone can elaborate based on whatever you have read.
[13:48:26] relationship between user and system. Thanks, Prana. What else learners? know we able to dig down a little better. Okay. Let's
[13:48:42] dig down a little better. Okay. Let's say this is where we have our user. This is where is where we have our system and over here online shopping takes place. Okay. Now let's say we have the user who is currently browsing.
[13:48:58] Okay. Now the user would like to add to cart. Then user is would like to begin the checkout process. Would like to add delivery details. Would like to make the payment. And let's say then the user
[13:49:14] payment. And let's say then the user decides to check out. Okay. At every point of time the user is interacting with the system there are responsibilities being shared. For example, payment can be shared by
[13:49:31] the credit card company provider. Delivery can be shared by someone providing the location services. Adding to cart, adding to cart, browsing or logging in can be taken care by certain other users who check the
[13:49:48] credentials. The credential works well then only allow the user to login. The user does not interact with the credit card service providers location access identity. All of this
[13:50:04] location access identity. All of this happens outside the system for the user. happens outside the system for the user. The user interacts only with these.
[13:50:17] Now if you're clear, just quickly give me a heads up. There we are clear what you have just told us. Go ahead, tell me. Therefore learners if at any point of time certain breakage happens
[13:50:34] let's say a breakage happens at payments certain breakage happens at login you certain breakage happens at login you know location sensing now you know which know location sensing now you know which particular portion area is at fault so
[13:50:48] you can correct it. Therefore using this called the use case diagram you understand how your user is interacting with your system. The different points that you are currently
[13:51:02] covering with the system and if there is a breakage or fault you can pinpoint where the scope for improvement lies. In this simple language we cover your use case diagram.
[13:51:18] If you're clear with this, just quickly give me a yes in the chat box. By the give me a yes in the chat box. By the time I go to the next one, discussing concepts like these, you need to be aware about the story or about the
[13:51:35] discussion that is happening. The theoretical details are not of your semester and exam for this. All right. Now, now let's look at another one which give you 10 seconds to understand and
[13:51:48] give you 10 seconds to understand and then we can continue.
[13:52:19] yes okay learners what I'm going to tell is mainly understood again because it's a technical term shika flowchart is usually created before you create the schema of a database right shika >> yeah basically if someone requirement is
[13:52:33] like >> so flowchart is a tech yes so that's a mentioned flowchart in techn Technical terms shikha a flowchart is a diagram that you create before creating the schema of a database because through
[13:52:46] flowchart you come to know what will exactly form tables what will exactly [snorts] form attributes what exactly can be a primary key or a foreign key that's what you develop from a flowchart however when you are discussing the flow
[13:52:58] you are discussing what we're going to see now the flow of data what you hinting at this comes under data flow diagram data flow diagram is more of different types of integrations and fault analysis. The flowchart diagram is
[13:53:14] mainly from an engineers or a data DBA database administrator perspective structure in the schema in the background. So that's a small difference. Shika although the terminologies may look similar.
[13:53:28] >> No, I have drawn only flowchart uh like data flow diagram basically. I'm not >> Yeah. >> Okay. Now learners, didn't I just tell >> Okay. Now learners, didn't I just tell you that there happens? I'll just come
[13:53:42] to you in just one moment if it's fine. >> Sure. Hello. Who's this? >> Okay. Sure. Pranka. Now learners in the use case diagram we just realized how as
[13:53:56] a user we are interacting with the system and what all players are involved when we are obviously discussing about these tech products. Therefore we see a
[13:54:09] lot of data being flown over here. Credit card information, location information over here login credentials. We see a lot of data being flown. Whenever learners data keeps
[13:54:22] flowing within the ecosystem, it makes less of a worry because it's in our control, we know where the fault lines could lie. payment gateway, in simple words, when we are allowing a user to pay using
[13:54:37] credit card, we are allowing user to enter their credit card details. That details are then sent to companies like Razer Pay, PayPal, PayU or PTM or something or the other. Those require integrations with our website or our
[13:54:53] integrations with our website or our app. This is where data flow diagram comes in the picture and lets us know whenever the data is flowing outside our ecosystem. This could be important to know from the
[13:55:07] data privacy perspective. It could be important to know from the fault detection perspective where all we are having problems in integration. For example, we made a product perfectly fine but suddenly Google pay server has
[13:55:20] gone for a toss. Google pay is not working. Therefore you are able to identify the data flew to Google pay but it didn't come back. There was no response for payment confirmation. That means a fault lies over there. So using
[13:55:33] a data flow diagram you get to know any data of that user external flow internal data of that user external flow internal flow where exactly it goes.
[13:55:47] why do you think Blackberry failed? I mean it was supposed it was always a mean it was supposed it was always a premium product especially BBM and uh it was more of a proud moment to own a Blackberry.
[13:56:00] However, things went down and I believe we don't even see that product in the market today. My question for you is why do you think this happened? Okay. Uh adapt
[13:56:15] >> Anubama >> they did not went uh with the evolving >> they did not went uh with the evolving needs of the users and uh overcoming the uh lacunas of the uh existing products. >> Okay. You mean to say that people had
[13:56:30] different requirements over a period of time and they couldn't meet those requirements. They forgot or they couldn't develop new products to meet those requirements. Thank you Anupama. Next learner who would like to pitch in.
[13:56:42] Anyone weak app ecosystem. All right. Anodep you mean to say that uh you know the ecosystem of applications that Google and Apple have they couldn't meet that and at the same time there was no match
[13:56:58] lack of R&D and stopped evolving okay any other learner would like to pitch in any other learner would like to pitch in with any other answer >> they didn't keep up with the times you have to go with what the market wants
[13:57:10] what the >> great I think one answer what we all can >> great I think one answer what we all can understand was uh understand is that they couldn't keep up with the changing times right similar question similar
[13:57:24] question for you all on the chat box you need to start I you need to start typing now do you know of any similar brands companies that failed Blackberry is one go ahead and start letting me know good answer we've got Nokia and everyone
[13:57:40] said Nokia okay uh-huh uh-huh Uh what else? What else we've got apart from Nokia or Moto Motorola? I think it still works. It's still there in the market
[13:57:52] works. It's still there in the market but okay. Uh okay. See Semen still exists in medical equipments line. I'm not Micromax. Okay. Good answer. Abuzz, do you know? Okay. Any other hint? Do you want any other answer? Sony Ericson.
[13:58:08] you want any other answer? Sony Ericson. Good. What's IVA Ganesian? Yahoo Kak Kodak? Sorry, Kotak.
[13:58:23] So, similar answers uh which had the same fate. Okay. Now, now here we go. same fate. Okay. Now, now here we go. And and and this is what we'll be keeping as our objective for today. All right. Also we'll al we'll be covering a
[13:58:40] project which will cover almost all aspects that we have discussed as of aspects that we have discussed as of now. All right. One more thing as and when where chat GPT or any of these tools can be used we'll make sure that
[13:58:55] we use them instead of any of the traditional approaches. Okay. So why don't you have a quick read at it in maybe 15 seconds. >> [clears throat] [sighs]
[13:59:18] questions. Okay? Because we'll not be covering simple Because we'll not be covering simple text that we are seeing. We'll be seeing other instances where it all has happened and maybe how these things can
[13:59:32] be prevented. Therefore my question for you comes from point number one. It says acquired products like Tumblr, Flickr without aligning them to a unified vision. Quickly give me certain examples wherein acquisitions have drastically
[13:59:46] wherein acquisitions have drastically failed for companies as in they may be even responsible for let's say the downfall. Go. If you can think of any company making an acquisition that failed but okay let's say the company
[14:00:00] survived or even the parent company also failed go ahead let's see if you can come up with certain answers acquisition I can tell you one in India kingfisher airlines acquired dean airways for a massive amount that led to
[14:00:14] some kind of cash crunch and uh sooner or later other factors pitched in and the airlines had to close. So now tell me any acquisitions you are aware of me any acquisitions you are aware of that companies made and it didn't work
[14:00:28] that companies made and it didn't work out well.
[14:00:44] What acquisition did Bank of America do? Meil Lynch
[14:00:58] Next answer. Think of any answer when you think the company was good. They thought that let's acquire and uh once we have acquired a substantial chunk of companies vodafon idea uh it's still
[14:01:12] okay. It's Rahul is still working. Mhm. Mhm. It still exists at least although yes you agreed I would agree that uh not in a very good position but yes
[14:01:30] acquired Hutch and then Hutch got closed and then they had a joint venture with idea. Now learners learners have you heard of a company called by juice? heard of a company called by juice? Anyone? Buy juice, buy juice, buy juice.
[14:01:51] acquisition. I think one of the major acquisitions was adren was an edtech company and uh at one point of time it was the most highly valued startup in
[14:02:03] India. Okay. Now what happened was that company was doing phenomously well in terms of user acquisition and the reach [snorts] that they had gotten at one time they were valued somewhere around $20 billion that's what that's the
[14:02:17] valuation that they had command they had command [snorts] of and they had massive acquisitions for a company like white hat junior they acquired Akash and multiple smaller edtech startups they had consolidated their position as an
[14:02:32] had consolidated their position as an tech leader in K to 12 that means from junior let's say in nursery primary classes going up to [snorts] class 12. So they had good hold over learners or students from this category. Their
[14:02:47] acquisitions were driven based on targeting this same customer segment. However, this level of valuation was not sustainable and yes, it had a downfall
[14:03:00] and it's still fighting somewhere in uh you know insolveny cases. My question next for you learners is that is it right for a company to
[14:03:12] is it right for a company to first outsource second focus on quick wins. I want your
[14:03:24] answers on these two questions that is it right for the company to outsource certain aspects or certain parts of their business or product. Second, is it good for company to focus on quick wins? Let's see who would like to take
[14:03:39] lead on getting this answer done. That's right. Abasking Fisher Deken, go ahead now. Let's see. Maybe you can speak up now. Outsource. Yes, Rahul. Okay. Why you need to give reasons? That's the
[14:03:53] you need to give reasons? That's the reason I'm saying you can speak up. >> I think go ahead. >> I think outsourcing as Rahul said is uh
[14:04:07] pretty much fine for a company. uh some tasks uh some work which is not uh that >> um >> or you can say no that's not the core that's not the core product offering for
[14:04:22] example let's say you are a hospital you are a hospital you can outsource finance >> exactly right so >> you can't outsource treating patients >> yeah outsourcing is fine but uh quick wins so um
[14:04:36] wins so um >> quick quick uh targets are not uh that >> Mhm. >> Uh you know companies should also think about long uh long-term goals as well. Sustainability as well.
[14:04:51] Sustainability as well. >> Makes sense. Good. Uh I'll tell you both absolutely fine. I'll tell you in certain areas where quick fins are no thing that has to be done. I'll tell you how. Let's hear it from others also.
[14:05:06] Good answer. Next learner who'd like to pitch in outsourcing and quick wins for an organization. Yeah sir I yeah outsource would be a good option when you have you you can't have all the expertise in one particular
[14:05:22] so when you don't have expertise so you can hire or outsource few things for example if you're a manufacturer also if you have raw raw materials then you can export it or you don't have a uh particular expert team in particular
[14:05:36] domain then you can outsource in that case and to build a good business and to uh different SKUs. >> Got it. >> And uh I think quick wins also would be a 50/50 you know depends on the
[14:05:51] management how you build it because in sometimes you know if you acquire few of the things then it would uh help you you know expand your ventures but sometimes it will backfire that is >> right. So as Anab said sometimes you
[14:06:07] need to do sometimes it will backfire. That is one of the major reasons why company need to step in for quick victories is because they need to keep a thought on this also. Can anyone
[14:06:21] is written over here? >> Stock price. >> Stock price. >> Stock price. You can't always have long-term long-term long-term. Everyone everyone are you aware about certain
[14:06:33] words regarding the AI bubble that are going on today in Silicon Valley or in tech world something called of an AI bubble has anyone heard of it go ahead if anyone has heard of it tell me so that I can elaborate more on this then
[14:06:47] I'll relate it to the failure of uh Yahoo or any other companies >> yeah AI Google >> so learners now now how this thing is working for this AI thing to work obviously you need some kind of
[14:07:01] processing and data. Okay. Now, this processing and data comes from excellent or high processing chips. Can anyone tell a company that makes these chips? High processing chips or Nvidia. That's right, Briana. So, Nvidia, these chips
[14:07:18] are used in data centers. Data centers operated by cloud service providers. That could be Microsoft, Google or let's say Amazon. Cool. Now these are in turn say Amazon. Cool. Now these are in turn used by platforms like OpenAI and other
[14:07:32] used by platforms like OpenAI and other Genai products. This is the final user who is actually getting the benefit out of it. All right. Now you see Nvidia starts investing in OpenAI. Open AAI starts using services of what do you
[14:07:46] These cloud service providers in turn place more orders for Nvidia. So what they have formed is commonly called a circular economy. Okay. Now in this circular economy, Nvidia CEO just mentioned that if we
[14:08:01] don't perform well, the bubble is going to burst. Therefore, we need to keep performing well so that the bubble sustains. activities have to be done for quick wins at least to justify
[14:08:17] your investments. They do make sense so that your stock price does not take a beating. So that's how quick wins are necessary. The reason why Yahoo and all companies maybe couldn't get through one of one reason could be they couldn't
[14:08:31] of one reason could be they couldn't align their quick wins their outsourcing into one product. That's the reason for example today if you look at Google all products of all all products of Google are aligned to your one Gmail ID.
[14:08:46] Do you agree learners? Yes or no? Yes or no? that using one Gmail ID you can use all Google products and they have a very what do you call straightforward alignment Gemini Gmail YouTube everything you go they have aligned it
[14:09:02] perfectly fine with whatever services or products you're using of Google that's acquisitions many of them which could have gone by the way YouTube was also an acquisition maps was also an acquisition they were able to align it well with
[14:09:15] Google could survive the same thing didn't quite work out Well for Yahoo. Are you clear learners with these stories? If discussions type yes in the
[14:09:27] chat box if you're clear so that I can go on for the next part and maybe we can ponder more on this question. >> Sir I have one question. King Fisher and I yeah I I saw in the chat that King Fishcher and Dicken was a failure
[14:09:40] acquisition >> but I think I you know I differ from this that you know when when this merger happened that time the that that was working fine and Kingfisher was able to >> now now learners has got a very good
[14:09:54] >> now now learners has got a very good question says when King Fisher acquired Deken this worked very well for King Fisher okay I'll take one minute learners to tell you what exactly happened. All right. King Fisher that
[14:10:07] time in India there was a rule called 520 somewhat similar to this. It said that if you are in service for 5 years minimum then only you can fly otherwise you cannot fly international and international routes are always more
[14:10:22] profitable for airlines because in foreign countries especially like Middle East price of oil is less fuel you save on fuel. So that's the reason companies Kingfisher did not [snorts] have 5 years and they did not want to scale to
[14:10:36] international rules. So they said we'll acquire Deken because it already has an international flying license. The whole problem came to only one aspect They overpaid
[14:10:52] because obviously they didn't have any cash problem that time. They overpaid to purchase taken and still they were going fine. However, they had to lose a lot of cash. The moment they lost cash, oil prices spiked because of 2008 2007
[14:11:07] recession. Once that happened, [snorts] they didn't have enough buying power and that time bank support also was not there. So multiple three four kind of factors pitched in at the same time and that's the reason it failed. So the
[14:11:21] product was fine, the product aligned with the strategy was done well. with the strategy was done well. However, the price that was paid could not sustain the organization. Make sense, Erna?
[14:11:33] >> Okay. Now, learners, have a look at this. It says product thinking means putting user first and focusing why the product is, what problem it solves. Okay. Now, now, now have a look at this for 20 seconds. Then I'll tell you what
[14:11:47] for 20 seconds. Then I'll tell you what do we do next.
[14:12:05] cover one company after another and we'll see are they keeping let's say users requirements or are they innovating as in when they keep on growing then we can discuss. If you have read this till now,
[14:12:21] discuss. If you have read this till now, please type Y in the chat box.
[14:12:38] memorize them. There will be a scenario in front of you and you need to tell me. If you focus on a product like Netflix, okay, learners, if you want to focus on a product like Netflix, you need to tell me this quickly. Tell me what makes you
[14:12:53] think that Netflix puts users requirements and then develops certain kind of features. Go ahead. Can anyone pitch in and give an ahead. Can anyone pitch in and give an example on this?
[14:13:13] Netflix? Yes, we understand they've always whatever features they've got, keep they always kept the user requirements and those problems are features. Go ahead. Go ahead.
[14:13:28] Go ahead. Go ahead. If anyone could like to pitch in. have reduced their prices accordingly. >> Good.
[14:13:41] Good good good that means they realize. Excellent answer. That means in order to be competitive in the market they've reduced their prices so that they can have a good reach. Excellent. Next learner.
[14:14:01] wherein they keep the users focus always in mind. My question for you is over here over here could you tell me some of the development features that
[14:14:15] some of the development features that you have seen on Netflix or you've always noticed that these features have been there on Netflix that ensure that the feedback that I'm giving this particular feature is evolving based on
[14:14:29] particular feature is evolving based on that feedback. back. The feature evolved based on that feedback and made itself better so that
[14:14:44] feedback and made itself better so that it enhances my viewing experience.
[14:14:56] on my watch list or based on my uh previous viewing history, you're able to recommend me. Your recommendation is able to give me answers, give me shows that I can watch. Now learners, here's an interesting thing
[14:15:10] that uh also has happened recently which is again a part of how you keep on changing your users, how you respond to your users requirements. Let's say today your users requirements. Let's say today Anab he's made you know he's let's say
[14:15:23] director. All right. Now, now you plan to launch a new film. You plan to launch a new movie. You approach Netflix and this is the script. The movie will be released in 6 to 8 months. Would you like to buy the rights
[14:15:37] right away? Let's say Rahul. Rahul, are they there on the call? your Netflix and you say, "Sure, I'll buy it." Now Arnab says since I've got
[14:15:52] all I've got two of the biggest celebrities and the best supporting cast script looks uh tempting what would you let's say recommend for the price earlier how it used to work was based on the sharp value and the previous history
[14:16:08] and all what they would do Rahul would quote and at this price the deal would be locked now if Arnab's movie went to box office
[14:16:21] or to cinemas and it performed pretty well. I mean it became let's say the [snorts] revenues crossed more than the expectations expectations pretty well the Rahul still is lucky
[14:16:35] that he got the deal for a lesser price. Vice versa, Arnab had this box office blunder. The movie collapsed, went completely flop, but Arnab is still happy that he struck the deal before with Rahul and
[14:16:52] the amount has already been done. So this was how earlier things used to happen. Now the way Netflix and other companies have evolved their payments, they say that the amount of the deal
[14:17:05] will be decided now on box office performance. How your movie performs in theaters will pay you accordingly. So that's again how you keep on changing based on how the market is also responding. If
[14:17:21] you're clear with this story learners just type your name in the chat box so that we understand how different teams or different uh you know payments even how you how do you make payments to your vendors those also evolve as and when uh
[14:17:34] vendors those also evolve as and when uh things keep on changing.
[14:17:46] you a situation first, I would like you to read this. Take a minute, read what's to read this. Take a minute, read what's there on the screen, then I'll ask you
[14:18:20] me know by typing yes that yes we have read this
[14:18:34] before I go on and cover companies like Amazon Netflix, Spotify. Let me ask you something. If I consider, you know, if let's consider a company like Google, okay?
[14:18:49] Can I say this? Maybe you can correct me. Can I say this that if this is me. Can I say this that if this is internet the gatekeeper is Google
[14:19:04] that if you want to enter internet more or less you will enter through Google only. Do you agree with this yes or no? be it your anyway with your
[14:19:16] operating system or anything that Google comes out as an entry point for you to internet. Now, now please suggest and this is open now this is what you have to answer. Please tell
[14:19:29] is what you have to answer. Please tell me how different products of Google, me how different products of Google, Gmail, YouTube, Maps, Gemini, News, Classroom, how all of these products fit in the picture of
[14:19:46] business strategy of Google. Let's say the strategy of or the business strate strategy of Google is to be the gatekeeper of the internet. But whatever happens online, I am the one who should be the one controlling it. So I control
[14:19:59] the entire ecosystem either that's through Android or whatever ways or maybe through my what do you say uh search engines? It's it's all up to me. Could you tell me how all of these products align
[14:20:12] with Google's business strategy? I'll give you one example maybe then you can give you one example maybe then you can carry on. Let's say [snorts] Google has carry on. Let's say [snorts] Google has multiple products. Okay. Now, now, now
[14:20:24] all of these products, all of these products have one common thing that is products have one common thing that is that they can that anyone can use these that they can that anyone can use these products free of cost. At the same time,
[14:20:38] there is a paid version to it. If you don't want to pay, Google definitely would use that data to monetize. If you pay, Google will use your data plus the fees that you have given to monetization. Therefore, Google
[14:20:51] says I need I am a data hungry organization and all of my products with organization and all of my products with their free versions fit in this category. So now go ahead give me another example where you think that
[14:21:06] Google's product all of these products fit with the business strategy of fit with the business strategy of Google. Go ahead. Maybe you can take up one particular products example and then speak.
[14:21:24] uh always create the demands that you know people always should go for uh the internet should be Google search engine where they will be getting lot of uh
[14:21:37] request and links which will help them pro solving the problem so that that way they have created a significant >> good so they've so they've created a whatever you would like to do through internet you will always be entering
[14:21:53] through the Google search engine now that search engine can also be what is the new search engine earlier it was a Google search engine now what is it through which Google wants you to enter the internet
[14:22:10] engine but this is what Google also promotes edge is not of Google so now you see most of the answers the first answer that you see is Google Gemini when you do go for the search engine so makes sense enough next learner next
[14:22:26] learner any other learner would like to pitch in with another example on this
[14:22:39] go ahead any other learner has got any other answer Gemini learners is you see earlier you used to search get some answers go
[14:22:52] through the links and that's how Google would connect data now Google says through Gemini you get all your data points at one place you ask backto back queries backtoback questions it is helping me gather more and more data
[14:23:10] therefore Gemini is in turn generating more data for Google even if we are using it free of cost because that data Google in turn uses for Google ads making Gemini better so on and so forth. So again Google found a chat kind of an
[14:23:26] option to make users talk more using Gemini so that they can have more data input. Go ahead and tell me would you anyone using Spotify? Anyone who uses Spotify go ahead speak up.
[14:23:43] Anyone who uses Spotify? >> I used it a time or two but not often. >> Mhm. Okay. So, you used it? Great. Any other learner use Spotify?
[14:23:59] question. If you Okay, first read it. I'll give you maybe 10 15 seconds more.
[14:24:26] Mhm. [snorts] that those companies have been getting better over a period of time which I think we all are well aware of these brands.
[14:24:47] Okay, have a look at this. Then we'll discuss further. How will your product decisions impact the company? There are measurable areas of impact and every contribute. [snorts]
[14:25:18] discussion points. Okay, I'll give you 1 minute 90 seconds or so to read this. quick read. Don't need to memorize it or something. Just have a look at it.
[14:25:55] quickly type yes in the chat box that yes Suryant we have read this.
[14:26:24] participate in this. Okay. The reason why I'm saying is because this entire thing will be taking different categories of examples so that concepts better. How many of you have seen any local small store
[14:26:42] seen any local small store near your house? Any small store selling flowers, maybe stationary items, uh maybe the fruits, vegetables, could be anything. any small store maybe a milk store maybe this they
[14:26:57] be anyone I hope everyone has seen a small store near around their house okay my question for you is my question for you is let's assume that seeing how easy
[14:27:11] it's getting to develop your own products the store owner thinks that I should be developing a product maybe that can help me in some way and this small store that we are discussing closer to your house. Let's say this
[14:27:26] this person sells flowers. Okay, this person sells flowers. It could be for wedding occasions, decorating your cup, maybe you want to give fresh
[14:27:40] flowers to someone, could be anything, even for religious purposes. They they just sell fls. Okay. My question for you is what kind of product do you think this person should develop seeing the point that he's running on extremely low
[14:27:54] point that he's running on extremely low budget and extremely low tech expertise and how that product is going to help this person in different areas. So first this person in different areas. So first tell me what kind of product
[14:28:08] this person should be making and then we can discuss how it can help in getting better. Go ahead. Let's see who would like to pitch in.
[14:28:25] like a simple website telling about the store um showing different products that store um showing different products that they may have an offer to try to get um >> Good. Let's say let's say let's say we are looking let's say we let's say good
[14:28:40] let's say we looking at a very small simple website maybe that you know enhances what is what let's say what we're discussing at is the [snorts] we're discussing at is the [snorts] brand appeal right Edin let's say you
[14:28:53] know you develop more trust in that brand right >> good so learners according to adin we can work on building brand trust right good answer Next learner would like to pitch in on this
[14:29:18] about a store, retail store where you know the freshness of the flower uh will be the biggest impact of the product and they should have categorized the flowers
[14:29:30] in different skills like for wedding or for gifting. >> So e-commerce >> more of an e-commerce side, right?
[14:29:42] >> Okay. We're in e-commerce and that too category wise. Good. What else system? >> Excellent answer. So within e-commerce,
[14:29:55] >> Excellent answer. So within e-commerce, let's have a pre-ordering. remember this one thing I discussed and I when we started this discussion, I
[14:30:07] I when we started this discussion, I mentioned the word product, right? Do you agree? Yes or no? And the discussion how we went across covered product that how we went across covered product that would reach out to people outside mainly
[14:30:29] [snorts] you is think of a product in which maybe the end user is not the which maybe the end user is not the customer. Now go ahead and now tell me what products you can think of and how they can still be beneficial. Go ahead.
[14:30:52] >> Yeah. >> So ads creator that's good. Maybe you can create advertisements. Excellent. What else? Can he integrate flower sellers? >> Excellent. So you're offering some kind
[14:31:07] of an integration service wherein he can crossell and cross buy, right? >> Uh which which is B2B. Yes. >> Good. Excellent. What else?
[14:31:24] from the customerf facing what do you say platforms? Tourism. >> Telna. Elaborate. tell elaborate more. >> Yeah. Uh like basically we'll have >> Yeah. Uh like basically we'll have Indian operators here where like from in
[14:31:38] uh you know a set of people from here will go to US tour. So basically we will just be in between the US agent and the customers here customers here >> but we are selling flowers.
[14:31:56] >> We are we are a small shop selling flowers. Fresh flowers. >> Okay. Sorry. >> No problem. No problem. Any other learner would like to pitch in in any other idea on this
[14:32:10] >> trans transportation like >> Excellent. So maybe something to track transportation. Good answers. Now learners you realize that all of these products that you know
[14:32:24] you helped me name over here have one thing in common and that one thing is they help the business owner either in driving sales in efficiency in transport in expanding the sales catalog and
[14:32:39] building brand trust. Therefore the products need not be even for a small retail shop pertaining only to e-commerce. They can cover all aspects. For example, in India, we have this product called Zomato.
[14:32:54] product called Zomato. Okay. Now, Zomato app is for us to order food. However, after realizing and working with restaurant owners, Zumato realized that we can have another product which
[14:33:11] will take care of supply chain of restaurant owners wherein restaurant restaurant owners wherein restaurant owners can order raw materials directly from that platform. This led to another revenue stream of
[14:33:27] course. Therefore learners coming to back to this point there are these are different areas in which those products can help your business outcomes. Have a look at this. We're talking of Nike then we can start
[14:34:20] me what would you in what would you do in this scenario that you're noticing? in this scenario that you're noticing? saying as Nike brand that your customers, okay, your customers they are now switching more off to social,
[14:34:34] more of to influencers, newer newer brands that are more what you call D2C. You're saying that your products are still good but the connect with customer with your users is kind of
[14:34:49] missing. You notice these aspects. Please suggest in this kind of a scenario what should be your action points
[14:35:03] >> Good. Now we have Anupama saying that Suryan let us study first what Suryan let us study first what competition like Edidas is doing. Right. Or maybe let's study what Reebok is up to. Good. What else can be done?
[14:35:19] >> Try to get customer views on it. um when they come into the store have maybe do like a survey or post out surveys. >> Good good. So ask your customers more what exactly you know what they're doing or what they are referring or how they
[14:35:34] their buying habits are changing. Okay, great. What else >> scalability of our business? >> Okay. Okay. So now they have analyzed that Arbama they have analyzed that because of these concerns over here
[14:35:47] highlighted the sustainability of our business is in danger not because of the product but because of the word called connect with the customers. This is what we have got from our study. Everyone Arnam over
[14:36:01] to you. >> I saying sir uh giving discounts on the premium products to attract who are already. Okay. So they say discounting is one thing we can go. Now learners if I were to ask you on how do you work
[14:36:15] I were to ask you on how do you work with the problem of connect >> social media >> how social media. Okay. One is social >> how social media. Okay. One is social media. Okay. What else? I think uh we
[14:36:30] should have a connect with respective those uh you know all the uh shops which Nike has and create a kind of a web network so that you know uh uh they can reach out to the customers and their feedbacks because it has to be kind of a
[14:36:45] web where you know all the feedbacks has to come to one center point and based on that the datas can be derived. >> Okay. Okay. So develop kind of a data repository wherein all data flows so that you can make your decisions better
[14:36:59] that you can make your decisions better using this data repository. Right Omar? What else can you think of? >> Like local events and then once they
[14:37:12] come have them sign um like they have like the signup cards and you can certain questions. >> Good. Good. Good. Good. So let's say local events for better connect. Good answer. What else can be done?
[14:37:27] >> Giving ads to the sportsmen who are uh you know premium athletes. you know premium athletes. >> Good. Premium athletes for sports. Okay. >> Good. Premium athletes for sports. Okay. What else?
[14:37:44] >> good >> for weekend so that they can cover the >> Mhm. Look for latest areas of
[14:37:57] latest areas of shopping domination. Yes or no? Let's say if it is malls, it is high streets or whatever it is. Good answers learners. That's how you work around and uh you get this things started. Good.
[14:38:12] Now learners look at this second app. Second point over here. Nike running club offered workouts guiding. Have a look at this point. Second point itself. Rest all points you have told very well. Okay. So launch mobile apps. Look at the
[14:38:26] second point. Read it. I'll give you 10 seconds then we'll continue.
[14:38:52] of you have used if [snorts] yes, no, just type in the chat box. How many of you have used Nike Run Club or Nike Training Club? Any of the uh digital platforms that Nike has to offer? I have personally used NRC, Nike Run Club.
[14:39:06] Okay. So, anyone who has used it? Yes. No. Just quickly type it in the chat No. Just quickly type it in the chat box.
[14:39:20] product simply works? You can Google it. You can download it after you have done with this session. It is just a running with this session. It is just a running track app. It tracks your speed,
[14:39:33] track app. It tracks your speed, your path, calories burn, you know, steps and all and it gives you an analysis because if you have been running for quite some time. Okay. And it also compares with other runners who
[14:39:47] are nearby your geographical location. That's how NRC works. So this is another way wherein they're using it to connect with they're not selling anything over here just they are using it to build a connect with your different users
[14:40:03] because Nike promotes running. Now can anyone tell me any other brand or any other product that has developed something similar not maybe in sports
[14:40:15] but they have developed a platform just to enhance connect with the users. They're not charging for it. It is not the primary revenue source but it is there so that you can have some kind of connect with the customers.
[14:40:33] to pitch in with an answer? Apple. Good. It's not the primary but the source of revenue but yes it does give you a connect. Okay. What else? connect. Okay. What else? So Apple can be one
[14:40:52] Adidas also has this. Okay. is good discussion regarding Nike. This shows the impact that this thing
[14:41:07] shows the impact that this thing happened. And uh now now remember now. Okay, I'll be very straight on this. One is your product and the other
[14:41:20] is your business. Okay, this thing is called the product thinking canvas. Both of these things they'll tell you how to do it. They'll tell you you know these are the considerations you have to make so on and so forth.
[14:41:34] This was how things were supposed to be done few years back. Can anyone guess if you were to get this thing done today, how would you do this?
[14:41:50] Adren, yes, auto industry has developed these platforms. Good. Go ahead. If today you were to develop this product thinking business canvas, how do you do thinking business canvas, how do you do that today?
[14:42:13] >> Uh-huh. Uh uh-huh. I'll give you a very simple I'll give you a very that's what you do when you enter an organization and all. Okay. But for learning purpose and how do you start getting this thing done? The best way to do that is explain
[14:42:26] your idea to a person called Chad GPD and this person is going to give you the starting ground to develop this product thinking canvas and business. In this way you need not begin from scratch.
[14:42:44] based on whatever inputs you've got from here, then you can make changes with your survey, with your research and all of those things. it'll help. >> Say it again. Say it again. Say it
[14:42:57] again, Adrian. >> You can brainstorm with We'll we'll do that. We'll Yes, we'll do that. We'll do that. >> Okay. Let us have a look at exactly this. What canvas is, why do you need
[14:43:11] that? It's a strategic blueprint that helps business analyst drive clarity, collaboration, alignment, helps BAS get diverse input. Just read this quick.
[14:43:56] It's organized in three zones each addressing a fundamental aspect job to addressing a fundamental aspect job to be done.
[14:44:15] have a look at these section parts and [snorts] uh here we go learners this is what you will be doing now okay all of you take 20 30 seconds not more than you take 20 30 seconds not more than that think of a very simple idea that
[14:44:30] your own product that could be let's say I want to develop could be let's say I want to develop an instant messaging platform you know communication something like just think of any random idea it could be a new
[14:44:46] idea it could be an already existing idea from the market just think about it and mention it in the chat box I'll give you 20 to 30 30 seconds to do that all you 20 to 30 30 seconds to do that all right hurry
[14:45:24] box. Whatever you have thought of. Start typing in the chat box whatever Start typing in the chat box whatever you have thought of.
[14:45:43] It's absolutely fine. Waste manufacturing company. Thank you Anab. Next learner. Thank you Anav. Next learner. Hurry. Think of any of the ideas that you have in your mind for a product development.
[14:45:57] Go ahead. It could already [snorts] be an existing product in the market. It's an existing product in the market. It's fine.
[14:46:19] collaboration with to sort. Okay. Heated gear for motorcycle riding. Okay, good idea. Now learners, I'll give maybe 10 seconds Now learners, I'll give maybe 10 seconds more for everyone to do this
[14:46:52] based knowledge sharing website based on age group. Okay, make sense?
[14:47:29] I'm typing something. This is what you have to do.
[14:48:08] I'll give you a couple of minutes to get it done. Just elaborate your idea to chat GPT in about 100 to 150 words. Once you have done the [snorts] elaboration, ask Chad GP to give you a product thinking canvas. The canvas should have
[14:48:20] three zones as you can see on my screen. You mention three zones that three zones are user first, job to be done and output. Then mention section names within each zone and guiding se guiding question within each section. All right,
[14:48:33] maybe you can take a screenshot of this and paste it in the chart GPD telling canvas you want. Now chat GPD will give you a canvas a product thinking canvas based on exactly this what do you say par exactly these
[14:48:48] parameters covering your business or your product idea hurry up I'll give you a couple of minutes if anyone gets confused let me know all right by the time what I'll do is I'll also do this side by side so that you can follow on
[14:49:03] side by side so that you can follow on my screen as well Okay.
[14:49:24] We'll take couple of minutes or maybe five minutes to get this entire thing five minutes to get this entire thing done. Let's say my idea is
[14:49:46] >> Yes. Yes. >> Let's say my idea is to create a >> Let's say my idea is to create a hackathon based hiring application. hackathon based hiring application. This app will conduct
[14:49:59] This app will conduct hackathons. will be awarded interview slashconfirm
[14:50:13] interview slashconfirm job opportunities. Uh roles of these hackathons will be product manager,
[14:50:26] developers, program managers, HR, marketing, finance, accounting covering
[14:50:42] covering all of these areas in hackathons. Okay. And and And and target audience is college students,
[14:50:57] target audience is college students, working professionals, looking for a job. Okay. create a product thinking canvas
[14:51:13] thinking canvas based [snorts] on the screenshot attached. Okay, that's what we'll be doing learners. Let's see. I'll just quickly attach the screenshot and uh then we can work. By the time I'm
[14:51:29] paste your answers, we'll all have a look.
[14:51:47] >> Okay, let's see what it gives. all of this from the very start. It is already covering all of these categories
[14:52:03] on your own as you can see on my screen. I'll wait [snorts] for maybe one or two minutes more so that all of you can come up to the screen and if anyone has any up to the screen and if anyone has any doubts you can ask straight away.
[14:52:39] making something like this using chat GPT. So this is the first thing that we'll be making using genai tools. After this the next thing that we're going to do is we're going to make what do you say a business model canvas. Okay that's
[14:52:52] also we're going to use geni tools. Har learners, all those you've done, maybe you can copy your answers and paste it over here so that we all can see what over here so that we all can see what your answers are.
[14:53:19] please repeat once again? >> Sure. What I'll do is I'll share my screen again or maybe um you can take the screenshot then. Okay, just give me the screenshot then. Okay, just give me one moment. I'm sharing my screen.
[14:53:51] Maybe you can take [snorts] a screenshot now and uh then you can follow this.
[14:54:07] Okay, Anudep has shared something. Let's see what Anudep has made.
[14:54:19] Good an you see for you also it's getting uh all right thanks an let's see what answers other learners are able to get
[14:55:07] shared. Let's look for other answers as well. Thank you Anudep. Uh maybe Pravin Sai you all can also share. Ranupama, Omas, Sumedha, Arnab, Rahul, Abbas,
[14:55:19] Priyanka, Shikha are you there on the call today? Shikha, Adrin, maybe you can also share so that we can all have a look some of the we can all have a look some of the product thinking canvases you have made.
[14:55:39] Let's give it 1 minute more and then we will go on to the business model canvas.
[14:56:14] Oh. Okay, learners will take a pause over here and I want you to focus on something like this. Business model canvas. Have a look at this. I'll give you a minute to read then we'll continue.
[14:56:30] framework. All right. That replaces lengy business plans. Mhm. With a clear, concise model capturing the essence of how a product or business operates. Okay. It is especially useful for product
[14:56:44] managers, uh, startups and new ventures. Okay. business problems. Mhm. [snorts]
[14:56:58] Let's see what exactly we going to work over here. The nine building blocks are over here. The nine building blocks are this.
[14:57:12] application. They say [snorts] customer segments, value proposition, channels, customer relationships. The others are revenue streams, key sources, key activities, key partnerships, cost structures. Okay.
[14:57:25] Now, now we'll pause over here. I'll by the time I'll manage a way to give you all of these building blocks. In order to do that, learners, in order to do that, you need to help me out with this thing. I'll give you 1 minute time.
[14:57:38] Think of a business idea. Let's say you're thinking of a startup. Think of a business idea different from the one that you had thought earlier. Okay? And now paste it in the chat box. By the time I have
[14:57:51] paste all the building blocks for you in the uh chat box, hurry up.
[14:58:10] Let's see what all business ideas you can come up with.
[14:58:48] loans and insurance buying. Thanks, Vasel. Good. What else?
[14:59:07] over here. Okay. So that you can
[14:59:19] okay learners paste the tell me more about learners paste the tell me more about the what do you say the business idea that you have figured it because in this way I can now
[14:59:31] start giving you the next challenge which is developing a business model which is developing a business model canvas.
[14:59:43] to keep in mind. Now the idea whatever you have thought of explain that idea do you have thought of explain that idea do the same exercise
[14:59:56] So ask GPD that this is my business idea. Elaborate it and then ask Chad GPD to give you a business model canvas covering these nine building blocks. Okay, [snorts] >> could you tell me who could be your
[15:00:10] stakeholders? Go ahead. Go ahead. Tell me who could be your stakeholders.
[15:00:25] could be anyone and everyone who is associated with your product. Clients. Who? Clients. So let's say users, right, Anuba? That's you're hinting at users. Okay, good. Who else? Who else? Sponsors. Good. We have got investors.
[15:00:41] Good. Who else? Drivers. Excellent. Good. What else? developers and platform provider. Okay.
[15:00:58] Who else? Who else could be your what do you say? Project managers. You could consider team to be precise. Employees could be considered as your uh stakeholders. Okay. Now learners tell me one thing
[15:01:11] very clearly. Okay. You need to answer this. How you going to do that? Users this. How you going to do that? Users they are always in need for discounts. Do you agree? Yes or no? User wants the best price and they want to have the
[15:01:23] maximum amount of coupons and discounts available. Correct? Yes or no? Over here you have someone called driver who is always scribbing that other platforms are giving me better margins. Why should I stick to you? I want higher margins.
[15:01:39] Okay, you have let's say I don't know whether Uber is publicly listed or not. Let's say you have stock market. Now stock market says enough of passing your time with stating you know higher user base and growth. Show me the money.
[15:01:56] Show me what have you made in terms of financials of profits or let's say some revenue what you're working at. Show me your margins percentage margins that you are able to achieve. You have got an investor
[15:02:11] earlier investor who says that I want high growth so that I can have the best exit. My question for you is
[15:02:25] conflicting demands. Users and drivers have conflicting demands. Developers and have conflicting demands. Developers and team they say that we are kind of firefighting. A competitor does something because
[15:02:39] they're new entering the system. They know the problem. We have to quickly development efforts. All the plans that we have of our launching many a times they are put on hold
[15:02:52] [cough] or they are put on back burner. The clear clarity is missing. is missing. My question is learn is how do you do
[15:03:05] something known as aligning all of these stakeholders together? Go ahead, tell me what do you think you can do wherein you have to align your all stakeholders because that's what
[15:03:20] you'll be doing as a business analyst. You would be simply balancing between clients and your tech team. So stakeholder management will be your bread and butter. go how do you do how do you manage these conflicting
[15:03:35] do you manage these conflicting requirements conflicting deliverables and of course uh uh how do you keep the what do you say machine running anyone you can come up go ahead learn >> uh by bringing by bringing the subject
[15:03:49] matter experts regarding the finances >> good see you think of something else you think of something else right let the expert talk right let the expert talk and expert what he or she says we'll follow that now is it fine good answer
[15:04:04] next learner >> constant well I was going to say constant communication with meetings always have like weekly meetings or >> excellent excellent so connect >> to stay on track
[15:04:18] >> yes connect always and never resolve conflicts on emails you've got >> focus group you know uh basically That's
[15:04:31] >> You know, >> yes, >> experts where you know. >> Yes, that's right. Omar, next learner.
[15:04:47] Any other answer anyone has on how do you align stakeholders together? another way or you know how all of these gets all of
[15:05:01] them get aligned together. Do you agree that all of them have some kind of personal objectives that have to be met? Do you agree yes or no? And many of times those personal objectives are based on finance. Let's say it's
[15:05:16] employees look for better appraisals, better promotions and high. Majority of finance. Therefore learners, if you can continuously show as a business analyst that your machine is running well and fine and it is able
[15:05:32] to manage is able to manage able to feed everyone everyone and you people are now planning to grow. and you people are now planning to grow. That's when that's when you have a
[15:05:46] better alignment of your stakeholders. Otherwise, if let's say the individual Otherwise, if let's say the individual needs of your uh stock price, let's say shareholders is not being met, then in your analyst meetings, you'll always be
[15:06:00] grilled that you're doing business, everything you're saying is hunky dory. But why is the stock price not showing anything? Therefore, some kind of a anything? Therefore, some kind of a balancing which ensures that all of
[15:06:12] these scenarios, all of these areas are balanced in such a way that bare minimum Everyone is kept happy. Now what they have to do next is they have to think of growth. So they can be more of comfortable position rather than
[15:06:29] more of comfortable position rather than firefighting for survival. Do you agree with this learners? Yes or no? If yes, quickly type yes in the chat no? If yes, quickly type yes in the chat box.
[15:06:42] analyst you deal with these kind of stakeholders conflicting requirements just ensure that no one or to be precise just ensure that no one or to be precise you don't use words upfront like no not
[15:06:54] going to happen this thing comes only in the picture this thing comes only in the picture when all other methods when all other methods are exhausted
[15:07:08] your stakeholder alignment that's was that was supposed to be the next topic that let's say if your stakeholders are aligned then you can work in peace okay you identify stakeholders and uh this is
[15:07:24] one way in which you are able to work around and identify how do you satisfy each and every requirement of any stakeholder all right who does what in project or initiative let's say who is the one responsible for this Well, I'll
[15:07:39] tell you something. Let's say it's a new feature launch. Maybe the decision maker is the product manager or the business analyst. The person who is working is the tech lead. The consult the person who is being
[15:07:54] consulted on how to go about your get to be done is maybe the partner and client over here is being informed about the timelines and the feature that are being developed. Therefore, client is someone who is kept
[15:08:09] up to date. Expert is or partner is being considered. This is what we are business analyst, you guys have made the decision and the tech lead or developer decision and the tech lead or developer is there to answer the call. All right.
[15:08:22] is there to answer the call. All right. Okay. Now, now learners, let's have a Okay. Now, now learners, let's have a situation wherein we would be looking at the word called design. But before that, if you're clear with the stakeholder
[15:08:35] alignment, please type yes in the chat box. alignment that yes, uh some of the ways that you discussed or stakeholders that we talked about, yes, it works. By the time people are typing yes, no or
[15:08:50] something, have a look at read of what is this? What is a design challenge?
[15:09:03] Just have a look at read at this then I'll go to the next slide.
[15:09:23] out your phones and open LinkedIn. [snorts] bottom there is a bar. All right a taskbar kind of a thing. Okay. Now when
[15:09:40] you see this taskbar could you tell me some of the options? There are I think five options there on the taskbar. Could you tell me what are those that you see?
[15:10:01] network. Great. Video. Video. You seeing? You're still seeing video. Who's this? S the video part is still there because on our app I can't see notification jobs.
[15:10:15] Notification. Okay. Good. Now learners consider this. Could you tell me a very simple straightforward reason? Look at my screen. very simple straightforward my screen. very simple straightforward reason why do people use LinkedIn
[15:10:35] either I have not updated my app or you you have not updated it because video option has stopped seeing long time back but good I'll keep that in mind when I continue with the discussion okay [snorts] question for you learners
[15:10:48] question for you one simple reason why networking so someone has mentioned >> your Job search. >> Job search. Great. So, can I say that people use LinkedIn so that in some way or the other they can switch to a better
[15:11:01] job. Do you agree? Yes or no? I'm talking of layman user. I'm not talking of let's say business users. I'm talking of people like uh maybe you who who'd like to find a new job. That's it. So, can I say that people are on LinkedIn so
[15:11:16] can I say that people are on LinkedIn so that they can hunt for jobs. Correct? Anyone has got a different viewpoint on this? You can speak.
[15:11:33] important point is the job search based because to get a job you need to have a >> Okay. >> Okay. So you mean to say through through networking the job is to get the role is to get job search get landed in a job.
[15:11:46] >> Ultimate point. Yes. >> Ultimate point. Right. Now learners, if this is your primary objective, another thing is LinkedIn charging you anything? I'm talking of the free version, not the premium. Does LinkedIn
[15:12:00] >> No. >> No. Right. Therefore, therefore, if you're not charging anything, LinkedIn works. Do you agree on engagement? Do you agree? Yes or no? More people connect with each other,
[15:12:15] more people post. Therefore, for LinkedIn, it is most important that people first of all they are engaged and they are able to do the job search part Do you agree with this learners? Yes or no?
[15:12:31] Do you all agree? Yes or no? Now look at LinkedIn. What do you see on the rightmost side of the taskbar? The first option. The first option on the right bottom right corner on LinkedIn. What do you
[15:12:46] see jobs? So now you see the product has been designed in such a way that your thumb will automatically reach for jobs first. Next. Next. Next. Look carefully.
[15:13:02] Do you see an option to send message on LinkedIn? Do you see the message option? Yes or no? On the top right corner. Yes or no? Correct. Now hold your phone and try to reach to that message. You need to pull
[15:13:16] the phone down and then go up and click on message. Yes or no? Is that how you do that? Yes or no learners? It is less accessible as compared to jobs. Now look at the post option.
[15:13:31] Is it better in access as compared to message learners? Yes or no? The post option on LinkedIn app. Is it easier to click on post as compared to clicking on the message icon? Tell me yes or no.
[15:13:47] Right? Therefore, learners, the product has been designed in such a way that you post more, you hunt for jobs more, you look at your notifications more and you look at the network more. This is how LinkedIn makes money and
[15:14:00] that's how they have given access to these features on your thumb. Other features like looking at your profile, looking at messages, they are saying you don't need to access them as primary features of LinkedIn. So you search for
[15:14:15] jobs, you look at notifications, you look at your network, you look at posting something that's how learners the product has been designed. concept, quickly type your name in the chat box. Then let's talk something
[15:14:31] type your name in the chat box if you're okay with the design part that we just discussed. Learners remember some time back LinkedIn had started focusing more on the videos. Do you remember yes or [snorts] no? Wherein LinkedIn was filled
[15:14:46] with videos. It was becoming the next Instagram backtoback videos. Do you remember sometime back it happened? They thought Facebook transitioned very well from being post to reals or
[15:14:59] whatever videos started competing with YouTube. Same thing happened to Instagram wherein uh what do you say reals or what do you say
[15:15:11] stories these kind of things became more prominent. So Lyndon thought let me also go ahead and work around with something called videos in order to promote that that we giving importance we giving more importance to videos. They put the
[15:15:24] videos icon where uh one of our learners mentioned um SY mentioned that they put the videos option on the taskbar because they wanted people to watch more videos or they wanted people to [snorts] post more
[15:15:39] That's the reason that's how learners your design keeps on changing as and when your business objectives want to change. Clear learners yes or no? If you're Yeah. Go ahead.
[15:15:54] >> Yeah. So, so to say that to summarize it, we want to say like so design is the customer value. >> Design exam. Absolutely. And design will keep on changing as and when your business objective keeps on changing. So
[15:16:11] your business objective is to focus more on videos to generate more data and more engagement time. You remove the post option, you put the videos option or you remove the my network option, you post the videos option. You feel this is not
[15:16:24] the videos option. You feel this is not worked down, this is backfired and engagement, remove it. Bring back the first version back. Now sometime later you may realize that LinkedIn wants to promote the premium more. Let's say
[15:16:38] right now it does not do but maybe LinkedIn can start giving you pop-ups that would you like to switch to premium? We are offering 50% discount because they are they would like to promote the premium feature more.
[15:16:58] >> Okay. >> All right. Here we go. Learners have a >> All right. Here we go. Learners have a look at this. What is this? What is a 2B experience map? Now this is something I want you to read and explain me that I
[15:17:11] want you to read and explain me that I think this is what it means.
[15:17:43] me what exactly is this thing the 2B experience map? Let's see. >> It's a road map to what they expect the product to achieve or become. >> Good. So it's say in other words it tells what do you want the user to
[15:17:57] experience. Let's say if you open this product ad this is the experience that you want the user to have. Yes or no? Mhm. Correct. >> Good. Any other learner got any other point?
[15:18:16] with any other point >> is that the how the uh user going to uh I would say use the functionality of the product. >> Good. So let's see how okay we get the objective done. Good
[15:18:31] okay we get the objective done. Good Omar now learners consider this you're making an online payment. Okay look over here this is a place you start. All here this is a place you start. All right. You start you click on pay now.
[15:18:44] You let's say choose credit card. Okay. And after choosing credit card, what you And after choosing credit card, what you do next is you go again. You enter your card details. The moment you enter your card details, it goes on and asks you
[15:18:58] for a OTP. All right? And once you have entered the OTP, your transaction is approved if it is correct. Do you agree learners? That's how usually an online transaction scenario works. Yes or no?
[15:19:13] Yes or no? Learners, look at this. They have given you 1 2 3 4 5 before payment is done. Five steps.
[15:19:28] And if the user is not very sure about making or going ahead with this, you're giving user five options to back off.
[15:19:43] no? You agree with this concept? Now someone intelligent thought Now someone intelligent thought okay choose payment credit card and let's say you know pay now choose credit card enter card details OTP confirm
[15:20:00] correct let us have let us have auto read OTP wherein the user need not enter it the user can see the OTP being typed on its own maybe we can fetch it
[15:20:15] typed on its own maybe we can fetch it from text message. four strips. Do you all agree that this is how today
[15:20:29] online transactions are done? Yes or no? Just type yes or no. Someone more intelligent thought you know let's go one step further and
[15:20:41] you know let's go one step further and let us remove let us remove enter card details details and through tokenization or something user will not even have to
[15:20:57] enter CVV without entering CVV this thing can be done thing can be done now this step is over. This step was already over because it was auto reading. Now we are down to three steps.
[15:21:12] Then someone called Jeff Bezos came. He said pay now. Say Alexa pay using Amazon Pay.
[15:21:25] pay using Amazon Pay. We have zero steps. Therefore learners at every point of time that's how you map the experience of what your feature is going to give to the user and overall what benefit are we
[15:21:42] the user and overall what benefit are we delivering not only to the user but to us also if you're clear with this story about the experience map how it showed how it how different features can make changes
[15:21:54] how different features can make changes in the experience type why in the chat this is one way of creating an experience map. I want you to go through
[15:22:09] experience map. I want you to go through it once. I'll give 20 30 seconds on each slide. You can have a look at it. Then we go to the next slide. Then we go to the next slide. Okay. So start reading this which is step to create
[15:22:23] uh 2B experience map. Okay. So start reading this. I'll give you 20 seconds.
[15:22:59] Set design goals. Outline ideal journey stages.
[15:24:18] document today please do not waste your time in creating it on your own just give the headers that you want the idea that you've got to these geni tools they're going to create it for you if you want to have it a visualization form
[15:24:31] visualization form as well all right so all you need to know is some of the headers why are these things in existence where are they used so that all the monotonous and the mechanical work of typing and creating these things
[15:24:45] can easily be done by gen. Okay, that's the reason I'm not making you type every word from scratch. All right, the last point. Then we go to All right, the last point. Then we go to some further topics.
[15:25:21] we're going to create a journey map for that wherein we're going to create online grocery shopping app. Let's do this. Okay, they've already given you persona. Okay, your persona is already there. Now what
[15:25:35] they expect to do is they want you to create a 2B experience map for this. Okay, in order to do that, in order to do that, I want you to quickly now
[15:25:49] open chat GPT. Okay, open chat GPT. I'll keep the screen sharing on by the time I'll give you the list of headers again. Open chat GPT. Tell Chad GBD you want to create a 2B experience map and you [snorts] are looking at uh design ch and
[15:26:04] you're looking at the challenge over here is busy professionals complete What I'll do is I'll just paste it in the chat box so that you don't have to the chat box so that you don't have to type it.
[15:26:55] can type everything uh you know in just one.
[15:27:21] Okay, you'll have the text now and just give me 30 seconds. I am sending you the give me 30 seconds. I am sending you the text.
[15:27:35] Look at the chat box everyone. The text has been sent for you. Okay. Now use this text. These are the headers. Define the persona. Map the ASIS journey. Set design goals. Just copy this entire thing. Paste it in chart. paste it on
[15:27:49] charg to create an in what do you call the 2B experience map keeping the headers mentioned in this step and show me [snorts] the experience map now all right whatever answers you get paste it
[15:28:03] over here then let's see how do we go ahead with the next one because next 20 22 minutes or so we'll focus more on wireframing and other areas wherein we
[15:28:15] can make other impacts that's also possible very easily these which is using AI but we'll still discuss them and at last maybe 25 20 minutes we'll two more minutes learners. I want everyone to send me the experience map.
[15:28:29] I'll stop sharing for a moment so that you can focus on your task.
[15:29:12] All right, you can start sending your answers now. Maybe in a minute. Harness, let's look at some of your answers.
[15:30:08] Okay. Any answers anyone has got? Any answers anyone has? Maybe you were able to do some kind of a work and uh you were able to get it work and uh you were able to get it done.
[15:30:22] doing and answer a very small question and that question is today if you have an idea of a product
[15:30:37] explain share your idea to a possible investor maybe to a possible client user maybe bank maybe let's say possible in future employees or maybe like to share
[15:30:50] it with your friends and family. Go ahead. What are the different ways you can share this idea? Go ahead. Let's hear it from you all. How do you share this idea of yours with anyone you would like to get involved in
[15:31:03] this system? Tell me. You have a product idea. Let's say you have an idea of an instant messaging platform. How do you explain this idea? One way of course very common is make a PPD out of it. Right? So now tell me thanks. What are
[15:31:16] Right? So now tell me thanks. What are the other ways you can do that?
[15:31:28] can we do? Maybe Pravin anyone? Prototype. Okay. Prototype models. Create a model out of it. Okay. I'll come to the word prototype. Priyanka in a moment. I'll still write
[15:31:40] Priyanka in a moment. I'll still write it. pitch in? Next. Anyone
[15:31:53] Arnab. I can see some of you participating. Well, okay. Now learners, participating. Well, okay. Now learners, you can also create a video of yours explaining. Correct.
[15:32:05] Learners, all of these ideas work very well. However, let's say if you know you well. However, let's say if you know you want someone instead of listening or reading about your idea, someone can actually play around with
[15:32:20] it. That means you are making That means you are making someone use the app without creating it. Do you think it will give a better experience to anyone with whom you are
[15:32:35] talking? Yes or no? Tell me yes or no. Do you think it will give a better Do you think it will give a better experience? experience without actually wasting time and efforts. Uh Pravin, any questions
[15:32:49] and efforts. Uh Pravin, any questions you've got. something called a wireframe. Now what wireframe is? You can create it using
[15:33:01] pen and paper. You can create it using PPT. You can create it using balsme. You can create it using Figma. There are multiple tools available in the market. you're thinking of an instant messaging platform application. Okay. Now what
[15:33:17] you'll do is you'll not focus more on the design, how anything. You just explain the functionality that this is my instant messaging platform. Over here you have an option of
[15:33:31] chatting. Over here you have an option of calling. Okay. Now you can click on chat. It will lead you to the same in the within the same PDF to a new page
[15:33:43] wherein you can show how the chat would look like. Click on call it will take look like. Click on call it will take you how the call would look like. In this way I can click click click and then see okay if I click on chat this
[15:33:57] page opens and within chat he has he or she has introduced a new way of chatting that is only through GIFs. Okay. I get it in calling he or she has introduced a feature in which let's say I can schedule and record a call even in free
[15:34:12] version. So learners wireframes are made to So learners wireframes are made to explain only the functionality
[15:34:25] easily be made using a product called Balsmic. It is 99% similar to PowerPoint Balsmic. It is 99% similar to PowerPoint and you can save balsmic output as PDFs. You can share it with anyone and they can click click click and use it like a
[15:34:40] real application. That is one way. There are multiple other ways of doing that which I'll show you now. But most common way of doing it is bul. Most common way another tool that is used for wireframing. Most common balsmic is also
[15:34:56] another. Okay, these are other ways you can do that. Learners, one is called the user flow diagram. One is called business process. Why friends? Of course, we have studied. We've got entity relationship diagrams.
[15:35:09] don't need to worry much about because these are created before the developers or the database administrator creates the database. Okay. So, this is tech lead or so on and so forth. Flowchart again it comes as a use useful
[15:35:25] thing but flowcharts are mainly used to manage projects. Same thing goes with swim lane diagrams. As a business analyst your focus more would be on wireframing or max tomax user flow diagram.
[15:35:39] If you're clear with the wireframing concept and how it comes in handy, quickly type yes in the chat box so that we can go to the last discussion topic we can go to the last discussion topic which is P and prototyping.
[15:35:58] to read. Maybe 15 20 seconds would suffice. Read this. Testing ideas suffice. Read this. Testing ideas through P and [snorts] prototyping.
[15:36:12] visualized it how this would look. But I need to first test it in the market. No whether this will this is worth investing my money and effort. So how do I do that? So there are two ways of doing that learners. One is proof of
[15:36:24] concept and one is prototyping. We'll touch one by one. Now touch one by one. Now look at this proof of concept.
[15:36:52] another example [snorts] with which you can relate it better.
[15:37:12] Okay. Now learners, does anyone present in this call know about story of Alexa How did this happen? There were a couple of engineers in Amazon. they thought
[15:37:27] something on a conversational basis can be made with Alexa and uh in similar way they said let's conduct and see if it can work but Amazon said okay you go ahead and you start creating it on your own no
[15:37:42] we'll see what all resources we can give you so they started working on it in order to make it more conversational some of the steps that they did was they would hire multiple rooms and let people have conversation in in
[15:37:59] and let people have conversation in in those rooms so that Alexa can recognize realize what conversations he or she Alexa has to respond. Therefore, it becomes more conversational. They tried this.
[15:38:12] The initial feedback they got was it is the dumbest thing anyone has ever seen. Okay. But as when time passed, they kept on kept on kept on improving and made it
[15:38:24] on kept on kept on improving and made it better. Once within organization these two people were able to prove that this is how it works and this is how it can go ahead and this is how it works. This is called P. That means the P proof
[15:38:39] This is called P. That means the P proof of concept was verified. Now we are good of concept was verified. Now we are good to launch a prototype. The la the meaning of prototype is not that the product is ready go ship it in
[15:38:52] the market. Oh, meaning of prototype is launch it with a very few select customers, users and [snorts] take their feedback.
[15:39:09] established and the product has been refined again and the product has been refined again and again only then you are good to go for the launch. So therefore feedback makes a prototype
[15:39:23] So therefore feedback makes a prototype better. You launch a new prototype. prototype. Then again feedback then another prototype. And finally that prototype is what leads to a final product
[15:39:38] which is what is available for the world outside to see. outside to see. only when the P has been verified the prototype development starts because P requires somewhat less can okay beta
[15:39:53] okay don't worry I'll come to that in a moment uh Anubama has got another good word over here beta version I'll come to that Anubama okay only once the PC is confirmed verified we go on developing prototype because it
[15:40:07] requires some kind of extra cost and efforts that's the reason and at any [snorts] point of time a company would have hundreds of PC's running within the organization and those who are verified finally go to the prototyping stage.
[15:40:23] Everyone now anyone in the call has heard of what Anupama has just mentioned in the chat box. Anupama has mentioned a word called beta version. So anyone who has heard of this thing called beta version let me know now.
[15:40:41] Anupama. Okay, this a separate Anupama. She is heard. Okay, She is heard. Okay, Priyanka. Great.
[15:40:55] you're going to see especially I I have personally seen it on Jira multiple times happening. Now [snorts] PC is verified. Okay great. But Trian PC is verified. Okay great. But Trian says it's time to launch a prototype
[15:41:12] would you like to be a part of prototype? Please join me. Please join me. Another way is on your existing product launch it as a beta version
[15:41:26] and clearly say this version is under user feedback development. We have just launched it to get some feedback from the users. This may or may not [snorts] work appropriately. That's when a beta version is launched
[15:41:39] which could also be called in other terms a prototype of the actual product terms a prototype of the actual product to see how it can get better better and finally this beta version is switched from beta version and this word is
[15:41:53] from beta version and this word is remove beta version it is now an actual product. So nupama somewhat I have answered your doubt yes or no that's how learners beta version also work
[15:42:06] version also work okay learners thank you so much if till now anyone has any doubt you can ask straight away because we have covered the topics that we are supposed to discuss together okay see the whole
[15:42:20] point is for you not to memorize these concepts you just need to understand the stories and examples that we have discussed because using these examples You're going to be in a situation to talk to clients when you get in a BA
[15:42:32] talk to clients when you get in a BA room. Remember learners, talking to a client would be 80% of your job in order to get his or her confidence. Your development team is a part of your organization. By default, they have to
[15:42:46] trust you. Okay? Therefore, these stories and concepts are there just to ensure that when you sit in front of a client, you're not blank of what these things are. So you first create a new project in
[15:42:59] Jira. Let's say the name of the project you've created is investment bank overhaul. Okay, that's the new project that you have created. You are going to overhaul the investment bank operations. All right, so that's a new project that
[15:43:15] has come from your side. Now the final objective, this is the name of the objective, this is the name of the project learners. The final objective is overhaul internal processes or whatever we call
[15:43:28] internal processes or whatever we call it overhaul the transformation of the investment bank moving it to agile something like this you've identified as something like this you've identified as an epic
[15:43:44] next let's come back it says create a Jira project add aex now now there are multiple ways of doing that. Learners, you create one epic. Okay, you create
[15:43:56] one epic which will have all of the areas better communication, smoother handoffs, could have multiple features within it or you can create in this one single project you can create smaller aexics. For example, you want to
[15:44:13] have better knowledge transfer. Second, you would like to have apart from knowledge transfer let's say better communication. Another one you need to remove redundancy of applications. Another one
[15:44:28] redundancy of applications. Another one better ownership of support. All of better ownership of support. All of these can be individually your these can be individually your epics.
[15:44:43] till now, if you have any doubts, please ask right away. I'll take a pause. Till now, if you have any doubts, please ask. If you're confused, what exactly should I be creating as an epics or something, the project has already given you some
[15:44:57] examples, knowledge transfer, reporting, resource alignment. Therefore, they have you can think more apart from this, add them. If you think I'm not able to think, so you keep yourself limited to here. Okay, go ahead. Next. Anyone has
[15:45:13] >> Suran, should we first list what are the post- trade activities before doing >> What would be the >> post trade operations? Like it is clearly mentioned that after investment, post trade. So should mention
[15:45:29] >> what are the categories of support uh which comes in after post trade. >> Okay. All right. Now Pranka that's a good point. You're mentioning that first good point. You're mentioning that first let us know the activities
[15:45:41] that come under as you mentioned post trade settlement that's what we are >> uh yes >> so learners one way is you see three or four epics that are already there on the block on the project or what Priyanka is
[15:45:55] also suggesting makes sense that you ask at GPT what are the post trade activities that an investment bank has to do give me a list so now it will give you a list of let's say 10 activities. Now
[15:46:09] Now overhauling or adding agile to these 10 activities, these 10 can be your epics. That is another way of looking at it. So now you've got 10 epics
[15:46:25] and and each epic as I told you earlier in the last session we discussed it will have because it's highlighted in green color will have stories.
[15:46:39] Therefore if you want to remove let's say you want to enhance you want to remove redundancy. So removal of redundancy one story can be identify
[15:46:51] redundancy one story can be identify similar features across applications. development. So these could be two stories that could be part of that epic.
[15:47:03] Another one can be that let's say better knowledge sharing. So for better knowledge sharing which is currently not existing identify current processes that are there as a part of knowledge sharing.
[15:47:16] Talk to stakeholders as to why this these processes are not working. Third open a suggestion box that you know this is how you can go short list suggestions
[15:47:28] talk to an expert and start executing one by one. So these could be different one by one. So these could be different stories for your epic. you're writing learners they are more of independent uh uh you know testable
[15:47:43] independent uh uh you know testable scalable that we just uh understood in the previous session. All right you need to share screenshots of these. That's what the Jira portion shows. This was the most exhaustive [snorts]
[15:47:56] one. So I'll just wait if any questions anyone has on Jira you can ask now. Till now if anyone has any questions on the project you can ask right away.
[15:48:09] >> Sir without downloading this in the web can we access Jira uh free for just need to google it once you have googled it you will open it you can access it without uh downloading an application. It is free of cost access.
[15:48:25] >> Okay. >> Okay learners remember the shikava or the fishbone diagram. How many of you remember? Just type yes in the chat box wherein we discussed bankruptcy and we had causes for each. Do you
[15:48:42] remember this learners? So the cause over here the end problem is that we've got a problem that the current processes are leading to highest level of operational inefficiencies. That could be your let's
[15:48:57] say in the fishbone diagram could be the head of the fish. Now you bring all of these that poor knowledge transfer because of these reasons poor settlement because of these reasons. So that's how you develop your fishbone diagram. So
[15:49:12] easier way of doing about it whatever epics you have identified no learners epics you have identified no learners those epics can be your causes and whatever let's say uh sub reasons
[15:49:26] why they exist could be over here identified like this. So let's say poor knowledge transfer can be written over here poor knowledge transfer and over here learners you can identify let's say multiple sources of
[15:49:43] seriousness of knowledge transfer so on and so forth. So this completes your ishikava or the fishbone diagram. >> With the rapid growth in technology, there's a tremendous transformation in the need for product. Products are
[15:49:58] something that we practically can't live without. In our daily lives, we use thousands of products. Could be a mobile phone, laptop, headphones or many more. But we are not just dependent on the hardware products. Applications are a
[15:50:12] part of our lives as well. From ordering daily required stuff online to binge watching to ordering food online to being socialized, applications have made our lives easier. Taking an example of Netflix as a
[15:50:26] product. So far in the last 3 years, we have seen an extreme growth in its in 2020. Netflix total worth was $238.89 billion whereas in 2021 it has reached
[15:50:39] to 267.46 billion. It is expected to have a total worth of $293.64 billion till the end of 2022. concerning the need for the product, product management makes it easier to
[15:50:55] fulfill our daily product requirement and create enormous business growth. To management, let us move ahead with our session.
[15:51:07] Hey guys, welcome to this video where we are going to learn what is product management. But before we start, if you haven't subscribed to our channel, then the bell icon to never miss an update from Simply Learn. Let us proceed and
[15:51:21] talk about the objectives of our session. Today we'll start our session by understanding what is product management and why is product management important in today's modern era.
[15:51:33] After that we'll be talking about the areas of product management and the life cycle of product management. Moving forward we'll understand the difference between product management and project management and the skills that are
[15:51:47] necessary to thrive in product management. At last we'll wrap up this session by talking about the companies that are hiring product managers and the future of product management. So without any further delay let's proceed and
[15:51:59] understand what is product management. Product management is managing the process of the product throughout the life cycle from strategizing to design and development to branding of the product. Product management involves
[15:52:14] strategizing of the products to enhance business and create customers value. It also involves creating product road maps to design and develop the product. It involves specifying functional requirement and creating blueprints to
[15:52:28] develop the product as per customer requirement. Once the product is developed, it is important to manage the customer feedback and only then the price of the product is finalized.
[15:52:41] Let us proceed and understand why product management is important. So product and market are the two essentials of marketing. Product management plays a crucial role in the success of the product as product
[15:52:54] management is the voice of the market inside the industry. Product management helps in creating customers value and business benefits. Now let us proceed and talk about the areas of product management.
[15:53:09] So product management is divided into three key areas. Product discovery, product planning and product development. product discovery and what are the various part that product discovery
[15:53:22] follow. The very first phase of product discovery is alignment where the team is created and the task is allotted to the team to work on a particular project. The next phase of product discovery is research.
[15:53:37] The research work is done to know what are the requirement of the product and what does a user need from the product. The team researches on the problem statement and check whether the gathered data is correct or not. The next phase
[15:53:51] of product discovery is ideation. The team starts to find a solution for the problem statement. In the next phase of creation, the team starts to create a prototype of this product and test it within the team or
[15:54:06] maybe outside the team. In the next phase of validation, the product is validated to know whether the product is worth spending the resource, money or time or not. After product validation, the refinement
[15:54:21] product validation, the refinement process is done. The process of product discovery is aligned to meet the need of the business codes. After product discovery, product planning is the next area of product
[15:54:33] management. Product planning involves four steps. Number one, identifying profit. The process is done to check the success of the product and to know what would be the profit out of it. The next phase of product planning is
[15:54:49] evaluation of the product. The product is evaluated to check the suitability and safety of the product for the users. In the next phase, we have allocation of the resources and time plans.
[15:55:03] The resources needed for the product are allocated to the team and a particular time period is planned to provide the product to the customers. The last phase of product planning is complete pre-product planning. So before
[15:55:17] we start the development process, it is necessary to plan and execute every task so that the development of the product should be complete without any further delay. Once the discovery and planning are
[15:55:30] done, the product is moved towards the stage of the development. Product stage of the development. Product development follows the process of idea. The solution for the problem statement is already there in the discovery phase.
[15:55:43] Now the development team start to work on that idea and start to develop the product using that idea. So once you walked into the step of product planning and you have the idea of what to do and how to do it is
[15:55:57] important to do some market research as well. This research will look out for a market to sell your product. Now you got the market to sell your product. It is important to do some development of the product. In the
[15:56:13] planning phase, we have already created the prototype of the product. The prototype is already tested in the team. So now the development team will start to develop the product using that prototype.
[15:56:26] Once the product is developed, product validation is done. The product validation means the product under goes the validation process where the product is tested through every aspect of the testing process
[15:56:40] so that the user doesn't find any difficulty using the services of the product and once the product is validated it is launched into the market. Launching means to provide the services of the product to the users.
[15:56:55] Now let us move ahead and talk about the life cycle of product management. The first phase of product management is product framing. The step involves creating a vision of the product and identifying problems and defining its
[15:57:11] success. The next phase of life cycle of product management is research. Research means to learning from the people about the need and values of a product. The next phase of life cycle is
[15:57:25] designing. In this phase, the team synthesize visions, ideas and research in the prototype of the product. In the next phase of plotting, the testing and solution of the product is done in the real time with real people. After
[15:57:42] plotting the product, the product is launched into the market. Launching means to send your product into the wild and let it flourish. And once the product is launched into the market, it is important to do the measurements.
[15:57:56] Measurement means using metrices and data to check the success of the product and plan the improvements for it. Now the question arises that what is the difference between the areas of product management and the life cycle of product
[15:58:10] management. So the areas of product management describe every subfase that come under every phase of product management or that come under area of product management. Whereas the life cycle of
[15:58:25] product management represents the workflow of product management as a complete process. A lot of us tends to get confused between product management and project management. So let us proceed and
[15:58:39] understand the difference between the two bold term. Product management leads to the external market operations and management whereas project management leads to the management of internal operations.
[15:58:53] Product management deals to the project given to the whole company whereas the project management deals with the particular project given to the manager or the team. The life cycle of product management is product framing, research,
[15:59:08] management is product framing, research, design, plot, launch and measure. Whereas the life cycle of project management is initiating, planning, executing, monitoring and controlling and closing.
[15:59:22] In product management, manager must be good at market research, strategic thinking and business surveys. Whereas in project management, the manager must organizing. Moving on to the skills that are
[15:59:37] management. The skills that are mandatory for a The skills that are mandatory for a product manager are technical skills. The manager must know how to perform some specific task. The knowledge could
[15:59:50] be of any programming language or some specific tools. Presentation skills. The product manager must have the ability to deliver the presentation in attractive, creative and informative ways. Analytical skills. The manager must know
[16:00:07] how to provide the information in shorter ways and get the conclusion. Communication skills. The manager must be able to deliver the information in such a way that the audience can understand it properly.
[16:00:21] Time management. The manager must have the skills to manage the time. and efficiently team management. The manager must be able to lead a group of the people working together to achieve a common
[16:00:33] goal. To choose a right field as a career option, it is necessary to know what would be the scope of the field in the market. So let us take a look at the managers. There are more than 40,000s opening in
[16:00:49] India and more than 15,000s opening in US for product managers. The companies that are hiring product managers are Google, Microsoft, Amazon, Salesforce,
[16:01:02] Google, Microsoft, Amazon, Salesforce, Uber, Swiggy and many more. Product management is a role that takes the complete responsibility for the success of the product and product management is a career that fit everyone that have the
[16:01:15] skills and ability to work on. So to build a career out of it, start it now. And what do you understand? What does a product manager do? Do let us know in >> Hello everyone. It's a pleasure to welcome you all to our new video where
[16:01:31] we will discuss the road map to become a product manager. Products have always been the requirement of the users and the organization. Most of us are unaware of the fact that either knowingly or unknowingly we are
[16:01:46] using products every second of our lives. Since the requirement for the products has increased with time, product management has also snatched deliberate attention. But there is no such clear way of getting into product
[16:01:59] management. So today we will give you a clear vision of moving into product management for a fresher and switching to product management from other fields for an experienced one. So to get an idea of how to get into product
[16:02:15] management, let us move ahead with this session. But before we start, if you haven't subscribed to the channel, then click on the subscribe button and hit the bell icon to never miss an update from simply learn.
[16:02:34] Today we will start the session by knowing who are product managers and what are the roles and responsibilities of a product manager. Moving ahead, we will talk about the road map for a fresher to get into product management
[16:02:47] and then the road map for an experienced one and stick till the end because we will wrap up the session by talking about the companies that are hiring product managers and the average salary of product managers. So without any
[16:03:02] of product managers. So without any further delay, let's get started. manager. A product manager is an individual in an organization that is
[16:03:15] responsible for product development as per the customer's requirements. The product manager takes the inputs from the customer and plans the product. The allocation of the team is accomplished after knowing the customer's
[16:03:27] prerequisites. The manager collaborates with the development team and manages the coordination between the teams working on a product. For example, the engineering team, design team, marketing
[16:03:40] and sales teams. Production needs continuous monitoring and controlling to ensure the development is up to the mark and as per customers provisions.
[16:03:56] market and do competitive research and serve as a license between company's business, its developers and its customers. A product manager can be anyone who has the right mindset, curiosity, and willing to learn.
[16:04:12] Question. Since you have learned about product managers, here is a question for you. Do product managers need to know code? Do let us know in the comment section below.
[16:04:26] Now, let's move on to the roles and responsibilities of a product manager. A product manager must communicate with several internal and external stakeholders of the business to maintain, develop, and improve the
[16:04:41] profits of existing goods. Based on the encounters and experience, they also conduct research and generate concepts for new goods. To study product demand, positioning and profitability and forecast future trends, a product
[16:04:57] manager must do market research, margin analysis, and performance assessment. Product managers also make decisions on price plans, branding, etc.
[16:05:09] The very first responsibility of a product manager is monitoring competitors. Competitive monitoring, also referred to as competitive analysis, is a process of locating and examining your rivals
[16:05:23] goods, cost, and sales and marketing tactics. Next one is understanding the users's need. As a product manager, it's your responsibility to identify the target audience and then in order to
[16:05:37] create a service that works for them. You must comprehend the individuals who use your service that is your users and what they want to do. Followed by that
[16:05:49] we have assembling market research and computation data. You must locate your clients for your firm by conducting market research. Analyzing your competition might help you differentiate your company. Find a way to combine them
[16:06:04] to give your small business a competitive edge. The product managers interact with data scientists in order to get market insights. Moving ahead, we have monitoring internal stakeholders.
[16:06:18] Monitoring stakeholders refers to a practice of scrutinizing stakeholder connections for products and customizing engagement tactics for stakeholders through alternations to engagement strategies and plans, analyzing and
[16:06:31] supervising the team. For example, conveying things from the design team to the development team. The design manager delivers ideas regarding the product to the product manager and the product manager conveys
[16:06:45] the same ideas to the development team so that the team can develop the products as per the specifications. Next is achieving the product goals and objectives. Product goals turn into product vision
[16:06:59] into precise quantifiable goals. This specify precisely what your product will do when it will be accomplished and how you will measure it. Followed by that we have depicting the parameters for the product
[16:07:14] accomplishment. Providing the measures and parameters to get an idea of how to make the product successful in the market. Now let's move on and know the road map for a fresher to get into product management. The path of becoming
[16:07:30] a product manager is not straightforward and it does not take place overnight. Anyone can become a product manager irrespective of the belonging educational field. The road to becoming a product manager may be successfully
[16:07:45] traveled if addressed properly. Regardless of whether you're looking to make a career move or trying to break into the field for the first time, the fresh can start their careers and product management through the way of
[16:08:00] product management through the way of APM program. So let's move on and know APM program. So let's move on and know more about APM program. For being a product manager or moving on to start a career as an associate
[16:08:13] product manager, one must have the skills that are necessary for a product manager. But still few companies provide trainings to the fresher and directly trainings to the fresher and directly hire them as associate product managers.
[16:08:26] Programs for associate product managers are unique. New grad positions created to develop young top talent into outstanding product leaders. Programs typically last a few years and involve a few team rotations inside the
[16:08:41] organization. Programs for associate product managers are unique new grad positions created to develop young top talent into outstanding product leaders. Programs typically last a few years and involve a
[16:08:55] few team rotations inside the organizations. The top companies that are hiring product managers with no prior experience in the field for the APM role and providing training for the APM role
[16:09:08] and providing training for the APM role are Microsoft, Capital One, Facebook, are Microsoft, Capital One, Facebook, Google, IBM, Twitter, Adobe, Oracle, and Google, IBM, Twitter, Adobe, Oracle, and Salesforce.
[16:09:23] Of the larger companies, Google employs the most APMs each year and has the most developed and organized program. Direct applications are accepted through their specific APM career website. Facebook accepts APMs from a range of
[16:09:38] backgrounds. The bulk of them have degrees in computer science, although former APMs also include backgrounds in business, psychology, and mechanical engineering. The 18-month program requires
[16:09:51] significant time commitment, but it is one that will pay off in the end. You would collaborate crossf functionally with marketers, UX designers, and engineers. APM travel, a twoe trip across the
[16:10:06] world, is one of the most interesting aspects of Google's APM program with the intention of learning about technology in various cultures and markets. You will go to four destinations. There are hundreds of benefits to
[16:10:22] joining an APM program. A few of them are global guidance from experienced product professionals, on the job learning and varied experience, networking prospects. Apart from the APM program, an intermission can directly
[16:10:37] apply to the APM role in any organization if he or she has the right skills to get the desired job role as well. As we'll move forward in this module, you will get to know the skills required
[16:10:51] for being a product manager. Now let's move on and know the road map for the experienced persons to switch to product management. If you already have experience in other disciplines but want to get into product management, you must
[16:11:07] ensure they have gained the appropriate abilities. If someone is attaining all the required skills then the individual can step ahead towards the further moves of becoming a product manager. Still if not
[16:11:21] then the individual must build the essential skills himself to start a essential skills himself to start a career as a product manager.
[16:11:33] required for being a product manager. There are a few skills that are necessary to step towards a successful career in product management. The first one is product detailing. Developing a brand new feature concept,
[16:11:48] outlining all the functions it would have and determining whether it can be realized. Determining regular user pathways on your specific website or mobile app as well as if specific business events had
[16:12:03] a significant influence. Managing a product or services revenue or profit and loss lines and making adjustments that boost sales. Gathering user input.
[16:12:15] ranking it based on business and consumer impact and disseminating the data with the appropriate decision makers who can affect change. The next one is technical dexterity. A product production involves a lot of technical
[16:12:31] information although they are not required. A product manager should know how all the technical components interact to create the finished product. Technical dexterity involves knowing how the product works at the code level,
[16:12:46] comprehending the process used in the software development life cycle, running AB testing, working on product analytics, etc. Moving ahead, we have critical thinking. Being capable of clear, sensible thought
[16:13:01] and being able to see how concepts are related logically is known as critical thinking. It is an active talent since you must have inputs to carry out an action in order to create outputs. Product managers must continuously
[16:13:16] consider what is best for the company and the user while making decisions in their day-to-day work about the product, the strategy, and the allocation of time and resources. Followed by that, we have communication
[16:13:30] skills. One never stops practicing or getting better at communicating. As a product manager, you must constantly run into new situations and pick up valuable lessons from them. As you go along, you
[16:13:45] start to see patterns which aids in your comprehension of how to react. However, comprehension of how to react. However, each case is also slightly unique. It would be easier for you to build other soft skills like leadership if you are a
[16:13:59] skilled communicator. Since many people will watch you see what happens next, speaking with trust and empathy is crucial. They must believe in your vision and understand that everything is occurring for a good cause. Moving
[16:14:14] occurring for a good cause. Moving ahead, we have industrial accountancy. resources, time and people is known as industrial accountancy. Professionals in
[16:14:27] industrial accountancy labor to ensure that companies and organizations are managed financially, successfully and effectively. It covers every facet of monitoring and controlling an organization's commercial
[16:14:42] activities. The administration of office buildings, accounting, finance, planning, development, quality assurance, data analysis, sales, project management, information technology management, research and development and
[16:14:58] marketing are all covered from a management and leadership perspective. Followed by industrial accountancy, we have the last one that is time management. For product managers, time management is
[16:15:13] more about effectiveness than efficiency. Organize your day and meet with tasks that directly advance the products objectives. Set aside a set of number of hours each day or each week for the various meetings with
[16:15:27] stakeholders. Good product managers know how to allocate their time and focus on the duties that are under their purview as well as those that advance the objectives of the product. Here the time
[16:15:41] management skills are crucial since they are the means by which one may do less while achieving more. Now let's know about the certification that an experienced person can have for moving ahead towards product management.
[16:15:55] Although this is comparatively a new profession, one may already take several worthwhile courses to better comprehend the world of digital product management. Anyone interested in becoming a product manager must take the following two
[16:16:09] courses. This CSPO certification training will help you learn how to improve product value by speeding the delivery of product features, leading scrum teams, effectively communicating what you want
[16:16:25] your product to do, and maximizing project ROI. It is the ideal course package for every aspiring professional who wants to pursue a career in product management. Next one is simply learns professional
[16:16:40] certification in product management is one of the top four worldwide certified programs in product management. This course is in partnership with the SPJ School of Global Management and involves four months of rigorous live training
[16:16:56] from SPJ's top faculty across Australia, Dubai and India along with the live Dubai and India along with the live sessions from the top product leaders. This program prepares you to become a product manager via an exhaustive
[16:17:10] curriculum covering all aspects of product management and educates you on the latest industry trends, advancements and related industry applications from and related industry applications from top product experts via live sessions.
[16:17:25] This program prepares you to become a product manager via exhaustive curriculum covering all the aspects of product management and educates you on the latest industry trends, advancements and related industry applications from
[16:17:40] the top product experts via live sessions. This program provides a 150% sessions. This program provides a 150% salary hike and is connected with 2,900 plus hiring partners. The program will take you towards product strategy, new
[16:17:56] product ideation and development, product life cycle management, design thinking, UIUX and many more different concepts of product management. The top companies that are hiring product managers via the simply learn project
[16:18:11] management course are Amazon, Microsoft, Google, IBM, Adobe, LinkedIn, Deote, Airbus and many more. No matter what industry now you are in or that the one
[16:18:24] you are headed towards it is quite tough to change careers and move into a different firm because of your experience people will hire you. It will be difficult for someone to recruit you as a product manager if you have no
[16:18:39] prior expertise in the field. So it's quite important to have the relevant skills and the certifications to move into product management. There are two main paths to obtaining a product management position regardless of your
[16:18:54] stage in your career. Move internally in your organization toward product management. Secondly, go to a firm that employs product managers and take on a position comparable to yours. The first piece of advice is that moving
[16:19:09] forward in your current employer is simpler. No matter what industry you are towards, it is quite tough to change careers and move to a different firm. Because of your experience, people will
[16:19:22] hire you. It will be difficult for someone to recruit you as a product manager if you have no prior expertise in the field. The best course of action is to make this job shift within your current employer. You should think about
[16:19:35] going over this career move with your manager before making any decisions. The alternative route for making this profession change is more difficult but may provide an excellent career opportunity. An individual just needs to
[16:19:50] learned throughout his product management studies anytime you notice an opportunity in his or her day-to-day activities. Once more, you might volunteer to assist in product management and use your skills. Any
[16:20:06] individual from the ensuing background can move into product management, product management, engineering, marketing and sales and design, customer executive, architecture, consultancy.
[16:20:21] Now let's move on and know about the top companies that are hiring product managers. So the top companies that are hiring product managers are Google, Microsoft, Amazon, Salesforce, Uber, Swiggy. Now
[16:20:38] let's move towards the end of this session and know what is the salary of a product manager. The average salary of a product manager in India is approximately 10 lakhs perom and the average salary of product
[16:20:52] manager in the US is approximately 90,000 for a fresher and 1 lak $60,000 perom for an experienced product manager.
[16:21:04] Question I hope this video provided you with enough information about product managers and getting into product management. So which organization are comment section below. >> Do you know friends that product
[16:21:20] management is a rapidly growing field in this tech? It mixes creativity, strategy and technology with product managers being the key to launching new products. If you are looking for a career that balances businesses, skills, project
[16:21:34] management and the latest tech, then this might be perfect choice for you. In today's video, we will be covering top 10 skills that one needs to become a successful product manager. So guys, let's start with understanding first who
[16:21:47] is a product manager. So guys, a product manager is basically a professional who development and life cycle of the product from ideation to launch and beyond. They basically act as a single bridge between different teams such as
[16:22:02] engineering, design, marketing and also sales to ensure that the product meets customer needs and aligns with the company's strategic goals. The product manager is often seen as a product CEO as they are often responsible for its
[16:22:15] successful or failure. I hope so you would have got a brief idea regarding who is the actual product manager. Now let's move on and discuss the top 10 skills which are required to become a successful product manager. So guys, our
[16:22:28] first skill is strategic thinking. Then is user centric design approach. Moving ahead we have product life cycle knowledge. Then we have problem solving. Then we have prioritization techniques. Moving ahead we have agile and scrum.
[16:22:43] Then we have performance metric analysis. Then we have effective communication, stakeholder management and finally negotiation and conflict resolution. Let's understand each of the skills one by one. So guys, our first
[16:22:56] skill is strategic thinking. So guys, strategic thinking involves looking beyond the immediate task and considering the bigger picture. A product manager with strong strategic thinking skills can anticipate market
[16:23:08] trends, set long-term goals, and align the product's direction with overall business strategy. This skills helps in making decisions that ensures the product not only meets the current demands but is also prepared for future
[16:23:21] challenges. For example, a product manager at a tech company sees that more people are using a variable technology. They propose developing a smart watch communication and entertainment
[16:23:34] features, positioning the company ahead of competitors. So you can see certain task is needed for a product manager in the scope of strategic thinking. Now let's understand our second skill that is usercentric design approach. So guys,
[16:23:48] a user centric design approach ensures that a product is built around the needs and preferences of its users. This skill requires empathy, understanding of user behavior, and a commitment to solving user problems. By focusing on user
[16:24:03] experience, product managers can create products that are not only functional but are also delightful to use. For example, guys, a product manager at a bank receives feedback that customers find online banking app very confusing.
[16:24:17] So they conduct user interviews and usability test leading to redesign of the app with simpler navigation and more intuitive interface resulting in a higher customer satisfaction. So you can see what is a task for a product manager
[16:24:31] in the domain of usercentric approach. Now let's move on and discuss our next skill that is product life cycle knowledge. So guys, product life cycle knowledge involves understanding the different stages of a product which goes
[16:24:45] through for example introduction, growth, maturity and decline. Each stage marketing development and resource allocation. The skills helps product managers know when to push for growth, when to focus on product maintenance,
[16:25:00] and when to consider freezing out a product. For example, a product manager at a consumer electronics company notices that a popular smartphone model is reaching market saturation. They decide to introduce a new model with
[16:25:13] upgraded features to keep the product line fresh and maintain customer interest. Next, we have the problem solving. So guys, problem solving is the ability to identify issues, analyze the root cause and develop effective
[16:25:26] solutions. This skill is crucial for navigating the challenges that arise management. Effective problem solving thinking, and the ability to make decisions under pressure. A product
[16:25:39] managers at a food delivery company discovers that a customers are deliveries. And after realizing the delivery process, they implement a system that provides realtime traffic updates to driver reducing delays and
[16:25:53] improving customer satisfaction. So guys, you can see this is example which can be covered under problem solve. I hope so you're getting aware like how these skills are used by product manager in their real-time job. So guys our next
[16:26:06] skill is prioritization technique. So guys prioritization is a skill of determining what task or features should be focused on first based on their importance and impact. Product managers often face competing demands and
[16:26:20] effective prioritization ensures that most critical tasks are addressed in a timely manner. They use techniques like Moscow method which means must have, should have, could have, won't have or rise, reach, impact, confidence, effort.
[16:26:35] These techniques can help in making these decisions. For example, guys, a product manager for a social media app has to choose between adding a new feature for live video streaming or improving the app security. After
[16:26:47] assessing the impact of both, they prioritize the security improvement to protect user data and build trust even if it means delaying the new feature. Now let us move on to our next skill that is agile and scrum. So guys, agile
[16:27:01] and scrum are the methodologies that promote flexibility, collaboration and iterative development in product management. Agile involves breaking down a project into smaller and manageable parts allowing for continuous
[16:27:14] improvement and a quick responses to change. Scrum, a specific agile framework. It uses time box sprints to achieve short-term goals with regular reviews and adjustment. For example, guys, a product manager at a software
[16:27:27] company uses Scrum to manage development of a new mobile app. They work in two week sprints, allowing the team to release incremental updates, gather user feedback, and make necessary adjustments before the next sprint. Next, we have
[16:27:41] guys performance metric analysis. So guys, performance metric analysis involves tracking and interpreting key data points that indicate how well a product is performing. This skill is essential for making datadriven
[16:27:53] decisions and optimizing the product metrics that might include user engagement, conversion rates, customer satisfaction or revenue growth. For example, guys, a product manager at online subscription service monitors
[16:28:06] customer retention rates. When they notice a decline, they analyze the data that find users are dropping off and after a free trial. They introduce new feature and offer personalized discounts to improve their attention. So guys,
[16:28:19] this was how performance metrics help in product management. Next, let us move on to effective communication. So guys, effective communication is the ability to clearly convey ideas, expectations, and feedback to various stakeholders
[16:28:33] including team members, executives, and customers. This skill ensures that everyone involved in the product development process is aligned and working towards the same goals. It also involves active listening and the
[16:28:45] ability to adapt messages to different audiences. For example, guys, a product manager at a retail company regularly updates the development team, marketing team, and company executives on the progress of a new e-commerce platform.
[16:28:58] By clearly communicating the timeline, challenges and next steps, they ensure that all the teams are coordinated and working efficiently. The next one that management. So guys, stakeholder management involves identifying,
[16:29:12] engaging and maintaining positive relationships with all parties interested in the product success. This skill requires balancing the needs and expectations of different stakeholders including customers, team members,
[16:29:24] investors, and executives. It is all about building trust and ensuring that stakeholders are kept informed and involved at appropriate stages. For example, guys, a product manager developing a new educational app
[16:29:37] involves teachers, students and parents in the design process. They get the feedback and adjust product features to meet the needs of all stakeholders ensuring broad support for the app. And finally, we have negotiation and
[16:29:50] conflict resolution. So guys, negotiation and conflict resolution solutions when there are disagreements or competing interests. The skill is vital for resolving conflicts within the
[16:30:02] team with stakeholders or during business negotiations. A product manager must be able to navigate these situation diplomatically, ensuring that the product success is not compromised. For example, guys, a product manager at a
[16:30:15] manufacturing company mediates a conflict between a design team which wants to use highquality materials and the finance team which is concerned about the cost. They negotiate by selecting materials that maintain
[16:30:27] quality while staying within the budget. It ensures that the product remains both affordable and wellmade. So guys, this was the example which covers in negotiation and conflict resolution. Hey there fellow entrepreneurs. So picture
[16:30:40] >> You have got this killer product idea, right? And naturally, you want it to be like totally flawless before you launch it out into the world. [music] But here's the thing. No matter how much you sweat over it, there's always going to
[16:30:53] be some hiccup or snag [music] along the way. It's just the way the cookie crumbles, you know. But fear not, my friend, [music] because there's a game changer known as MVP. But what exactly is MVP and why does it matter? Well,
[16:31:08] let's start with numbers. [music] Did you know that 42% of startups fail because there's no market need for their product? [music] Shocking, right? That's product? [music] Shocking, right? That's where MVP soups in as a gamechanger. By
[16:31:20] focusing on the core features and functionalities, MVP allows companies to bring a product to the market quickly and test [music] its viability with real users. And get this, companies that prioritize MVP development are three
[16:31:33] times more likely to experience [music] success with their product launches. In fact, 78% of businesses say that MVP helped them learn what customer really wanted, leading to more successful iterations down the road. So whether
[16:31:46] or fine-tuning an [music] existing project, stick around as we unravel the mysteries of MVP. Also, if you are interested in advancing your career, management course led by industry [music] experts. This comprehensive
[16:32:01] and insights to excel as a product manager. Dive deep into the latest industry trends and advancements through live [music] sessions from strategic planning to product development and marketing. Gain a thorough understanding
[16:32:14] of the field. Receive practical guidance and certification to stand out in the [music] step towards success and enroll now to unlock endless opportunities in the dynamic world of product management. So without further ado, let's start. So
[16:32:27] what is MVP? A minimal [music] viable product or MVP is a strategy used in product development where a new product is launched with basic features [music] enough to attract consumers attention. It's the simplest version of the product
[16:32:40] a company aims to bring to the market. Whether it's [music] a car, website, TV, or laptop. By offering the basic version, companies can gather feedback from the potential user to improve the final product before its full release.
[16:32:52] An MVP typically includes three key elements. Firstly, [music] it offers enough features for consumers to consider purchasing it, making it easier for the company to market. Secondly, it includes a feedback mechanism allowing
[16:33:04] users to provide input on the product. Lastly, [music] it provides future benefits to early adopters, encouraging them to try out the product ahead of others. Some of the fine examples of MVP is Amazon. [music] Believe it or not,
[16:33:17] Amazon began by selling used college textbooks. Their first version of the product was basic website for delivering books to students. As time [music] passed, they grew their business to become the huge online store we see
[16:33:30] today. Similarly, another fine example is Airbnb. [music] Airbnb journey began with a bold idea, renting out air mattresses. Yes, you heard it right. [music] They kicked off with a simple website connecting travelers with host
[16:33:43] offering makeshift accommodations. This quirky start was their MVP that is minimal viable product. Slowly but surely, they listened to user feedback, fine-tuned [music] their problem, and expanded their horizons. It's a tale of
[16:33:55] humble beginnings turned into a global phenomena. Who knew an air mattress could spark a revolution in travel? And there are many more examples like that. But implementing the minimal viable product approach requires more than just
[16:34:07] launching it. It involves strategic planning [music] to ensure its effectiveness and value. Now, let's understand the benefits that companies get from MVPs. [music] Creating a minimal viable product can assist you in
[16:34:19] avoiding many potential mistakes that you might overlook when deeply Understand the preferences of your target audience. [music] When a company builds a minimal viable product, they make a basic version of their product to
[16:34:32] see what people like. By doing this, they can [music] learn what features or trying out different flavors of ice cream to see which one people like the most. Helps create [music] a better product. Yes, making an MVP lets
[16:34:47] companies test their ideas quickly and see what works and what [music] does not. This helps them make improvements and build a better final product. It's drawing before [music] making the final detailed version. Next is it helps to
[16:35:00] analyze the demand. With an MVP, companies can see how many people are interested in their product. If lots of people like it, they know there's a big interested, they might need to change their plans. It's a bit [music] like
[16:35:14] testing the waters to see if people want what you're offering. Next is ensures spending a long time making a perfect product, an MVP lets companies release [music] can start getting feedback and making improvement sooner. It's like
[16:35:29] serving a simple version of a dish at a restaurant first and [music] then making it fancier based on the customer's sake. So this was about the benefits. Now let's [music] talk about how to develop a minimal viable product. So first is
[16:35:42] understand your goals. Before starting to develop your minimal viable product, it's important to know what you want to achieve. Think about what problem your will provide to the people. Understanding [music] your goals helps
[16:35:54] you stay focused and build a product that meets your objectives. The next [music] is study your market. Take some time to reach and understand the market similar products already available and see what makes them successful or what
[16:36:09] could be improved. By studying the market, you can identify opportunities tailor your MVP to better meet the needs of your target audience. Next is about essential features your product needs to have in order to address the
[16:36:24] identified. Keep the features simple focused on solving the core problem or adding too [music] many features at this stage as the goal of an MVP is to create something basic that you can test and iterate upon based on the user feedback.
[16:36:39] The next is gather feedback early and often. Once you have developed your MVP, don't wait too long before sharing it with the potential customers. Gather letting people try out your product and
[16:36:52] [music] will help you understand the aspects of your MVP and are working well, what areas need improvement, allowing [music] you to make adjustments and iterate quickly. The next is iterate based on feedback. Use the feedback you
[16:37:05] receive to make improvements to your [music] MVP. This might involve adding new features, refining existing ones, or even pivoting in a different direction based on what you learn from the users. [music] The key is to be flexible and
[16:37:17] open to making changes based on the feedback you receive. As this will help you create a better final product that meets the needs of your [music] target audience. By following these steps, you can develop a minimal viable product
[16:37:29] that efficiently addresses a specific problem or need in the market while also allowing you to gather valuable feedback and [music] iterate towards a more refined and more successful product over time. So guys, let's start by
[16:37:41] understanding what is product market fit. Guys, product market fit refers to the moment when company's product resonates deeply with its target customers. It's when customers not only buy the product but also use it
[16:37:55] regularly and recommend it to others, helping the product gain attraction and sustain growth over the time. This concept is critical for any business that wants to achieve long-term profitability and also success.
[16:38:08] Entrepreneurs and venture capitalists like Mark Anderson, who is widely credited with popularizing the idea, describes product market fit as finding a good market and creating a product that meets the needs of that market.
[16:38:22] It's not just about launching a product. It's about ensuring that the product satisfies a significant demand within the chosen market. Without this alignment between the product and market, growth will be significant and
[16:38:35] demand will be chosen within the market. So guys without this alignment between product and market growth will be stunted and profitability will be difficult to achieve. Dan Oslin a renowned product management expert
[16:38:48] developed a framework known as the product market fit pyramid which helps basically companies navigate the process of achieving this alignment. Now let us try to move ahead and understand why product market fit is important. So
[16:39:02] guys, Alice Schulz, Facebook's vice president of growth has emphasized that one of the common issues he observes in the company that he advises is misconception around product market fit. Many companies believe that they have
[16:39:17] achieved it when they actually haven't. Why does it matter so much? Why do venture capitalists frequently require evidence of product market fit before investing in a company? And why do Mark Anderson's divide the startup journey
[16:39:30] into two distinct phases? Before product market fit and after product market fit. The answer is pretty simple, guys. Until you confirm that your product has a large enough market of customers willing to pay for it, your company shouldn't
[16:39:44] focus on scaling other strategic objectives like upselling and before product market fit. These efforts are premature and potentially counterproductive. For example, guys, spending money on advertising or
[16:39:56] expanding sales team doesn't make sense if you haven't first proven that there's sufficient market for your product. Achieving product market fit means that your product has demonstrated enough value that a significant number of
[16:40:09] people want it. It's at this point that the business can begin focusing on growth strategies. But before reaching this stage, the primary goal is to validate that the product solves a real problem for the market. In short guys,
[16:40:23] product market fit is the foundation for long-term growth. Without it, even the best of the sales and marketing efforts are likely to fall short. So guys, as you can see all over here. So there are certain reasons like product market fit
[16:40:37] is important like I have mentioned sustainable growth, resource efficiency, investors confidence, customer loyalty and competitive advantage. So these are market fit is important. But now the question arises who is responsible for
[16:40:52] the product market fit? While product market fit is often associated with the roles of product managers and marketers, the reality is that it's a company's wide responsibility. Every team from sales to customer support and finance
[16:41:06] plays a role in helping the company reach this milestone. The product team may be at the forefront of creating a product, but customer feedback from sales and support teams can provide invaluable insights. The finance
[16:41:20] department also plays a key role by tracking key metrics that indicate invaluable insights and also whether the company is making progress towards product market fit or not. In essence of achieving product market fit, it
[16:41:34] requires collaboration across all the departments. It's not just about developing the right product. It's also about making sure that the entire organization is aligned and focused on meeting the needs of customer. Now let
[16:41:48] us talk about a very important question that how to measure the product market fit. So guys, there's no definitive metric to tell a company that it has achieved product market fit. However, several indicators can signal that you
[16:42:02] are on the right path. Andrew Chen, a venture capitalist, offers some useful guidelines for assessing the product market fit. The first one is customer feedback. Like, are customers showing a willingness to switch to your product?
[16:42:16] When your potential customers try your product, do they express a preference for it over other competitors? Market differentiation. Like, have customers who previously rejected other solutions now turned to your product? Are you
[16:42:32] captures their interest like the competitive grouping? Do customers intuitively understand which other products yours competes with? If they place your products in the same category as leading alternatives, it indicates
[16:42:48] you are playing right in the market. So guys, as you can see all over here. Now let us try to understand some of the other measures. The next reason is product understanding. Like do customers clearly grasp what sets your products
[16:43:01] apart? If they can easily identify your products unique selling points then you are on the right track. Next we have the retention rates like how do your metrics such as customer retention rates compare to those of your competitors. Strong
[16:43:17] retention is a good sign that you are providing value to your customers. These signals encompass both qualitative and quantitative measures reflecting that product market fit. It's just not about numbers but it's also about customer
[16:43:31] let us discuss about some of the qualitative measures. For example, we have first one that is word of mouth. According to Mark and Reason, one of the best indicators of product market fit is when customer start promoting your
[16:43:46] product on their own. They essentially become your sales representative by recommending your product to others. Next is media attention like you get increased call from media outlets and analysts suggest that your product is
[16:43:59] gaining visibility and credibility in the industry. Frequent media coverage can indicate growing market interest in your offering. By tracking both qualitative and quantitative metrics, company can better understand where
[16:44:11] their products stand and want the path toward product market fit. Now the biggest question arises how to achieve product market fit. So guys there's no universal formula for achieving the product market fit. The Dan Olson's book
[16:44:26] the lean product playbook provides a six framework that helps team towards this goal. So guys the first is determine your target customer. First identify who your product is for. This involves understanding the demographic,
[16:44:41] psychographic and behavioral characteristic of your ideal customer. Without a clear target audience, it's difficult to design a product that meets the real needs. Next is identify the underserved needs. It means that you
[16:44:55] have to assess the unmet or poorly met needs of your target audience. By identifying the gaps in the existing products, you can tailor your solutions to address those areas. This step is very crucial for differentiating your
[16:45:08] product from the competitor. Next is define your value proposition. Based on the needs you have identified, craft a value proposition that clearly communicates why your product is a best solution for your target audience. You
[16:45:21] have to also tell what unique benefits does it offers and how does it solves the customer problem more effectively than the alternatives. Specify your minimum viable product. So guys, specifying your MVP feature set is very
[16:45:35] very important. An MVP is the simplest version of your product that still delivers value to your target customers. The goal is to focus only on the core features that addresses the most pressing customer needs rather than
[16:45:49] trying to build a fully featured product right way. By launching an MVP, you can get a feedback and iterate quickly. Develop your MVP. Then once all the MVP
[16:46:01] feature set is defined, the next step is to build and launch it. The initial focused on delivering the core value proposition while allowing you to g the data and insights from real customer. Next is test your MVP with the
[16:46:16] customers. Finally, once the MVP is live, collect feedback from your target customers. Use this feedback to refine and improve the product. Testing helps validate whether your product meets the needs of the customers and market and
[16:46:30] also provides the valuable insights for future iteration. Achieving product market fit is an ongoing process. It requires continuous refinement of your product based on customer feedback and market conditions. However, by following
[16:46:43] this structured approach, your team can stay focused on the key elements that drive the product market fit. So guys, we have come to the end of this video and before that I want to say something that product market fit is a vital
[16:46:55] milestone for any company. It is a point at which your product gains enough attraction in the market to support sustainable growth. Without it, even the most ambitious business strategies are unlikely to succeed. The journey to the
[16:47:09] product market fit is often challenging and it requires both a deep understanding of the customer needs and willingness to iterate on your product. But guys, once achieved, product market fit can unlock the potential for rapid
[16:47:21] growth and long-term success. >> Hello everyone. It's a pleasure to welcome you to our new session where we will discuss product management metrics and KPIs. In this video, we will discuss the top metrics and KPIs to measure the
[16:47:35] success of a product using key performance indicators. KPIs are crucial because they provide a benchmark against which to measure your performance going forward. KPIs make it obvious whether or not you are succeeding in your
[16:47:48] objectives. By using KPIs, you may define objectives, plan a course of action to achieve them, and assess your progress as you go. But before moving subscribe to our channel and hit the bell icon to never miss any updates from
[16:48:04] SimplyLearn. Now, before we start our session, here's a question for you all. What according to you is the most important metric that defines the success of a product? Do let us know in the comments below. Today we'll start
[16:48:17] brief introduction to the product management metrics and KPIs and then we will be discussing product management metrics and KPIs and stick to the end because we will be discussing product management frameworks which are the
[16:48:32] heart framework and the R framework. Let's start with the session and know about product management metrics and KPIs. Like other company teams, product management teams utilize key performance indicators or KPIs to set clear goals
[16:48:47] and natural choices, recognize success, and spot risks and problems. A lack of KPIs can cause a product management team to have a poor sense of progress, making it challenging to evaluate and learn from past work and make it difficult to
[16:49:02] prioritize amongst different activity streams. When progress fears off course, the product manager often defines these KPIs depending on what they think are the most crucial indicators to measure and report on. The product's success and
[16:49:17] the product management process are ultimately measured and improved using product KPIs. The breadth of the product manager's KPIs might vary depending on the organization's procedures and product
[16:49:29] organization's procedures and product type. The KPIs could significantly favor the design and manufacturing of the product. For instance, if the team's primary goal is product development. However, if they want to recognize the
[16:49:42] influence on the customer, the KPIs might be more broad to include use and consumer behaviors. The decision-making process about the KPIs that matter must ultimately be left to the product team leader. Although it should be highly
[16:49:56] influenced by the organization's top level goals. Let's now understand what are product management metrics. Metrics for product management give product managers the crucial information they require to monitor the performance and
[16:50:09] health of their products. Your product is more likely to offer accurate insights on what adds value to your current users and help convert potential users by setting and tracking the proper metrics. Product metrics are used by
[16:50:24] product managers to recognize which features are most used, underused, or completely ineffective. finding out how customers interact with a product. Find out how frequently people return after registering. Test
[16:50:37] how well your product is received by customers. Identify the user cohorts that are power users and others. There are five basic metrics that are used to measure the success of a product. The very first metrics of product management
[16:50:51] are growth and activation. In product management, growth refers to boosting the utility and user base of an already existing product. Product management seeks to make an existing product more successful as opposed to conventional
[16:51:05] product management which focuses on managing all operations necessary to bring a lucrative product to the market to maximize user retention during onboarding and the initial hours or days. The term activation is used.
[16:51:19] Onboarding customers with less friction, educating them about the benefits of your product and gaining their early commitment are all examples of activation goals. This holds several KPIs. Number of users per session,
[16:51:33] traffic, churn rate. The next metric used for product management is retention. The capacity of a business or product to keep customers over time is referred to as customer retention. If a business or product has a high customer
[16:51:47] retention rate, it implies that consumers keep utilizing or repurchasing that good or service. Low customer retention refers to the rate at which consumers discontinue utilizing or purchasing a company's goods or service.
[16:52:01] Effects of retention, total company growth, and client loyalty. When considering extra products or services, loyal clients are more inclined to stay with a reputable business. Retention as a metric holds CRR CLTV. The next
[16:52:16] metrics we are going to discuss is engagement. Measuring user involvement enables you to determine whether customers value your offering. Logins, downloads, and the amount of time people spend on your website are all indicators
[16:52:30] of engagement. Engagement holds daily and monthly active users session duration. Moving on, we have user happiness as the next metric used in product management. Since user happiness is a self-reported statistic, asking
[16:52:44] users to estimate their happiness rather than observing their behavior is necessary. Happiness in the context of products and services refers to a gratifying or enjoyable user experience. Contentment, joy, and delight are
[16:52:58] additional nouns that can be used to denote happiness. User happiness is a self-reported assessment. Thus, rather than observing people's actions, you need to ask them how happy they are. That also implies that prejudice and
[16:53:12] feelings are present in this situation. User happiness holds NPS rating on the app store. And the last metric used for product management is revenue. Revenue is the cash that a firm generates via its operations. Depending on the
[16:53:26] accounting technique used, there are several ways to compute revenue. Sales made on credit will be included as revenue for products or services provided to the client under acrruel accounting. Revenue may be recognized
[16:53:39] following certain standards even though payment has not yet been made. The cash determine how well a business collects debts. Cash accounting on the other hand only counts sales as revenue when
[16:53:52] only counts sales as revenue when payment is made. Revenue holds CAC MR a payment is made. Revenue holds CAC MR a RPU. Now let's move ahead in our session and understand what are product management KPIs. The success of a team
[16:54:05] may be measured using KPIs for product management. Product management, sales and marketing teams, as well as other business experts use these KPIs to set address problems because they offer advice on setting priorities and
[16:54:20] assigning tasks. KPIs are beneficial for product managers and other team leaders. The creation and management of highquality products for a corporation depend on these metrics. Product managers can carry out the following
[16:54:33] managers can carry out the following tasks thanks to KPIs. Establish goals, track development, take notes on prior work, make sensible choices, manage competitors, resolve issues, deliver highquality products. The very first
[16:54:46] product management KPI is monthly recurring revenue or MRR. A company's predictable income stream from month to month is measured by its monthly recurring revenue. This metric's main objective is to compare performance
[16:54:59] between different subscription terms or packages, each with unique features and costs. For companies that provide software as a service, or SAS, or make money by selling subscription services, this type of technology is ideal. These
[16:55:14] sales activities are recurring and simpler to predict than one-time purchases. Product managers may monitor the business's financial health and track the rise or drop of monthly revenue using MRR. This gauges a
[16:55:27] product's monthly gross sales. If you wish to compute this, you must take into account the MRR at the beginning of the month, add the income from new customers, and subtract the number of customers you lost. For
[16:55:40] subscription-based businesses like SAAS, where no further sales are made after a client becomes recurring, MRR is simple to evaluate. Monthly recurring income is calculated by multiplying the average monthly revenue per user by the overall
[16:55:56] number of users for a particular month. The next product management KPI is the customer retention rate. It is the proportion of clients who remain clients after a specific amount of time. The length of time you can keep clients will
[16:56:09] be measured using this KPI in product management. You should also check to see if steps are consistently done to keep clients if the number of customers departing starts to fall. Without a retention plan, it is common for firms
[16:56:22] to focus solely on recruiting new clients while utterly disregarding their current clientele. Asking your former clients why they choose to stop doing business with you is another strategy you may employ to lower the retention
[16:56:35] rate. Always remember that acquiring new consumers is harder than maintaining clientele. Older customers are more likely to spend more money with you than new ones. Additionally, it is common for current customers to test new features,
[16:56:51] upgrade plans, or offer comments. It could be more profitable for a corporation to concentrate on keeping them. The retention rate is equal to customers at the end of a period minus new customers divided by customers at
[16:57:05] the beginning of the period times 100. Moving on, the next product management KPI is the net promoter score. The number of current customers who are likely to recommend your product to a friend or colleague is measured by a KPI
[16:57:19] called net promoter score. It keeps track of the number of consumers that aren't interested in your goods or detractors. Customers who give you a rating of nine or 10 are the ones who will remain loyal to you. They sing
[16:57:32] psalms about your brand and are referred to be promoters or advocates. NPS equals the ratio of promoters to detractors. The specific definition of a good NPS The specific definition of a good NPS score is illdefined. The ideal NPS score
[16:57:47] does not exist. Depending on the industry, it varies. A firm in the electronic sector can have a higher NPS score than one in the telecom sector. The percentage of patrons who are inclined to suggest a product or
[16:58:00] promoters and those who disapprove of it or detractors is known as the net promoter score. A high NPS promotes growth. And knowing how many customers are complaining might help a company identify a problem with the customer
[16:58:14] experience. This measure displays the most popular product features and may inspire teams to come up with fresh concepts for brand new features or improved UX design. Here's the equation. NPS is calculated as the percentage of
[16:58:28] promoters minus the percentage of detractors. The next KPI used in product management is average revenue per user. The average revenue per user is the amount of money a business may anticipate from a single client. This is
[16:58:42] an excellent technique for an SAS business to evaluate the effects of a new strategy, a new subscription plan, or a pricing change. Which client segments provide the greatest value may be determined by running the computation
[16:58:56] for several subgroups. This can provide information to investors about profitability levels, guide investment choices, and guarantee the business's financial stability. You may calculate the amount of money each user generates
[16:59:09] each month or year using ARPU. Knowing your ARPU may help you make decisions more easily when you are unsure of how to price a new product or when you want to raise the price of an already existing product. Both new users and
[16:59:23] current users can have their ARPU calculated. For a new user, ARPU refers to metrics that are based on accounts after the price of the product or subscription plan changed. But for an existing user, it relates to figures
[16:59:37] from before the price change. ARPU is calculated as monthly recurring revenue divided by total accounts. The next product management KPI is customer acquisition cost. The anticipated cost of acquiring one customer for your firm
[16:59:52] is known as the customer acquisition cost. Understanding the necessity of measuring CAC is essential if you plan to operate a firm for the long term. CAC covers the money you spend on advertising, overhead, the effort of the
[17:00:06] sales staff, software used, and other expenses. Only after you can figure out the entire amount spent on each client will you be able to estimate how much you will need to spend moving forward on bringing in new business. The cost of
[17:00:19] luring and acquiring a new talent is known as the customer acquisition cost. This includes the time, materials, cash, and effort needed to create leads and turn prospects into paying customers. The customer acquisition expenses might
[17:00:33] include the price of marketing supplies, sponsoring costs, cost of software marketing, salary levels for sales and marketing staff. CAC is the sum of all past and present cash outlays divided by the total past and present customers.
[17:00:48] The next product management KPI is customer lifetime value. You may estimate a customer's lifetime value to determine how much revenue they will provide overall. In essence, it provides you with a general sense of how much
[17:01:01] income you may expect from a client before they quit doing business with you. Customer lifetime value is a common metric for determining the potential revenue a business might derive from a client over time. The term customer
[17:01:13] lifetime refers to the typical length of time a customer supports a business. Value is the amount of money or profit that a client is worth. A firm may plan its economic stability and do financial forecasting using CLTV. Obtaining cash
[17:01:28] from investors might also be aided by it. Product managers may learn from CLTV how much money they can spend on acquiring and retaining customers. These expenses include those for lead creation, marketing, and retention
[17:01:41] tactics. They want to ensure that their expenditures are reasonable given the return on their investment. Establish the average customer lifetime and average revenue per user for your company to compute CLTV. CLTV equals
[17:01:55] average revenue per user times average customer lifetime. The next product management KPI is the number of customers acquired. The number is not reserved only for your sales and marketing staff. The quantity of
[17:02:07] customers you have obtained is a good sign that your product is successful. If the discrepancy between the amount you anticipate and the actual acquisition is significant, either your skills have been overestimated or the product hasn't
[17:02:20] yet gained much traction. You may use this to identify areas where the product may be improved. Learn more about the reasons why your product failed and then act right away to redesign it to get a broader appeal. the number of new users,
[17:02:33] new user percentage, and percentage rise in user base are a few of the product management KPIs to monitor that are connected to the acquisition. The next KPI used in product management is bounce rate. The percentage of people that
[17:02:46] visit one page on a website or app before leaving quickly is known as the bounce rate. This measure gives essential information about how users behave while interacting with a company's digital content. If a business
[17:02:59] has a high bounce rate, it should look for strategies to hold users interest for longer. It is a statistic that assesses the proportion of people that access just one page before leaving the website or simply staying for a brief
[17:03:13] period. The bounce rate provides you a chance to improve the offering so that the visitor explores more pages and progresses farther down the salesunnel. You may boost the average user's focus on the website by using this statistic.
[17:03:26] The bounce rate should be decreased according to the product manager. The next KPI for product management is churn rate. The pace at which customers depart a business or the churn rate is the reverse of the retention rate.
[17:03:39] Particularly following a product modification. It provides information on client satisfaction. Two different turnover rates exist. Client churn and churn and revenue. Customer churn refers to the number of users who have ceased
[17:03:52] using your services or cancelling their subscriptions. The business's revenue lost as a result of client churn is measured by revenue churn. While we would suggest focusing more on customer turnover than revenue churn, the latter
[17:04:06] is still crucial because it may reveal a lot about customer happiness. Customer turn rate equals customers lost divided by total customers. Moving on, the next product management KPI is the customer satisfaction score. The level of a
[17:04:23] client's happiness with a product or service feature is known as the customer satisfaction score. Companies can identify it by conducting customer satisfaction surveys, which are typically rated on a scale of 1 to 10.
[17:04:36] This can assist managers and staff in determining how they might enhance their efforts to provide a better client experience. A leader can use it to decide whether they want to do a more in-depth qualitative examination of
[17:04:49] client happiness. CSC is a metric that assesses consumer satisfaction with a given commodity or service. Customers are asked to rate their satisfaction with a particular item or service using a rating scale. In this kind of survey,
[17:05:03] this metric is calculated by adding the scores and dividing them by the total number of respondents. CSC gauges how satisfied a single feature or service is, whereas NPS gauges total satisfaction. To continually learn from
[17:05:18] the customer how they like utilizing a certain feature, use CSC frequently. Make sure you address their problems based on the feedback to provide them with compelling reasons to renew the product. The next KPI we have for
[17:05:32] product management is the number of users per session. A product manager may learn which aspects of an app are most used by monitoring the number of user activities every session. This is dependent upon the acts that a user
[17:05:46] repeats. This is particularly beneficial if a business is evaluating the use of a new website or application component. They can measure client interest in the modification to see whether it is intriguing or practical. KPIs are used
[17:06:00] to monitor if a product is still meeting client demands. This KPI monitors user activity on your website and mobile application. Any action they do and the characteristics they employ fall under this category. This is a potent KPI that
[17:06:16] may direct your approach to feature uptake. The next KPI is traffic. The volume of users who locate and assess websites are referred to as traffic. It may be organic emerging spontaneously or it may be paid emerging as a result of
[17:06:31] sponsorship of content or the purchase of advertising space by a business. People that are in traffic are typically curious about a company and may eventually make a purchase. This is a useful indicator for assessing the
[17:06:45] success of your internet marketing. Additionally, it may be eyeopening to will be able to identify the most measure sponsored traffic. You will be able to identify which platforms perform
[17:07:00] best and which don't. If you have a variety of channels where you post content to generate organic traffic, analyzing this measure will be fun for your marketing team. You should ask the user why there isn't more active
[17:07:12] participation. If you see that the engagement rate is low, send your clients questionnaires to learn where you are falling short and how you can enhance their experience to encourage them to utilize more of your product.
[17:07:24] Moving ahead, the next KPI used for product management is session duration. The amount of time a person spends interacting with a website during a session. Strategies to monitor the use of digital products include this kind of
[17:07:38] measure. Although revenue is not measured, customer involvement is, and this has a big influence on sales. The more a customer engages with a business's website and digital content, the more probable it is that they will
[17:07:51] purchase anything from that business. Online resources may offer vital information to prospective customers about the goods, goals, and values of a business. Longer session times demonstrate user interest in a website,
[17:08:04] which is beneficial. The success of a marketing campaign may be measured by user interactions, which can also foster brand loyalty. These kinds of measures that are centered on the customer are great strategies to increase financial
[17:08:17] performance. The number is crucial because it lets you know how valuable the information in your offering is. In the end, it will have an impact on client loyalty and retention rate. Adding new videos and links and
[17:08:31] enhancing your website's general design are the only ways to improve it. Session duration equals the total time users spend on your product divided by the spend on your product divided by the number of users. The other KPI is daily
[17:08:44] and monthly active users. How many active daily and monthly users you have is an important product consumption measure. It demonstrates whether your product is compelling enough. You must select a time frame and kind of
[17:08:57] interaction when defining active users. Users are active if they complete the interaction within the specified time frame. You can think of them as inactive users if they don't. The number of unique users that visit your digital
[17:09:10] product on a daily or monthly basis is tracked by the daily active user and monthly active user counts. Daily active users are the daily total of active users. Users who are active each month are counted as monthly active users. To
[17:09:25] get a clear picture of how engaging your product is, compare your active users, daily and monthly, to your entire user base. The last KPI used for product management is rating on the app store. Users may give your app a star rating on
[17:09:40] a scale of 1 to five. The summary rating of your app, which appears on your product page and in search results, is based on user ratings. When you publish a new version of your app, you have the option to reset the summary rating,
[17:09:53] which is unique to each region on the App Store. However, we advise being cautious when using this function. Having few ratings may deter potential users from installing your app even if refreshing the summary rating might
[17:10:07] guarantee that it matches the most recent version of your program which can be advantageous if an update answers customers prior issues. Now let's move ahead in our session and know the frameworks used for product management.
[17:10:20] So in this video we will be discussing the two most important frameworks of product management that is heart framework and our framework. So let's first understand the heart framework. An approach to enhance software user
[17:10:34] experience is called the heart framework. According to five indicators focused on the user, the framework aids businesses in assessing any part of their user experience. The heart framework which was created for user
[17:10:47] experience designers and researchers may be a helpful technique for product managers since it is centered on developing a deeper understanding of user behavior and user preferences. Google UX created the heart framework 10
[17:11:00] years ago as a means of precisely defining product KPIs to enable datadriven decision-making. It aids in defining and delivering user- centered product metrics. The heart framework may be used by product managers to
[17:11:14] prioritize features, assess the performance of a product, and make more datadriven product choices. The user's experience is measured by heart. Instead of focusing on system or technology metrics like failures, we wish to pay
[17:11:28] more attention to user data like usage frequency. These categories include happiness, engagement, adoption, retention, task success, adoption. The
[17:11:40] rate of users who finish the trial or onboarding process and switch to regular use is known as adoption. It tracks the success of your client acquisition and activation processes and enables you to pinpoint the factors that encourage
[17:11:54] pinpoint the factors that encourage repeat usage. Task success. To determine whether users can successfully execute their tasks using your solution, look at task success. Based on the findings of these tests,
[17:12:07] you may modify your app's functionality, such as the backend, to make sure information flows through it smoothly and delivers the outcomes users are and delivers the outcomes users are looking for. Engagement. User activity
[17:12:19] is gauged via engagement. Depending on your product, this may include the number of sessions each week, the number of likes or downloads, the length of sessions, the number of transactions, as well as other metrics. It is vital to
[17:12:33] define, track, and monitor suitable user behaviors in your app. The findings will provide you invaluable insights into how people use your app, and you will be able to observe the effects of any changes you make. Retention. The
[17:12:47] percentage of people that often utilize your product is measured by retention. It's important to keep track of who is and isn't returning to your product and why as negative retention, also known as churn, will affect how your product
[17:13:01] performs in the market. Happiness. Users levels of happiness reflect their opinions of your product. It is a way to gauge how satisfied users are and methods include surveys, inapp reviews, and net promoter score or NPS.
[17:13:17] This is quite helpful when determining how customers feel about the most recent version of your product or the addition of a new feature. This may then affect the features you decide to preserve and the ones you decide to create. Now
[17:13:31] coming toward the end of our session, let's learn about the R framework. One of the most often used frameworks for measuring growth and success in SAS and measuring growth and success in SAS and startup businesses is the R model. The
[17:13:45] pirate metrics or pirate framework are other names for it. It was first proposed by David Mccclure, the founder of practical venture capital. It divides your client life cycle into five phases and correlates each with relevant KPIs,
[17:14:00] starting with the initial point of contact and continuing until a potential customer converts to a paying one. This will offer you a clear understanding of which stages of the client life cycle are succeeding and where there is room
[17:14:13] for improvement in your conversion funnel. R is a startup metric approach created by entrepreneur and angel investor David Mccclure. Often known as startup metrics for pirates, you may improve the user experience for your
[17:14:27] customers by using these metrics which reflect all consumer activity patterns. They let you measure conversions more accurately and concentrate on the best channels. The nicest part about R is that it doesn't require any
[17:14:40] technological expertise, making it simple to comprehend for both seasoned entrepreneurs embarking on new projects and for newcomers with brand new enterprises. In short, it exists to assist you in making better datadriven
[17:14:54] decisions and achieving success by maximizing each of the five criteria. And if you comprehend them, you'll be able to see any issues with your startup specifically isn't working and how to
[17:15:08] correct it. By doing this, you may prevent basing choices on guesswork or on bad information. The five stages of your client's life cycle are referred to as R, which are acquisition, where do customers come from, activation, the
[17:15:23] process of converting acquired clients into engaged ones, retention, how to entice potential clients to return, referral, techniques for encouraging clients to endorse your offerings, revenue, how to convert prospective
[17:15:36] clients into paying clients, acquisition. In essence, you want individuals to register for something. For instance, you could want someone to register for a free trial. Keep up strong traffic acquisition. You need to
[17:15:49] make sure your website is receiving qualified leads. The fact is, if you have a good amount of focused visits each month, you don't need a ton of leads to obtain clients. Save your time. Establish your target demographic and
[17:16:02] conduct a campaign to build anticipation for the launch. When customers are waiting for your product to launch, gaining new customers will be simpler. You must provide your audience with value if you want your advertising to be
[17:16:15] effective. For instance, you provide an automated email marketing service. In this situation, a smart place to start is an online network for experts in email marketing. To peique interest and discreetly promote your product to the
[17:16:29] audience, publish engaging pieces regarding email marketing growth techniques. activation. The value and happiness a firm provides at this stage mark the beginning of a connection with a consumer. And whether or not that
[17:16:43] relationship progresses further down the funnel will depend on those factors. The number of people who do a certain action such as seeking additional information, subscribing to a YouTube channel, or making a purchase may be used to assess
[17:16:57] activation. The number of customers or users who have been activated would be divided by the total number of people that viewed the website or etc. to arrive at a formula that would be helpful at this point. Retention.
[17:17:12] Retention is essential to economic success for any organization that wants to endure for a long time. This is because the most significant measure of how much people value your product or service is retention. Depending on the
[17:17:25] pricing range of your goods, attracting firsttime buyers or customers may not be challenging because people make impulsive purchases every day. A subsequent purchase or engagement, however, shows that the customer was
[17:17:39] satisfied and that the item or service matched their needs. Businesses use many techniques for measuring retention, however, such as annual recurring revenue, monthly recurring revenue, customer churn, repeat purchase ratio,
[17:17:53] and time between purchases may be approaches to gauge client-based retention. Referral. Referrals are one of the last components of the pirate funnel. It is crucial to remember that many graphic
[17:18:07] representations of the funnel include an arrow called acquisition that loops up from the bottom back to the top. And this is because a perfect funnel would be a loop or a customer cycle that keeps bringing in new clients while
[17:18:20] maintaining existing ones. Successful referrals may be especially crucial since they are a less expensive method of acquiring customers than traditional marketing. And because of the impact of family and friends, they are frequently
[17:18:32] predisposed to brand loyalty if individuals in their circle are already customers. There are no ideal measures for this statistic. However, several metrics such as number of active users sharing invites can assist a firm when
[17:18:47] they start tracking referrals. Many times people fail to mention that they were recommended or a user who receives an invite from a friend may take months or even years to activate. Nevertheless, a good referral program may be
[17:19:01] demonstrated by reduced customer attrition, sustained growth, and overall program success. Revenue. Although money is transferred earlier in the customer life cycle, revenue may be unreliable if the proceeding phases aren't completed
[17:19:17] and measured. For this reason, revenue is frequently shown as the last step in production is less important for a marketing and initiatives to keep customers and get them to recommend
[17:19:31] others. The ability to track income correctly is essential for a business to succeed. And while being aware of total revenue after cost is crucial, it only represents a small portion of the full picture. To get a full view of a
[17:19:46] company's success and make informed financial decisions, it's important to evaluate income across a variety of user, product, and service categories. So far, you've learned a lot about product management metrics and KPIs. So,
[17:20:02] here's a question for you all. Which metrics would you prefer to measure a product if it's good to go or not? Do let us know in the comments below. And if you have any questions regarding product management metrics or KPI then
[17:20:15] do let us know in the comments below. >> Let us now start by understanding what product vision actually means. If you look up online you might find complicated explanations like it's the emotional future idea of a company. But
[17:20:28] let me make it easier for you. Your product vision is basically your big goal. What you want to achieve with your product or the impact you want to make. For example, Elon Musk vision for Tesla is to become the top car company for the
[17:20:43] 21st century. That's their product vision, their destination. Some people vision, their destination. Some people mix up vision with why of a product, but they're not the same. Your vision is where you're headed, while the why is
[17:20:56] the reason behind aiming for the future. In business, we call this reason the mission. So, if your vision is where you're going, the mission is why you're going there. Having a clear vision is very important in product development
[17:21:10] for two reasons. Firstly, it motivates your team and stakeholders by giving them an exciting goal to aim for. And it helps you to make smart decisions about what to build and what not to build. With a clear vision, you can steer your
[17:21:25] product in the right direction and make sure everyone is on the same page. We will now understand what is product road map. A product road map basically outlines your objectives guiding you towards achieving your goals for a
[17:21:38] product. It's a strategic plan that details the necessary steps and timelines needed for accomplishing task. Product road maps play a very crucial role as they assist in prioritizing and planning ahead at each stage of product
[17:21:52] development. They connect the overarching product strategy with the specific task and activities carried out by the team. For example, let's say you're creating a new mobile app. Your product road map would outline all the
[17:22:06] key features you want to include like user login, messaging, and photo sharing. It will also break down when each feature needs to be developed, tested, and released to users. Here the product road map help us to stay on
[17:22:18] track and reach our destination launching a successful app. Let's discuss the key features and functions of a product road map. Firstly, the road map serves as a highlevel plan charting the course from concept to final
[17:22:31] release. It lays out the key milestones, deliverables and timelines the team needs to hit which are shared with stakeholders and developers to ensure everyone understands the plan and stays on the track. Regularly updating and
[17:22:44] consulting the road map keeps the team focused on the big picture and the ultimate goal. A vital function of the road map is to prioritize product initiatives and features by defining what will be built and when. The road
[17:22:58] map enables the team to focus their efforts on the most impactful and strategic elements allocating resources efficiently. The road map also communicates the product strategy to stakeholders from executives to the
[17:23:11] sales team. This visual representation fosters buyin and collaboration across the organization. Road maps play a key role in managing expectations by outlining planned releases and feature rollouts and settling clear expectation
[17:23:25] for customers. Lastly, the best road maps incorporate flexibility adapting to changing market conditions, customer feedback and new strategic priorities will now explore different types of product road maps and how they help us
[17:23:39] to achieve our product goals. At first, we have portfolio road map. This road map provides a broad overview of stages for multiple products. Imagine you're overseeing a company that develops both mobile apps and platforms. Here the
[17:23:54] portfolio road map will help you to see the big picture what's happening across your product portfolio. Second, we have strategy road map which emphasizes highle initiatives and efforts to meet product goals. For example, it might
[17:24:07] include goals like improving user experience, expanding product offerings or enhancing customer support. Third, we have release road map which breaks down the task and timeline to finalize a product's creation. This could include
[17:24:21] steps like designing user interfaces, coding functionalities, testing for bugs, and finally releasing updates to app stores. Features road map. This road map basically shows features and timelines of when product features will
[17:24:35] be released. It helps ensure the development efforts are aligned with the planned feature releases. Next, we have sprint road map. It is used when the agile framework to plan a team efforts during a sprint. For instance, if your
[17:24:48] team is working in a twoeek sprint to add new features to a website, this sprint road map would outline who is responsible for which task during that time frame. Next, we will now understand how to create a product road map.
[17:25:02] Creating an effective product road map doesn't have to be complicated. With a well-crafted road map, you can bring clarity and focus to your product development journey. Remember to define your purpose, identify your audience,
[17:25:15] and be ready to adapt along the way. Let me walk you through the seven key steps. The first step is to define your product purpose. What are the main goals and objectives you're trying to achieve with this product? Get really clear on the
[17:25:29] core purpose. This will serve as the foundation of your road map. Next, identify your audience who will be using the product and referencing the road map. Understanding your key stakeholders from executives to customers will help
[17:25:42] you tailor the road map to meet their specific needs and expectation. Third, gather input and feedback from the stakeholders. Talk to your customers, your sales team, and your developers. Get their insights on what's the most
[17:25:54] important to include in the road map. This collaborative approach will result in more well-rounded plan. The fourth step is to determine the main theme or pillars of your product road map. These are the highle categories or focus areas
[17:26:08] that will guide your development efforts. Things like new features, product enhancements or infrastructure improvements. Once you have those key themes identified, you can break them down into more specific actionable
[17:26:20] items. These are the individual task milestones and deliverables that will bring each theme to life over time. With your theme and action being defined, you can then choose the right format for your road map. Will it be a visual
[17:26:34] timeline, a table of initiatives? The format should make it easy for your audience to quickly understand the plan. Finally, remember that your road map is not set in stone. Review it regularly and update it as needed to reflect
[17:26:47] changes in your business market or customer needs. Flexibility is key to ensuring your road map remains relevant and valuable. Follow these seven steps and you'll be well on your way to creating a product road map that aligns
[17:27:00] your team, excites your stakeholders, and ultimately drives a product success. We will now discuss the five free tools for creating a product road map. You must now be wondering how to create effective product road map. Well, I'm
[17:27:13] now going to share you the top five free tools that you can use to build your road map and keep your product development on track. First up, we have Trello. Trello is a versatile project management tool that also happens to
[17:27:26] have some great road map templates that you can use. Next, we have notion, a collaborative workspace that includes road map templates in their free plan. Next, we have got Jira, which is a popular tool that can be leveraged for
[17:27:40] creating and managing effective product road maps. Of course, we can't forget the classic Microsoft Excel and PowerPoint. This tried and trueue spreadsheet tool may not have all the bells and whistles, but it's a very
[17:27:53] simple and effective way to map out your product road map. We will now discuss Today, I'm going to walk you through step-by-step process to build one using Microsoft Excel. Let me illustrate with an example. Step one, the first thing
[17:28:07] you'll do is to map out your overall strategy. Identify the key components These could be things like product phases, future releases, or team responsibilities. Get these main elements listed out in the column. This
[17:28:22] will be on the vertical axis of your road map. Step two, you'll want to set up a timeline across the top of your spreadsheet. The horizontal axis will serve as a time reference for your road map. You can break this down by in
[17:28:35] months, quarters, or any other time increments that make sense for your project. Step number three. Now it's time to start building out the visual elements of your road map. Create swim lanes to group related task and
[17:28:48] initiatives. You can even add subswim lanes to break things down even further. This helps organize a road map and make it easier to digest at a glance. In our road map example, we have listed a few project steps breaking down the
[17:29:03] implementation step into phases. That is phase one, phase two and also phase three. Step number four, within each swim lane, we'll start add some shapes to represent the different components of your product road map. Go to insert
[17:29:15] shapes and then select the shape you would like to insert. Step number five, draw the shape by placing the cursor on the needed position and drag it to draw. Adjust the width of these shapes to align with your timeline and visually
[17:29:29] communicate the timing to each initiative of milestone. Step number six, move multiple shapes at once. To do so, click on the desired items after pressing and holding the control key and drag and drop them into the new
[17:29:42] position. Next, we have format shapes. Right click on any shape and then open the right side format shape menu. Step number seven, do not forget to add clear descriptions to your shape. Double click on any of the shape and start typing to
[17:29:56] provide the details of the element you want to represent. You can even style want to represent. You can even style the text to make it pop. Next we have in this step we will incorporate the key milestones into your road map. Add these
[17:30:08] as a distinct shapes and group them with text boxes so you can easily move them around as needed. And there you have it, a comprehensive product road map built entirely in Excel. The beauty of this approach is the flexibility it provides.
[17:30:22] You can easily update, rearrange and refine your road map as your product evolves. Give it a try and let me know if you have any other questions. Did you know that 75% of product launches fail due to poor market planning? A great
[17:30:37] product is only the beginning. Without a solid go-to market strategy, even the most innovative ideas can get lost in the crowd. The good news, with the right GTM strategy, you can ensure your product reaches the right audience,
[17:30:51] stands out from competitors, and drives your business forward. Today, AI and generative AI are transforming how businesses craft and execute GTM strategies. From automating customer insights to creating targeted marketing
[17:31:05] content, AI is helping businesses launch faster and smarter. These technologies enable you to gather market insights, predict trends, and automate large parts of marketing funnel, leaving your team free to focus on more strategic moves.
[17:31:21] Take Dropbox for example. Competing with giants like Google Drive and One Drive. They used a productled growth strategy and a referral program to grow their user base without massive ad spend. Now imagine how faster they could have
[17:31:37] scaled with AI powered analytics and generative AI for personalized messaging. AI is reshaping digital marketing and making GTM strategies more effective than ever. By the end of this video, you will understand key GTM
[17:31:51] strategies, how to define your market and execute your plan like a pro. So, let us first start by understanding what is a go-to market strategy framework. In process for bringing a product or service to market. It answers key
[17:32:08] questions like who we are selling to, how do we reach them, and how do we stand out from competitors. For example, let's say you're launching a new project management tool. Your GTM framework would help you identify your target
[17:32:21] market, maybe small business or startups, figure out how to communicate the benefits of your tool and decide whether you'll focus on inbound marketing or outbound sales to get the word out. We will understand inbound
[17:32:35] marketing and outbound sales in the upcoming topic. The GTM framework aligns everyone on your team and gives you a clear plan to follow from start to finish. Now, first we have to understand how to define your market. This is all
[17:32:49] about figuring out who you are selling to. A common mistake businesses make is trying to sell to everyone. But in reality, you need to narrow down your target market. Let's say you have developed a new fitness app. Instead of
[17:33:03] targeting all fitness enthusiasts, you could define your market as busy professionals who want quick, effective workouts. This helps you focus your marketing efforts and craft more tailored message. The more specific you
[17:33:17] get, the better you can target your audience and connect with their needs. So now the next step is to define your why. Your value proposition is essentially why people should choose you. It's the unique benefit your
[17:33:31] product offers that your competitors can't match. Let's go back to the fitness app example. Your value proposition might be we help busy professionals squeeze in a 15-minute workout that's just as effective as a
[17:33:44] full hour in the gym. You're not just offering fitness, but also offering convenience and timesaving, which speaks directly to your audience. A well-defined value proposition makes it clear why your product matters and why
[17:33:58] your audience should care. Let's go back to the fitness app example. Your value professionals squeeze in a 15-minute workout that's just as effective as a full hour in the gym. You're not just offering fitness, but also convenience
[17:34:13] and timesaving, which speaks directly to your audience. A well- definfined value proposition makes it clear why your product matters and why your audience should care. The next step is positioning. Positioning is all about
[17:34:27] in the market and how you will differentiate from the competition. Let's say you're launching a premium skinincare line. Your positioning might focus on the high-end natural ingredients you use which differentiate
[17:34:41] you from the mass market products. Your positioning helps set the stage for your pricing, branding, and overall market strategy. So, what are the five go-to market strategies? When it comes to launching a product or entering a new
[17:34:56] market, there are five primary go-to market strategies which businesses typically use. The strategy allows you to choose which depends on your product, target market, and overall business goals. Let's break down each strategy
[17:35:10] with examples so that you can see how they play out in real life. The first is inbound marketing. So, this marketing attracts customers by creating valuable content that addresses their needs and pain points. Over time, potential
[17:35:26] customers find your content organically through search engines or social media. For example, HubSpot mastered inborn marketing by providing free resources like blogs and webinars. Their content is optimized for search engines leading
[17:35:40] small businesses to their site where they eventually convert to customers. This marketing is best for companies which is investing in long-term content creation and SEO to attract organic leads. The second is outbound sales.
[17:35:54] Outbound sales involve directly reaching out to prospects through cold calls, emails, and demos. This approach is more direct and aggressive targeting high value clients. For example, Salesforce uses outbound sales by targeting
[17:36:09] decision makers at large enterprises with personalized outreachuling demos and closing deals through direct interaction. This type of marketing is enterprise clients that require personalized engagement. The third is
[17:36:25] productled growth. In productled growth, the product itself drives growth. A premium model lets users try the product for free with upgrades to premium features based on the product's value. Example, Slack, which offers a free
[17:36:40] version of its platform, allowing teams to experience its benefits before upgrading to a paid version for more features. So, this type of marketing is best for software as a service companies, which is focused on user
[17:36:53] experience and self-s serve onboarding. The fourth is channel sales. Channel sales rely on third-party partners, resellers, distributors to sell your product, which allows you to reach market you couldn't through direct sales
[17:37:06] alone. For example, Microsoft partners with resellers to sell products like Office 365 bundling their software with other services to reach more customers. companies which is looking to scale quickly through third-party networks.
[17:37:23] Fifth is accountbased marketing. Accountbased marketing focuses on targeting high value accounts with personalized marketing and sales efforts. It is tailored approach designed to build deep relationship with
[17:37:36] key clients. Example, snowflake targets large enterprises like finance and healthcare companies crafting personalized content and outreach to address their specific needs. This type of marketing is best for B2B companies
[17:37:50] which targets large enterprises where personalization is key to closing deals. Now that we have discussed the top five marketing strategies, let's now talk about important step which is understanding the competition. Knowing
[17:38:04] understand the successful go-to market strategy. You need to ask who else is solving the same problem and how they're doing it. Once you understand your competition, you can figure out how to
[17:38:16] differentiate yourself. For example, if you're selling a new project management tool, you might find that the competitors offer more features, but they are too complicated for small businesses. So, your strategy could be
[17:38:29] offering more simpler, user-friendly tool specifically designed for startups and small businesses. The next step is messaging. Your messaging is how you communicate your value to your audience. It's important to keep your message
[17:38:42] clear and consistent across all the channels. Think of messaging as the story you tell about your product. What makes your product special? How will it improve your customers life? This messaging needs to come across in your
[17:38:55] website, email ads, and even in sale conversations. For example, if your value proposition is about saving time, your messaging might say, "Get fit in just 15 minutes a day. No gym required." This directly speaks to your audience
[17:39:10] pain point of not having enough time for long workouts. Next step is execution. Now it's time to put everything into action. You have defined your market, crafted your messaging, and figured out how to stand out from the competition.
[17:39:23] Your execution could involve inbound marketing like content, social media, and SEO, outbound sales through cold outreach or email campaigns, partnerships with other businesses that reach your target audience. For example,
[17:39:38] if you're using inbound marketing, you might create helpful blog posts or videos that address your audience's pain points and lead them to your product. If you're using outbound, you'll want a highly targeted email campaign that
[17:39:52] resonates with potential customers. Today, we'll start this session by understanding what is a product and product management and then what is project and project management. Moving forward, we'll understand who is a
[17:40:07] product manager and a project manager. Following that, we'll take a look at the difference between product manager and project manager. Next, we'll have a detailed look at the roles and responsibilities and the
[17:40:21] skills required to start a career as a product manager and a project manager. For choosing any professional career, it is important to have certified knowledge of that profession. So we'll also take a look at the certifications required for
[17:40:37] both product managers and project managers. We'll also talk about how a product manager and a project manager work together. And stick till the end because we'll wrap up this session by talking about the salaries of a product
[17:40:52] manager and a project manager. So without any further delay, let's get started and know what is a product. A product is offered to deliver its services to the users by putting efforts to be produced. For example, Google maps
[17:41:08] for directional services. It can also be defined as a tangilable item that an alliance create to serve the customer's need. For example, Uber for taxi services. A product is designed to create
[17:41:23] customers value by solving the problems with convenient evolution and it doesn't have any explicit life cycle and has more permanence which mean that a product doesn't have any fixed end date and needs continuous discovery and
[17:41:37] development. Now let's understand what is product management. So product management is managing the process of the product throughout the life cycle from strategizing designing
[17:41:50] and development to branding of the product. The product management involves strategizing products to enhance the profit of the business, creating customers value, creating road maps to
[17:42:04] get a clear idea of how to design and develop the product. specifying functional requirement and creating blueprints and development of the product as per the requirement and once the product is developed it is necessary
[17:42:19] to take customers feedback and then only the price of the product is finalized. Now that we have an idea of product and product management let's take a look at what is a project. A project is something that results in
[17:42:37] the project as an outcome. It is a fleeting effort con to construct a remarkable product or service. It can also defined as the process of providing services to the user by focusing on scope, resources and quality
[17:42:53] of the output. All the products have a team to work on, a budget to complete the task under a specific amount, a schedule to follow and some expectations to meet the need of the customers.
[17:43:08] We can also determine a project as the process of executing a plan with involves taking requirements of the customers and building the solution. Projects are the temporary efforts to meet the need of the business to
[17:43:22] organize by providing services to the user. Now let's move further and understand what is project management. So project management is defined as the process of planning and organizing the resources of the company to complete a
[17:43:38] specific task. Project management plays the same role irrespective of the belonging industry. It is the role that specifies product of an organization. The main objective of project management
[17:43:53] is to determine the goals and objective of the project. It also creates a quality assurance check to ensure the standards of the project. It is the approach of applying skills
[17:44:06] and techniques to complete a project as per customer's requirement and it helps to get a predictable project planning and execution process. The primary constraints of project management are time, cost, scope and
[17:44:23] quality. Now let's know more about product and product managers. So let's move further and understand who is a product manager. A product manager is a person in an organization that is responsible for
[17:44:38] product development as per the customer's requirement. The manager allows the task through the development team and manages the coordination regarding the product developed between the customers and the developers.
[17:44:53] the customers and the developers. The product manager monitors the product and the market and develop the competitive analysis. The product manager is an association between the business developers and the
[17:45:06] users of the product. Now let's understand who is a project manager. A project manager is an individual who plans and organize the resources needed
[17:45:18] for the project and looks after the specific need of a project of an organization. The product manager determines the goals and objectives of the project by approaching skills and techniques needed
[17:45:31] to complete a particular project. The project manager helps to get a predictable project planning and execution process. The primary task of a project manager is to determine the scope of the project by
[17:45:46] using different methodologies of product management. for example, agile, scrum, prince 2, etc. The manager leads the project throughout the life cycle of the project from initiating to planning to executing to
[17:46:03] monitoring and controlling to closing of the project. Now let's move further and understand the difference between a product manager and a project manager. The product manager deals with the
[17:46:17] allaround needs of the product from strategizing to branding of the product. On the other hand, the project manager deals with applying techniques to complete a particular project. The product manager focuses on building
[17:46:32] up the value of the product. But the project manager focuses on work coordination. The product manager owns the what and The product manager owns the what and the project manager owns the how.
[17:46:47] The product manager must be good at market research and strategic thinking. Whereas the project manager must be good at planning and budget organizing.
[17:46:59] The product manager brings the idea related to the product into the marketplace. On the other hand, the project manager uses specific skills to deliver a valuable product. The product manager deals with the
[17:47:13] The product manager deals with the external market operations whereas the project manager deals with the internal operations of an organization. The product manager manages the product till its complete success whereas the
[17:47:28] project manager manages the project till it's delivered to the customers. So far we have understood about product managers and project managers. So here's a question for you guys. What is the another title for a project manager? Do
[17:47:44] let us know in the comment section below. Now let's take a look at the below. Now let's take a look at the responsibilities of product managers.
[17:47:56] throughout the life cycle from initial stage of planning to the final stage of stage of planning to the final stage of complete success of the project. The product managers strategize the product by planning for the particular
[17:48:09] product by planning for the particular product. responsibility to create customers value by fulfilling the customer's requirement by fulfilling the customer's requirement for a product and the manager builds the
[17:48:23] road map for a product following which the product is created. The manager manages the specifying functional requirements to lead the team about the product and the manager continuously manage and monitors the
[17:48:38] development of the product and once the product is approved it is sent out in the wild for branding and launching into the market. Let's proceed and know the responsibilities of project manager.
[17:48:54] The project manager evaluates the initial intakes that are necessary for a initial intakes that are necessary for a project
[17:49:07] the project manager makes surees that the project is delivered to the customers on time to manage the performance of the team by continuously monitoring and controlling the work in the team.
[17:49:21] To manage the proper communication and coordination in the team to achieve the goal and objective of the project within the given time period to meet the customer's requirement and make them happy.
[17:49:36] For being a product manager, one must have all the skills that are required for the profession. So let's know what are the skills that are necessary to thrive in product management. Skills that are necessary for a product
[17:49:50] manager are strategic thinking. The manager must be able to plan successful future for the product. Leadership skills. The manager must have the skills to lead a group of the people
[17:50:06] working together to achieve a common goal. Time management. The manager must be good at managing the time and complete the task under the given time period. Empathy skills. The manager must be able
[17:50:21] to understand the employees mindset and thinking. Communication skills. The manager must be able to communicate easily with others in order to understand the other person and make him understand his own
[17:50:35] perspective. Analytics skills. The manager must have the ability to gather information about the product and analyze the information the product and analyze the information by having a market research about that.
[17:50:50] Presentation skills. The manager must be good at presenting his thoughts in a creative and attractive ways. Customer orientation. The manager must know how to put the needs of the
[17:51:04] customers over the needs of the business. Self-confidence. The manager must have self-confidence because only then he or she'll be able to lead the team.
[17:51:17] Now let's know what are the skills necessary for a project manager. The skills that are necessary for a project manager are the project manager must have a good knowledge of project management
[17:51:31] methodologies. For example, waterfall, agile, scrum, prince to and many more. Risk management. The manager must be able to identify and control the threats or to the organization's earning and
[17:51:48] capitals. Basic knowledge of project management tools. The manager must have the basic knowledge of project management tools. For example, dashboards, reporting, time sheets and many more.
[17:52:04] Cost management. The manager must be good at managing the project cost to provide maximum benefits to the organization. Adaptability. To become a manager, one must be able to
[17:52:18] adjust to different conditions and circumstances. Critical thinking. The manager must be able to think rationally and understand the logical relationship between the ideas.
[17:52:32] Now let's move on and know what are the certifications available for a product manager. The certification that fits best for product managers are product school product management
[17:52:45] certification. The product school offers two types of product management certification. One is product manager certification and the other one is senior product manager certification.
[17:52:59] The product manager certifications help learners to learn how to build digital product end to end from discovery to optimization and to the develop a portfolio project with the help of your instructor and the senior project
[17:53:14] manager certification. Assess the product managers to enhance your technical hard skills and learn to leakage advantage to make informed decision and build strategic skill set to help guide your team in context of
[17:53:30] the marketplace. Pragmatic institute project management certification. The certification concentrates on defining the roles and responsibilities. focuses on the right feedback from the
[17:53:45] right sources and building buyers products. It also pledges the product managers will accumulate functional skills, tools and templates in the field of management. The institute has its branches in over 50 plus countries and
[17:54:02] have over 10,000 plus hiring companies covering the topmost MNC's as well. The institute provides provision methodologies, adaptable resources,
[17:54:14] metal tested strategies and the worldclass support to the organizations. in product management. Simply learns professional certification
[17:54:28] in product management is one of the top four worldwide certified programs in product management. This course is in partnership with SPJN School of Global Management and involves four months of rigorous live training with SPJN top
[17:54:44] faculties across Australia, Dubai and India along with live sessions from top product leaders. This program prepares you to become a product manager via an exhaustive curriculum covering all the aspects of
[17:54:59] product management and educates you on the latest industry trends. advancements and related industry applications from top products experts via live sessions.
[17:55:11] top products experts via live sessions. The program provides a 150% salary hike and is connected with 2900 plus hiring partners. The program will take you towards product strategy, new product ideations, product development, product
[17:55:26] life cycle management, designing thinking, UIUX and many more different concepts of product management. The top companies that are hiring product managers via the simply learn product management course are Amazon, Microsoft,
[17:55:42] management course are Amazon, Microsoft, Google, IBM, Adob, LinkedIn, Deote, Airbus and many more. Now let's take a look at the certifications available for project managers. The certification that are fit
[17:55:56] for project managers are project management professional that is PMP. Project management professional is an international acknowledged professional designation proposed by the project management institute. Gaining a
[17:56:12] PMP certification can help you an acquisition in your professional and personal growth. The PMP certification can help you showcase your skills and get you work globally recognized. It allows you to prove your experience and
[17:56:29] allows you to prove your experience and competence to lead and direct projects. competence to lead and direct projects. PMI agile certified practitioners. PMI agile certified practitioners. The PMI ACP training empowers you to
[17:56:42] become a skilled agile professional with knowledge of broad range of agile methodologies. ACP is PMI's fastest growing ACP is PMI's fastest growing certification and recently ACP PMI has
[17:56:55] been updated with additional of the agile practice guide certified association in product management. The certified association in project management is a vendor neutral entry-level certification to help
[17:57:11] individuals formulate project management skills. It is one of the several certification issued by the nonprofit project management institute that is PMI
[17:57:24] certified scrum master. This CSM certification course is focused on providing an improved understanding of scrum methodologies and their implementation. It helps you to become a certified scrum master a designation
[17:57:38] certified scrum master a designation offered by scrum alliance to which who you have completed a CSM certification course and demonstrate their understanding by passing the exam. Project in controlled environments. It
[17:57:52] Project in controlled environments. It is also known as prince 2. Prince 2 or project in controlled man and manner environment certification is a processbased project management method that offers a systematic approach to
[17:58:05] delivering a successful project with clear templates processes and steps. You know so far we have understood a lot about how product managers are different
[17:58:17] from project managers. Now let's understand how product managers and understand how product managers and project managers work together. So a product manager sets the trajectory for a project by creating visions of the uh
[17:58:32] and goals by doing market research and knowing the customer's requirement and the project manager brings these visions and goal into the reality by working on the projects and develop the products. With this we have came to the end of
[17:58:48] this session. But before we wind up let's know what is the average salary of let's know what is the average salary of product managers and project managers. The average salary of product manager in India is approximately 10 lakhs and in
[17:59:01] India is approximately 10 lakhs and in US is approximately $90,000 to 1 lak $60,000. The average salary of project managers The average salary of project managers is 10 lakhs in India and in US it is
[17:59:15] is 10 lakhs in India and in US it is $75,000 for a freshest and $140,000 $75,000 for a freshest and $140,000 for an experienced person in US. Let us know which profession you are aiming for. Do let us know in the
[17:59:29] comment section below. Product managers and product owners are two terms that may sound quite similar, but when it comes to roles and responsibilities and the work focus, both terms are way too different from each other. So, let's
[17:59:42] understand the difference between product managers and product owners. But before moving ahead, don't forget to subscribe to our channel so that you never miss an update from SimplyLearn.
[17:59:55] And before we move on with our session, here's a question for all of you. Which organization are you planning to join as a product manager? Do let us know in the comments section below. Today we'll start this session by understanding who
[18:00:08] is a product manager and then we'll understand who is a product owner. Moving ahead, we'll understand what is the focus of both roles and then we'll know the skills necessary for a product manager and a product owner. Then we'll
[18:00:22] understand the difference between product managers and product owners. And then we'll discuss the switching in the roles. And then we'll understand does an organization need both roles. And stick to the end because we will wrap up this
[18:00:36] session by talking about the salaries of both product managers and product owners. Now let's start this session and understand who is a product manager. A product manager is the one who defines what success looks like for a product,
[18:00:51] articulates what that success looks like in terms of a product, and rallies a team to make that vision a reality. They do this by determining the customer need and the more significant business objectives a product or feature will
[18:01:05] accomplish. Product management is responsible for strategically directing the creation, introduction to the market, ongoing maintenance, and enhancement of a company's products. The long-term strategy, product vision,
[18:01:18] market trends, and the discovery of new opportunities are the primary responsibilities of a product manager. To ensure a product's effective launch, product managers oversee tasks and groups of people. In addition to
[18:01:32] conducting user research, this expert sets a long-term product strategy and a product roadmap and decides which features to include. Although it's frequently not clearly defined, the position of a product manager or PM is
[18:01:47] crucial and critical in many businesses. All product managers lead the development of products and are ultimately in charge of the success of those products. Even if the duties of PMs vary quite a bit among industries
[18:02:01] and enterprises, product managers monitor the market and conduct competitive analysis while serving as a point of contact between a company's business, its developers, and its customers. A product manager can be
[18:02:14] anyone with the right mindset who is curious and willing to learn. The manager collaborates closely with the development team and is in charge of coordinating the efforts of all groups working on a product including the
[18:02:27] engineering, design, marketing and sales teams. Production must be regularly tracked and managed to ensure that it meets quality standards and client specifications. Now let's understand who is a product
[18:02:41] owner. A product owner is a specialist who makes certain a development team completes duties that enhance a product. Additionally, they act in the clients and their consumers best interest. The
[18:02:54] position is derived from scrum project management. A framework for setting up the team dynamics and duties for a project. The backlog or list of necessary work is likewise managed by the product owners. To help their team
[18:03:08] know what to focus on, the product owner lists each step in the backlog along with a description of what it requires. These experts consequently frequently possess extraordinary strategic and communication abilities. A product owner
[18:03:23] acts as the organization's point of contact when using Scrum to keep all sections of the business updated on a project's progress. A key position called product owner is in charge of speaking on behalf of the development
[18:03:37] team's interests to the client. Their responsibility is to guarantee that a user advocate attends development meetings. Representing the customer's interest to the development team is the responsibility of a strategic role. They
[18:03:51] ensure a user advocate is present at all development meetings. The product owner is in charge of preserving and enhancing the product roadmap to maximize the value of the goods. The primary point of contact for the design team to identify
[18:04:06] the product specs is the product owner. This product roadmap will consist of a prioritized list of client requirements. It is the responsibility and accountability of this expert to identify and prioritize user needs. Now
[18:04:21] let's understand what both roles focus on. So, let's begin with knowing what a product manager focuses on. The following categories can be used to organize some of the product manager's tasks. Number one, by doing user
[18:04:35] research and revealing key insights, learn what users need. Number two, develop the long-term vision and plan for the product. Number three, bring the team together around a unified product roadmap. Number four, choose the
[18:04:51] upcoming features to be built. Number five, offer clients features that work and make them happy. Number six, promote alignment concerning the overall strategy and direction of the product across the team, partners, and external
[18:05:06] stakeholders. Number seven, examining client needs. Number eight, researching a good service, rival, or market. Number nine, collecting and evaluating customer reviews of a product or service. Now
[18:05:21] let's know what does a product owner focus on. The only person in charge of backlog grooming is the product owner. The product owner also does the following. In addition to that, number one, prioritizes the user stories and
[18:05:36] organizes them in the product backlog based on the user pains and problems the customers are experiencing. Number two, to make sure that the development team knows what to work on next, the team builds and prioritizes production
[18:05:50] processes. Number three, participates in all scrum and agile meetings to make sure that the development activity is in line with the road map established by the product manager. Number four, conveys to the development team the
[18:06:04] conveys to the development team the customer's voice. Number five, input to the product manager on the validated road map. Number six, transform the project manager's goals into actionable tasks. Number seven, make these jobs
[18:06:19] part of the employees everyday obligations. Number eight, user stories should be written for the development team. Number nine, maximization of the value of the product produced by the development team's efforts.
[18:06:33] Now, let's move this session toward the responsibilities of both roles. Now let's see what are the responsibilities of a product manager. To maintain, develop and increase the sales of current products. A product manager must
[18:06:48] communicate with several internal and external business stakeholders. They also must do research and come up with ideas for new products based on their interactions and experiences. A product manager must do market research,
[18:07:02] undertake margin analysis, and evaluate performance to analyze product demand, positioning, and profitability as well as forecast future trends. Product managers also make pricing, branding, and other decisions. The very first
[18:07:18] responsibility of a product manager is monitoring competitors. Finding and analyzing your competitor's products, prices, and sales and marketing strategies is known as competitive monitoring. Sometimes known as
[18:07:30] competitive analysis. The next responsibility of the product manager is understanding the user's needs. It is your duty as a product manager to determine the target market and to understand the people who use your
[18:07:43] service or your users and what they want to do to build a solution that works for them. The next responsibility is assembling market research and competition data. By conducting market research, you might
[18:07:58] Investigating your competitors may enable you to set your business apart. For a competitive edge for your small business, figure out how to combine them. To learn more about the market, product managers speak with data
[18:08:12] scientists. The next responsibility is monitoring internal stakeholders. Monitoring stakeholders is the process of looking closely at stakeholder relationships for products, tailoring
[18:08:24] engagement tactics for stakeholders through changes to engagement strategies and plans, and observing and managing the team. Translation, transferring information from the design team to the development team. The next
[18:08:39] responsibility of a product manager is to achieve the product goals and objectives. Product goals translate the product vision into specific measurable objectives. They are quite detailed in terms of your product's performance
[18:08:52] after it is completed and how you'll measure it. The last responsibility of the product manager is depicting the parameters for product accomplishment. By providing the metrics and data, one may obtain a sense of how to position
[18:09:06] the product successfully in the market. responsibilities of a product owner. Both product owners and managers are involved in the process of developing new products, but their responsibilities
[18:09:20] are distinct in terms of how they accomplish objectives and where they are located at various stages of the process. The very first responsibility of product owners is engaging stakeholders.
[18:09:34] Product owners often collaborate with internal stakeholders inside the interactions with managers, their departments, and the board of directors. To develop the goods and provide answers, these experts gather data from
[18:09:48] various parties to enhance user stories in the backlog. A product owner may speak with end users directly. When developing a product, taking into professionals and customers may help both roles perform their
[18:10:03] responsibilities more successfully. Moving on to the next responsibility of a product owner is taking care of obligations. Product owners concentrate more narrowly on small-scale activities. Product
[18:10:17] owners are in charge of a project's day-to-day operations and details, while product managers focus on the project as a whole. To asssure product fulfillment, these experts may, for example, oversee the manufacturing team, create a
[18:10:31] backlog, and work with warehouses. The next responsibility of a product owner is analyzing customers. Similar research is conducted by product owners to understand the needs and preferences of the target market. But
[18:10:46] they are also in charge of teaching the whole team about these topics. Product owners and scrum teams see to it that all team members incorporate consumer perspectives while creating or updating these features. Along with the product
[18:11:00] manager, they also help the backlog be optimized based on client input and check to see if a product adequately incorporates it. Moving forward, the next responsibility of a product owner is directing group efforts.
[18:11:15] Product owners often collaborate with teams daily to make sure they correctly follow a plan and meet backlog requirements. As a consequence, they could collaborate with product managers to choose the most important features
[18:11:28] and the most suitable schedule. Additionally, these experts could let designers know what is expected of them and assist them in creating mock-ups or prototypes. The next responsibility of a product
[18:11:41] owner is product backlog management. The product owner must compile the backlog of items and prioritize them following the overarching strategy and corporate goals. The product owner will also need to map out project dependencies to
[18:11:55] determine the proper order of development. But the product backlog isn't just a list of things to accomplish. It's a dynamic document that has to be updated often in response to changing project requirements as it
[18:12:08] develops. And the last responsibility of a product owner is observing the stages of development. The product owner should devote a substantial amount of time to managing the actual creation of the product once the vision, strategy, and
[18:12:23] product priorities have been established. They play a significant role in all phases of the event, including planning, fine-tuning, reviewing, and sprinting. The agile product owner collaborates with
[18:12:35] stakeholders throughout the planning phases to determine and arrange the tasks necessary for the following iteration. After that, they will get together with their team to polish the procedure, pinpoint any problems, and
[18:12:48] assist with the sprint. Now, let's move on to the skills of both product managers and product owners. So, let's begin with skills required by a product manager. Strategic thinking. Understanding your position in the
[18:13:02] market, concentrating on the goals, and seeing chances can help you plan and build tactics. Leadership skills. The capacity of a person to inspire and guide a team of others working together to accomplish a common objective and
[18:13:17] time management. The capacity to effectively manage time so that the product may be delivered in the allotted time. Empathy skills, the capacity to relate to and comprehend the ideas and feelings of another person. Empathy
[18:13:31] requires placing oneself in the other person's position. Communication skills. How one interacts with others and the act of imparting knowledge. Our ability to communicate effectively allows us to provide information in a way that the
[18:13:46] audience can comprehend it. Presentation skills. The capacity to convey in an engaging, original, and visually appealing manner. Now, let's move ahead and know the skills required by product owners. Design reasoning to promote
[18:14:03] product breakthroughs. Product owners must feel at ease creating environments. Analytical skills. The management, evaluation, and approval of the product backlog should be the top priority for a
[18:14:17] product owner. For this reason, they need to be adept analysts who can review products and upgrades critically and come up with logical remedies rapidly. Cooperation abilities. Product owners who act as liaons between scrum teams
[18:14:34] must be at ease with continual engagement. They should prioritize cooperation and be at ease with delegating, dispute resolution, and interacting with people of all temperaments and emotions.
[18:14:46] Decisionmaking. Another essential ability for product owners is decision-making. The product owner, a senior member of a product development team, makes several choices every day, including choosing which items to add to
[18:14:59] the product backlog, how to rank them, and how to inform the team of these decisions. Resolution of disputes. The resolution of disputes is the capacity to resolve problems using established techniques or
[18:15:13] developing new ones. Because of the many parties engaged in the project, disputes may arise often for you as the product owner during the product development cycle. Aptitude for learning. One of the most crucial qualities for product
[18:15:28] owners to have is an aptitude for learning. It's crucial to be a breast of the most recent market trends, customer demands, and corporate requirements. understand the difference between
[18:15:42] product managers and product owners. Product managers have a greater strategic role with broader corporate objectives in mind. They define and map out the product management process across the product life cycle. Whereas
[18:15:56] product owners take on a more proactive role and prioritize immediate fulfillment by creating customer stories the team can utilize to make more user-led decisions for product development. They assist in maximizing
[18:16:09] the value of the product. They concentrate on the market, corporate goals and the product's vision. Whereas product owners collaborate with crossf functional agile teams to carry out these needs by
[18:16:23] converting the product manager strategy into concrete activities. The why, who and what are the responsibility of the product manager. Their roles reach might vary greatly or be very constrained based on a variety
[18:16:38] of variables. On the other hand, a product owner's scope is often smaller than a product manager's. Product owners are in charge of the how. Artifacts like a product road map, a product vision card, or a product
[18:16:52] requirement document are frequently the responsibility of product managers. Product backlogs, sprint backlogs, and the definition of done are just a few examples of the artifacts that product owners must create and manage.
[18:17:09] Product managers may oversee the product discovery procedure enabling team But on the other hand, many of the product ceremonies that take place throughout the product life cycle, such as sprint planning and backlog grooming,
[18:17:22] also include product owners. The product manager is very knowledgeable about consumer goals and how to ease their problems. And the development team's customer expert is the product owner. The
[18:17:35] multiddisciplinary product team is led by the product manager. They are ultimately in charge of achieving business and product objectives and also report progress to executives. Whereas the implementation activities are
[18:17:49] overseen by the product owner on the development team to decide which features the development team will focus on next. They collaborate closely with the product manager and other product team members.
[18:18:02] Based on client feedback, the product manager fine-tunes and modifies the product strategy and vision. But product owners make sure that consumers opinions various products are made within the company.
[18:18:17] Long-term customer support and continuous product capabilities are priorities for product managers. Whereas product sprints and releases continue to get product owners short to midterm attention.
[18:18:31] Plans and important business results are the responsibility of the product manager. Delivering value to the end users is the responsibility of the product owners. Product managers must communicate with
[18:18:44] the product teams even if they are customerf facing. They must work on wireframes and prototypes and attend scrum sessions. This is because it's up to PMs to determine the overarching vision making it crucial to collaborate
[18:18:58] closely with the product teams. And product owners need to comprehend and sympathize with client needs. If they don't have this, every product they develop will continue to overlook different client pain issues.
[18:19:13] Now the next phase is knowing the switch in the roles of a product manager and product owner. So the first question that arises is can So the first question that arises is can a product manager be a product owner?
[18:19:26] A product manager's role encompasses end-to-end product management including feature functionality, product road mapping, and reacting to customer input in addition to product development and scrum. A product manager can also be a
[18:19:40] product owner because they have a common objective. While the two jobs have the same goal of recognizing client needs and turning those needs into technological requirements, their respective scopes and objectives differ.
[18:19:54] Leaders must thus decide which of these product specialists their company requires and in same ways the next question is can a product owner be a product manager? So the answer is a
[18:20:08] product manager and owner can be the same individual. There are undoubtedly many duties and objectives that overlap with both jobs. But because of this, it makes it logical that many businesses utilize a single person to meet the
[18:20:22] requirements of both positions and use the scrum product owner as an agile product manager as Roman Piltchure points out. But the thing that comes next in our mind is does an organization need both roles? Instead of the titles
[18:20:38] that will be used, the true question regarding what a firm requires must start with what the desired product outcome is. Prioritizing business value comes first, followed by evaluating the responsibilities and procedures of the
[18:20:52] product management team to support those objectives. A business system that lacks flexibility frequently has structures and processes built into it. A review of current work assignments, obstacles to be overcome, the overall decision-making
[18:21:07] process, and the desired outcome are all necessary. A better understanding of the business's operations will exist once all of these issues have been evaluated, solved, and prioritized. You'll be able to identify any issues, delays, or
[18:21:24] subpar product management. You could discover that there are new ways in which you can acclimate to the product management framework. It is possible to combine product ownership and management with other tasks such as product
[18:21:37] marketing. Now coming to the end of our session, let's discuss the salary of product manager and product owners. The average salary of a product manager in average salary of a product manager in India is 10 locks perom and in the US is
[18:21:51] India is 10 locks perom and in the US is 90,000 to 160,000 US perom. The average salary of a product owner in India is 13 locks and in the US is approximately one lock US perom. >> Why product backlog is important? The
[18:22:07] product backlog is a fundamental component in agile and scrum methodologies serving as a dynamic prioritized list of features, enhancements, bug fixes, and other changes that are needed to improve a
[18:22:21] product. Prioritization. The team can prioritize tasks based on the product's requirements and the value they bring to stakeholders. Transparency. The product backlog offers a clear view of upcoming work, ensuring everyone understands the
[18:22:37] project's direction and goals. Flexibility. It allows for the easy integration of changes and new ideas into the product development process. Focus. With a well-defined list of tasks, the team can concentrate on
[18:22:53] completing the most valuable ones first. Efficiency. It enables the team to select work from the backlog as they have capacity optimizing workflow and productivity instead of being overloaded with tasks. Let's understand what is a
[18:23:09] product backlog in agile. The product backlog in agile is like a big to-do list for a project specifically for those projects managed using agile methodologies which are approaches to software development that emphasize
[18:23:22] flexibility, collaboration and customer feedback. Imagine you're planning a big party which represents the final product. Your to-do list, the product backlog, includes everything you need to do to make the party happen. This list
[18:23:37] might include tasks like send out invitations, buy decorations, plan the menu, and so on. Each task is important for the party to be successful. In the context of a software project, this list includes all the features, functions,
[18:23:53] requirements, enhancements, and fixes that need to be addressed to make the final product meet the customer's needs. These items are typically listed in order of priority with the most important or urgent items at the top of
[18:24:06] the list. The team working on the project will regularly review this list, often in a meeting called the backlog grooming session. But what is backlog grooming? Let's understand what is backlog grooming. Backlog grooming is a
[18:24:21] term commonly used in agile software development. Imagine you're planning a trip and you have a list of things you want to do or places you want to visit. Your list might include things like booking flights, reserving
[18:24:35] accommodations, and planning activities. Now, think of this list as your backlog in agile terms. It's a list of tasks or features that need to be completed for a project. Backlog grooming is like going through this list regularly to make sure
[18:24:51] it's organized, prioritized, and ready to be worked on. Here's how it works. Reviewing and adding items. You start by looking at the items on your list backlog and making sure they're still relevant and needed. If there are new
[18:25:06] ideas or requirements, you add them to the list. Prioritizing. Not all tasks are equally important. You need to decide which ones should be done first. So, you prioritize the items on your list based on factors like customer
[18:25:22] needs, project deadlines, or business value. Breaking down tasks. Some items value. Breaking down tasks. Some items on your list might be big and complex. It's easier to work on smaller, manageable tasks. In backlog grooming,
[18:25:36] you might break down big tasks into smaller ones so they can be completed more easily. Estimating effort. It's important to have an idea of how much time and effort each task will take. During backlog grooming, you might
[18:25:50] discuss and estimate the effort required for each item. This helps with planning and resource allocation, ensuring clarity. Everyone involved in the project should have a clear understanding of what each task entails.
[18:26:05] Backlog grooming provides an opportunity to clarify any doubts or questions about the items on the list. Keeping it up to date. Backlog grooming isn't a one-time date. Backlog grooming isn't a one-time thing. It's an ongoing process. You
[18:26:19] should regularly review and update the backlog as the project progresses and new information becomes available. All right. So after that as the project progresses the team selects items from the top of the product backlog to work
[18:26:33] on during each development cycle called a sprint. Now what is sprint? A sprint is a time box period usually one four weeks during which the development team works on a set of items from the product backlog to create a potentially
[18:26:48] shippable product increment. Sprints provide a focused concentrated effort to deliver valuable work within a short time frame. At the beginning of each sprint, the team selects a set of items from the product backlog based on their
[18:27:03] priority and capacity to form the sprint backlog. They commit to completing these items by the end of the sprint. Once the sprint is over, they review the work and present it to the stakeholders, usually the customer or client for feedback. All
[18:27:19] right. Now let's understand what's in a product backlog. A product backlog serves as a comprehensive checklist for a project team outlining all the tasks required to enhance the product's quality. It encompasses various
[18:27:34] elements. User stories, brief narratives detailing desired features from the perspective of the end user, structured as as a type of user, I want an action
[18:27:46] so that a benefit value. Bugs issues. Any flaws or malfunctions within the product are documented here for resolution. Tasks. These entail specific actions necessary for fulfilling a user story or rectifying a bug. Enhancements.
[18:28:04] Suggestions for improving the product's functionality or value not necessarily related to troubleshooting. Technical work tasks related to enhancing the product's technical aspects such as codebase refinement or software
[18:28:19] component updates. knowledge acquisition activities aimed at empowering the team with essential insights or skills for making informed decisions such as research or exploration tasks. And there you have it. We've explored the ins and
[18:28:35] outs of the product backlog in Azure. By understanding its importance and how to manage it through backlog grooming, you're well equipped to steer your projects towards success. Do you remember when the first iPhone came out
[18:28:48] remember when the first iPhone came out in 2007? It was a gamecher. But if you try to use the same iPhone today, you might feel outdated. That's because technology moves fast and customer demands keep evolving. So tech giants
[18:29:01] like Apple must keep innovating and investing heavily in research and development to stay ahead. Keeping track of the entire process from ideathon to product launch is a massive task especially for companies dealing with
[18:29:16] complex manufacturing and global distribution. This is where the product life cycle management PLM comes in. Before product life cycle management, companies had a really tough time. Different teams didn't always talk to
[18:29:29] each other, and it was hard to keep track of all the information about a product, causing problems like delays and products that didn't quite hit the mark. Apple saw this and knew they needed a better way to manage their
[18:29:42] products from start to finish. So, they came up with PLM strategies, that is product life cycle management strategies, and special computer programs to help everyone work together better. With product life cycle
[18:29:55] management, everyone involved in making and selling the product could share information and work together very smoothly. So this was how Apple keeps launching new innovative products like the latest iPhone or the Apple Watch
[18:30:09] while phasing out the older models. So if you have ever wondered how companies like Apple keeps delivering such cuttingedge products, it's all about managing the entire life cycle effectively. In this video, we will
[18:30:22] explore what PLM is that is product life cycle management. The various phases and steps involved, its benefit through a simple example. Let us now understand what is product life cycle management. Product life cycle management is like
[18:30:36] the blueprint that guides companies through the entire journey of a product from its birth to its retirement. Take for instance the evolution of smartphones. In the development stage, companies like Apple or Samsung spends
[18:30:49] month designing and perfecting the new phones, deciding on features like camera quality, battery life, and screen size. Once the design is locked in, they move on to the introduction stage where the new phone is launched with much fanfare
[18:31:02] and marketing buzz. As people start buying the new phone, it enters into the growth stage. Sales skyrocket and the company may even release updated versions with a better features like enhanced cameras or faster processors to
[18:31:15] keep up with the demand and stay ahead of the competition. But eventually every phone reaches to the maturity stage. Competitors catch up and sales starts to level off. That's when companies might offer discounts or bundle deals to keep
[18:31:29] customers interested, but inevitably sales begin to decline as new models hit the mark. And that's where the PLM shines throughout the entire process. It helps companies to make critical decisions like when to release updates,
[18:31:42] how much inventory to keep and when to discontinue the product altogether. By effectively managing the product life cycle, companies can stay agile, maximize profit and always offer their customers the best products. Now that we
[18:31:55] have discussed what product life cycle management is, we will now understand the different phases of product development. When it comes to products, we go through a journey from just being an idea to becoming a real tangible
[18:32:07] thing that customers can buy and use. This journey is what we call the product life cycle and it has several phases. Let's use the example of a new smartphone to illustrate these phases. It all starts with the concept and
[18:32:19] design phase. This is where the magic happens. The initial ideated core features and requirements. Once the concept is locked in, we move on to the
[18:32:33] development phase. Here the detailed designs and prototypes are created, tested and refined based on the real world feedback. Imagine engineers tinkering with different models, running all sorts of validation tests and making
[18:32:45] sure the smartphone is ready for the prime time. With all that hard work the launch phase. This is where the final market ready version of the smartphone is produced and rolled out to the stores and online outlets for
[18:32:59] customers to get their hands on it. But the journey doesn't end here. After launch comes in, the service and support phase where the company provides assistance, updates, and resources to help customers get the most out of their
[18:33:11] new smartphone purchases. Eventually, even the best product reach out to the retirement phase where the company figures out the best way to phase out an aging product. Maybe offer incentives for upgrades and potentially recycle or
[18:33:27] repurpose components for future innovations. So there you have it, the five key phases that product typically go through in the product life cycle management. Let me walk you through the stages of product life cycle management.
[18:33:40] Every product goes through different stages during the lifetime known as the product life cycle. This cycle starts when the product hits the mark after development and ends when it's taken off the shelves or discontinued. Learning
[18:33:52] the product life cycle management can help improve your chances of success in product management. While it's just a model and not perfect, it provides a useful approximation to understand the stages what a product goes through. The
[18:34:05] four main stages are introduction, growth, maturity, decline. We will now learn about the different stages in detail. So let's talk about the stage one which is introduction. In this stage, a new product is launched into
[18:34:18] the market after development. Companies typically spend a lot on promotional efforts like advertising and getting the product onto shelves and in front of the customers. Example, when Apple launches a new iPhone model, they heavily market
[18:34:31] and advertise it across the channel. They also work to get it stocked at mobile carriers and retail stores worldwide for the release date. This is usually little to no profit made at the stage as the cost of the launch are so
[18:34:44] high. The first buyers tend to be innovators and the early adopters excited to try the new offering despite potential issues. Let us now talk about the stage two which is the growth stage. In this stage, the product moves to the
[18:34:57] growth stage where the consumer demands accelerates. The primary objectives are to rapidly gain as much as market share as possible and bring aboard new customer segments. Your focus shifts to aggressive marketing, promotions, and
[18:35:11] added product features and models to appeal to different customer groups. For example, Apple markets the new iPhone to different audiences like professionals, gamers, photographers, etc. They add new color options and storage capacities to
[18:35:26] give buyers more choices. Retail channels and online ordering systems have to handle the huge surge in demand. It's critical to capture as much as market share as possible in this phase while optimizing pricing for both growth
[18:35:40] and profitability before too many competitors emerge. Let us now move on to stage number three which is the maturity stage. After an initial growth spurt, the product life cycle reaches to its maturity stage where the market
[18:35:53] becomes saturated and sales growth starts flattening. The main goals transition to maximizing profitability, defending market share and increasing competition. Companies may introduce product variations and new
[18:36:06] models while leveraging lower prices, promotions and revamped marketing. We can say for example, Apple continues releasing updated iPhone models like 11, 12, 13, etc. every year with adding new designs, features like better camera and
[18:36:21] prices spanning different segments. Older models get discounted. Marketing emphasize what differentiates them from the latest Android rivals. As a product manager, your focus is on continuously improving production and operational
[18:36:35] efficiency to cut cost and maximize profit. During this extended maturity stage of the product line, we will not talk about the stage four which is the decline. Eventually, even the most successful products enter a inevitable
[18:36:48] decline stage. As the market becomes saturated and innovations start making the product obsolete or you can say unappealing, companies may try to resegment the market with new models or versions, promote different usage
[18:37:02] occasions, cut prices dramatically to flush out remaining inventory or ultimately discontinue the product. For example, Apple could release an ultra affordable iPhone for emerging markets or focus on just core basic functions or
[18:37:15] they could use transition customers to a new generation of foldable AR enabled devices once smartphone sales bottoms out. As a product manager, your role is to determine if anything can be done to breathe out new life into the product
[18:37:29] line or just oversee the cost effective wind down and transition customers to replacement offerings. For product managers, understanding and planning for each product life cycle stage is very important to make the product a big
[18:37:43] success. We have now discussed all the details. Let us now delve into how this tracking is achieved. By measuring product life cycles, companies must make more than just the same products forever. They must continually innovate
[18:37:57] they know when it's time to move on to something new? The answer lies in carefully measuring and tracking key performance indicators which is KPIs across the product life cycle. Here are some of the crucial metrics companies
[18:38:11] use in the development stage. The main work is on prioritizing user problems and building viable solutions. Key metrics here are on-time delivery and team velocity. During the launch phase, your goal is to achieve product market
[18:38:24] fit, user engagement, conversion rates, feature adoption, net promoter score, NPS, and customer satisfaction score. or we can say CSAT are crucial metrics to measure product market fit. You can also use methods like the seam ls survey
[18:38:38] use methods like the seam ls survey cohort retention rate NPS over 30 or the 30% referral method. Now in the growth phase, your focus is on gaining market differentiation and growth experiments. Track user engagement, NPS referral
[18:38:52] rates, customer acquisition rates, market share and even churn rate. In the maturity phase, aim to retain customers by creating product distinctions and reducing cost. Monitor ARPU retention rates, new feature development and
[18:39:06] adoption rates of new features. Finally, in the decline phase, you can either pivot to find new areas for growth or gracefully sunset the product. Track burn rates, monthly recurring revenue, and annual recurring revenue. Remember
[18:39:19] qualitative data is also important throughout these phases to understand user experiences and sentiments. So that was all for measuring product life cycle. Let us now talk about the future of the product life cycle management.
[18:39:31] Product life cycle management isn't just a passing trend. It's the future of how companies will manage their products. With rapid advancements in technology and shifting consumer preferences, PLM is poised to undergo significant change
[18:39:45] with new technologies like AI, better teamwork tools. Companies can crunch data and collaborate better, making products faster and smarter than ever before. Plus, there is a big focus on being eco-friendly. Product life cycle
[18:39:59] management is the key to making sure everything from design to disposal is green as possible. Furthermore, as global connectivity increases, PLM interconnected, allowing for seamless collaboration between teams regardless
[18:40:12] of the location. Realtime data sharing and analysis will enable agile decision making, ensuring companies stay ahead of the curve in today's fast-paced market. Hey there, ever wondered what it takes to manage some of the world's most
[18:40:26] successful products? What if you could learn from top experts and become the product manager that companies are desperately looking for? Well, that's exactly what the product management certification by simply learn and SPG
[18:40:41] school of global management offers you. So why should you join this program? Here's the deal. Product management is one of the most exciting, fastest growing fields today. Companies everywhere are looking for people who
[18:40:54] know how to launch, manage, and improve their products. This program gives you everything you need to succeed from hands-on experience with real world projects to access to top tier instructors. You'll be learning live
[18:41:09] online and interactively with industry experts who have worked at places like Google, Facebook, and Amazon. Not to mention, you'll also earn a professional certificate from SPG, one of the top business schools in Asia. Now, let's
[18:41:23] talk about what sets this program apart from the others. The curriculum is designed to give you more than just the basics. You'll dive deep into real product challenges from companies like Netflix, Instagram, Tesla, and Nike.
[18:41:37] These aren't just hypothetical cases. They are problems these companies have faced and you will get to solve them. Plus, you'll get a toolkit that includes everything you need to succeed. Tools like Jira, Mix Panel, Google Analytics,
[18:41:51] and Balsamic. Tools that real product managers use every day. Let's talk about what you'll actually learn in this program. The course is designed for both beginners and experienced professionals. And it covers everything from product
[18:42:06] strategy to launch and growth. You'll learn how to build a product road map, how to integrate design thinking into your strategy and how to analyze market data to make informed decisions. Plus, you will dive into AI and generative AI.
[18:42:21] Yes, chat GBT midjourney tools that are transforming the product management landscape. Whether it's product IDON, prototyping or product life cycle management, you will be ready for all. In this course, we will cover a wide
[18:42:35] range of skills and tools that are essential for any product manager. These include product strategy and market fit, rapid prototyping, designing and managing the product life cycle using agile and lean methodologies, conducting
[18:42:50] product analytics using Jira, Mix Panel and Google Analytics. And by the end of this course, you will be a product management pro ready to take any challenge. You'll also work on real world projects at companies like
[18:43:03] Facebook, Tesla, Instagram, and Nike have faced. You'll get hands-on experience solving problems on improving product features, increasing user retention, and figuring out what a product succeeds in a competitive
[18:43:16] market. You'll apply your learning on these projects, creating a portfolio that will impress your employers. Now, if you're ready to dive into the product industry, this program will get you there. With product management being one
[18:43:29] of the hottest job sectors today, companies need skilled professionals who can not only manage products but also innovate and lead. And by the end of this program, you'll have the skills, experience, and the certification to
[18:43:41] stand out in this fastpaced field. And the best part is firms are actively hiring product managers with the skills you'll gain from this program. Companies like Amazon, Google, Facebook, Oracle, and Microsoft are just a few examples.
[18:43:57] They need product managers who understand data, technology, and user needs to create products that make a difference. And with the SPG certification on your resume, you will be in the best position to land these
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[18:44:48] Today we'll start this session by understanding what is product management and who is a product manager. Following that we'll cover the different type of product managers and their roles and responsibilities.
[18:45:02] difference between a product manager and a project manager and the skills that are necessary to start your career as a product manager. and stick till the end because we'll wrap up this session by knowing the top companies that are
[18:45:17] hiring product managers and the average salary of a product manager. So without any further delay, let's move on to the first phase of our session. What is product management? Product management is managing the
[18:45:31] process of the product throughout the life cycle from strategizing to design and development to branding of the product. Product management involves strategizing products to enhance the profits of the business. Creating
[18:45:45] customers value, creating road maps to get a clear idea product, specifying functional requirements and creating blueprints.
[18:45:58] Then the development of the product is done as per the requirements. And once the product is developed, it is necessary to take customer feedback and necessary to take customer feedback and finalizing the price of the product.
[18:46:11] Now let us understand who is a product manager. The product manager is the one who leads the team by managing the product throughout the life cycle from strategizing to design and development
[18:46:25] to branding of the product. The product manager is the mini CEO of the product as he leads the product within the organization. The product manager is an important organizational role that focuses on
[18:46:39] long-term vision for a product. The role concentrates on the marketplace and plans the success of the product by analyzing the market needs for the product. The product manager sets the strategy
[18:46:54] and road maps for the product in order to provide a relevant and valuable product to the customers. The product manager acts as an association between business developers and users.
[18:47:07] The product managers can relate to different operations based on organization working for for example research and development, marketing and sales or testing or maintenance for the product.
[18:47:21] The product manager is the individual who looks after delivering a valuable product to the market addressing the market needs. The primary focus of a product manager is to gather the market requirements and strategize the product
[18:47:35] as per that only. The manager ensures that the product meets the needs of the market and the customer. This role is responsible for providing business to the company by developing new products and improving the already existing
[18:47:49] products. Now that you know who is a product manager, here's a question for you. What according to you is the best product in the market and why? Let us know in the comment section below.
[18:48:03] Now there are various type of product managers. Every organization defines the role of a product manager in its own ways. On the basis of roles and responsibilities, the product managers can be differentiated into various
[18:48:17] different types. So let's move ahead and understand the different types of product managers. The very first type of product manager is a product manager. The manager manages the entire product life cycle
[18:48:31] that looks after every aspects of a product that is strategizing, road product that is strategizing, road mapping, development, branding etc. The other type of product manager are product owners.
[18:48:45] The product owner is an individual who defines the user stories and create a product backlog. The product owner is the primary point of contact on the behalf of the customers. The third type of product manager is distributed
[18:48:59] of product manager is distributed product manager. The manager looked the various distributed models of the product teams that is B2B, business to product teams that is B2B, business to business, B2C, business to customer or
[18:49:12] B2B to C that is business to business to customer. The next type of product manager is platform product manager. The one manages the internal stakeholder platforms involving web, mobile,
[18:49:27] softwares or hardwares. Moving on to the next type of product manager is technical product manager. The individual works with the engineering team and the internal stakeholders that is design team, development team and the
[18:49:43] technical leads. The last type of product manager is growth product manager. The manager focuses on improving the business growth by looking at the customer's growth equations and the activations.
[18:49:57] Now let's move ahead and know what are the roles and responsibilities of a product manager. The product manager looks after a lot of The product manager looks after a lot of works and operations of an organization.
[18:50:09] Some of the responsibility of a product manager includes defining the vision of the product, creating strategies, creating customers value, building road maps, specifying functional requirements, organizing the teams,
[18:50:25] designing and development of the product, data analysis and monitoring the product performance. When it comes to product management, many of us tends to get confused between a product manager and a project manager.
[18:50:41] So let's move further and know the difference between a product manager and difference between a product manager and a project manager.
[18:50:53] needs of a product from strategizing to design and development to branding of the product. On the other hand, a project manager deals with applying project. The product manager focuses on building
[18:51:09] up the value of the product. But the project manager focus on the on the work coordination. The product manager owns the what. On the other hand, the project manager owns the how.
[18:51:24] The product manager must be good at market research and strategic thinking. Whereas a project manager must be good at planning and budget organizing. The product manager brings the idea related to the product into the
[18:51:39] marketplace. On the other hand, the project manager uses specific skills to deliver a valuable product. Now let's move further and know the skills that are necessary to start your career as a product manager.
[18:51:54] The skills that are necessary for a product managers are strategic thinking, leadership skills, time management, empathy skills, communication skills,
[18:52:07] analytical skills, presentation skills, customer orientation, and self-confidence. To start your career in product management, you should be aware of the future scope of the field. So let's take
[18:52:21] a look at the companies that are hiring product managers. The topmost companies that are hiring product managers are Google, Microsoft,
[18:52:34] Amazon, TCS, Oracle, SAP, Oracle, SAP, HCL, Vipro, Zoho and many more. Now let's move to the end of this session and know what is the average
[18:52:50] session and know what is the average salary of a manager. So the average salary of a product manager in India is 10 lakhs peranom whereas the average salary of a product manager in US is approximately $90,000
[18:53:06] to $160 $60,000 perom. With this we have came to the end of this session. But before ending this session, which company would you like to work for as a product manager? Do let us
[18:53:19] know in the comment section below. So to get a push on your career to start as a product manager, start learning now. Welcome learners. Let's learn today more about product life cycle. Another interesting topic and part and parcel of
[18:53:35] your job as a product manager. All right, let's see. learners. It says every product whether it's you know a smartphone, a new app or even maybe a soft drink, it goes through a journey. That's right. This is called the product
[18:53:47] simple example learners. Consider a scenario that today you know what you have launched something known as an Uber app. All right, you launched this Uber app. All right, you launched this Uber app and the moment you launch it, let's
[18:54:01] say it's a new platform in the first place. All right, people may or may not be aware of it. Therefore, you need to do something. so that people start using it. Once they have used it, let's say you know you wanted people to first get
[18:54:15] used to this particular app. Now people are using it. Great. So you would like are using it. Great. So you would like to add some kind of new features. Once you've added new features, you've got good responses, then maybe you would
[18:54:28] look at something like profitability that you know now let's start earning money. And after some time it could be a possibility that people are done with this app. You know it's gone in decline phase and uh this is where you have
[18:54:41] let's say reducing sales so on and so forth has happened. Therefore every product definitely will go through a life cycle. It could be even be an app life cycle. It could be even be an app like Uber. It could be a smart TV. It
[18:54:55] could be a smartphone. It could be an electric vehicle. So all products definitely go through this life cycle which we'll look in detail. Let's say it says that you know there are stages beginning with introduction, growth,
[18:55:09] beginning with introduction, growth, maturity, decline. Question is why does product which is in introduction stage and you have a product which is let's say in maturity phase, right? Question is why does it even matter to identify
[18:55:25] which phase a particular product lies? The reason is simple. Whichever stage you are at, your decisions would be different. For example, when you are introducing a new product, let's talk of Uber itself. When you are
[18:55:41] introducing Uber to the world, you will invest a lot of money in marketing. You'll invest a lot of money in getting user feedback. Then you'll also let's say explore how to get more user acquisition.
[18:55:58] This is where your decisions related to investment of your resources, your investments related to scaling of your product depends. That's the reason it helps you make smart decisions. Let's consider a product you know let's say
[18:56:13] orut. Remember our long time back it used to be a social networking for example similar to Facebook it doesn't exist today right it went in what you call a decline phase therefore once in a decline phase your decisions have to be
[18:56:27] different maybe it could be phasing it out it could also be selling it to someone that's the reason in order to make smart decisions you must know which phase or let's say which stage of product life cycle you are at you know
[18:56:43] stages. It says introduction, growth, maturity and decline. We'll go through each and every stage in detail with few examples. Let's start with introduction. You know it says that focus on user education, revenue is low as awareness
[18:56:57] education, revenue is low as awareness builds. Remember when Uber launched they builds. Remember when Uber launched they used to give huge discounts plus coupons so that we get used to the product. This is they are in the introductory phase.
[18:57:14] That's the reason they are creating more of user education. They care less about revenue and more on the awareness. Therefore, when we are in the introduction stage, we need to convince people that hey, you know, this is a new
[18:57:27] product. Why don't you try it? Then we value their feedback and make changes to our product. Therefore, awareness, convincing early adopters that, you know, why don't you just try my product? This is what we do at an introduction
[18:57:40] stage. The primary goal is to create a awareness among potential customers. Let's come to the growth stage. Now we've launched Uber. All right. People are already using this product. What happens in growth stage? The product
[18:57:56] begins to gain popularity. Now people start using your product and they demand more of it. So let's say someone in the starting phase in the introduction phase used to book one ride. Now the same person is using Uber for all of the
[18:58:12] travel requirements. This is where you need to scale up. Therefore your investments would go in tech so that your product does not malfunction. It has got less number of bugs. At the same time you will increase your distribution
[18:58:27] network. For example, you will start onboarding more and more cabs. You will start onboarding more and more users, more and more logistics companies so that you have adequate distribution channel ready. Now this is where you
[18:58:40] have your brand loyalty. That means people are using your product. They are loyal. Now it's time to make them stick. How do you make them stick? Maybe launch a loyalty plan. This is where your growth stage comes in the picture.
[18:58:54] People become more aware. They start buying. sales rise and this is where your profitability also improves. Now let's talk this thing called the maturity stage. In this stage learners you must realize one thing that already
[18:59:09] people whom you plan to target you have reached. This is the let's say if this is a graph this is your target audience you've already reached here. Now what's going to happen is your sales instead of going like this they're going to be
[18:59:24] going somewhere like this. This is the reason we say that sales begin to play to as the market becomes saturated and more target C and most of the target product. So most of the people have already used it. Now exponential growth
[18:59:40] is not going to come by. This is where you are profitable but you have also slowed your growth momentum which leads you to the decline stage. Now learners at the decline stage your product you see that profits begin to drop because
[18:59:57] market is already saturated customers preferences have changed for example now if you preferred let's say going using an Uber maybe now people have started using something else that could be something related to carpool which as of
[19:00:11] now let's say Uber has not launched although I think they've launched earlier something called something related to car pooling itself but feature. So people have moved on to carpool or maybe people would like to
[19:00:24] travel using bikes. Although Uber to stay all the time between the growth stage and the maturity stage, Uber app has continuously evolved. They have what you call the Uber moto which gives you bike rides. They have got delivery.
[19:00:38] Therefore Uber strives always remaining between maturity and growth stage. When profits begin to drop. We have changes in customer preferences and new and better alternatives come up. For example, Rapido is speedily gaining
[19:00:53] ground in India. Business strategies for each stage because marketing and pricing will differ. Initially when you start it is all about creating awareness. That is the introduction stage that telling people that why you are here and why
[19:01:08] should they care. For example, we give you a cab at your doorstep without even waiting at the main road. Similarly, pricing. Earlier when Uber used to be there, they used to offer free of cost first rides
[19:01:23] and then they used to have 50 rupees or 100 rupees coupons available. Therefore, the pricing was such maybe now people can join and get onboarded. However, can join and get onboarded. However, today we see Uber offers negligible
[19:01:37] discounts or coupons or something because they are moving towards already use it so let's make money out of it. Now another thing business often businesses often focus investments on product development testing ideas making
[19:01:52] sure that they are building something that people want. For example in India that people want. For example in India rise of two-wheeler taxis because of let's say faster uh you know ETA because of lesser cost they started
[19:02:08] to gain momentum. Uber launched something known as moto so that now something known as moto so that now people can book this moto on Uber app. Then they saw that okay you know delivery pointto-point delivery. Let's
[19:02:21] say you are living in Whitefield in Bangalore and you would like to deliver a parcel to Indranaga. So Uber launched something called as delivery. In this way, your business investments, your product development ideas will continue
[19:02:35] to change as you go from one stage to another. Now, when you launch a new product, obviously user acquisition cost will be high when you have just launched more on marketing and creating awareness. Therefore, user acquisition
[19:02:51] awareness. Therefore, user acquisition is usually low cost or organic when you're there somewhat at a growth stage or when you're you know heading towards the maturity stage. However, initially you need to shell out lots of discount
[19:03:03] coupons, lots of marketing ways to get people onboarded. Let's look at some of the real world examples. Apart from the Uber app, we've got iPod. Remember iPod long time back, you know, it's now at the decline stage. People have moved on
[19:03:15] the decline stage. People have moved on and they prefer to use let's say more of iPhone or Spotify for their music needs. Similarly, consider AR glasses. Today as we see uh they are somewhat you can say in the introduction phase they look cool
[19:03:31] no doubt they look cool but not many people have started adopting them you can say that investments yes are going around a lot however compare that with iPhone it has already reached a maturity stage people know what iPhone is and
[19:03:46] apart from knowing they are happily trying new versions that come out of every year not it doesn't mean that lots and lots of new features are being eight but small improvements are good enough to attract customers that's the reason
[19:04:00] it is there in the maturity stage and no matter what you do today iPod has unfortunately gone in the decline stage so guys let's start with the first fundamental question that why do companies conduct market research so
[19:04:15] guys market research is a process of gathering analyzing and interpreting information about a market including its customers competitors and overall industry dynamics. It involves collecting data from various sources
[19:04:29] such as surveys, interviews, observations and secondary research also and using that data to gain insights into market trends, consumer preferences and competitive landscape. The primary objective of market research are first
[19:04:44] understanding the consumer needs, preferences and behavior. Second one we have is identifying market opportunities and potential threats. Third one we have is assessing the feasibility and viability of new product or services.
[19:04:59] Now let's move on and try to understand what are the major categories of market research. Here are top four major categories of market research. The first one that we have all over here is quantitative research. This category
[19:05:13] focuses on collecting numerical data from a large sample size to quantify consumer behaviors, preferences and attitudes. It involves methods such as surveys, online polls, questionnaires and experiments which allows for
[19:05:28] statistical analysis and generalization of findings. Next one we have all over here is qualitative research. Qualitative research aims to gain deeper insights into consumer motivations, perceptions and attitudes through
[19:05:42] non-numerical data collection methods. Techniques such as interviews, focus groups, ethnographic studies and observations are commonly used to provide rich descriptive insights into consumer behavior. Third one we have all
[19:05:55] over here is primary research. Primary research involves collecting firsthand data directly from the target market using methods such as surveys, interviews, and observations. This type of research provides customized and
[19:06:09] up-to-date information tailored to the specific research objective of the project. And finally, we have is secondary research. Secondary research involves gathering and analyzing existing data and information that has
[19:06:22] already been collected by other sources. This can include industry reports, government publications, academic studies, market intelligence reports, and data from online databases. Secondary research is often used to
[19:06:35] supplement primary research findings, provide context or validate research hypothesis. Now let's move on and try to understand what are the benefits of using marketing techniques. So guys using market research techniques offer
[19:06:49] numerous benefits including few of them are the first one that we have all over here is understanding customer needs. Market research techniques allows businessmen to gain insights into customer preferences, behaviors, and
[19:07:02] needs. By understanding what drives their target audience, businesses can develop products and services that better meet customer expectations, leading to increased customer satisfaction and loyalty. Second one we
[19:07:14] have is identifying market opportunities. Through market research, businesses can identify new market trends, niches and opportunities for growth. By analyzing market data and consumer insights, businesses can
[19:07:27] uncover unmet needs or underserved segments which allows them to capitalize on emerging trends and gain a competitive edge. Third one we have all over here is informed market decision. Market research techniques provide
[19:07:41] valuable feedback that can be used to inform product development efforts. By gathering insights from customers through surveys, interviews or focus groups, businesses can identify product features, functionalities, and
[19:07:53] improvements that align with customer preferences and market demands. Next one we have all over here is measuring ROI. Market research enables businesses to measure the effectiveness of their marketing initiatives, product launches
[19:08:07] or strategic decision by tracking the key performance indicators or KPIs and also conducting post campaign analysis. Businesses can evaluate their return on investment and identify areas for improvement or optimization. Overall
[19:08:21] market research techniques provide businesses with valuable insights enabling them to make datadriven decision. Stay ahead of market trends and maintain a competitive edge in today's dynamic business environment.
[19:08:33] Now let's move on and discuss about top marketing research techniques. Here are some of the top eight marketing techniques. The first one that we have all over here is surveys. If I talk about surveys guys, surveys are a
[19:08:45] research method which are used to collect data from sample of individuals by asking them questions about their attitudes, behaviors, preferences or opinions. Service can be conducted through various channels such as online
[19:08:59] questionnaires, phone interviews, face-to-face interviews or mailed questionnaires. Second one we have all over here is focus groups. Focus groups are a qualitative research method that involves gathering a small group of
[19:09:11] individuals representing your target market to participate a guided discussion led by a moderator. Focus groups provide insights into consumer perceptions, opinions and attitudes through group interaction and
[19:09:24] discussion. Third one we have all over here is social media listening. Social media listening also known as social media monitoring or social media listening involves monitoring and analyzing conversations, mentions and
[19:09:37] trends on social media platforms to understand consumer sentiment, preferences and behavior. Social media listing allows businesses to track brand mentions, monitor competitor activities, identify emerging trends and engage with
[19:09:51] customers in real time. Fourth one we have all over here is experimental research. Experimental research is a method which is used to establish cause and effect relationships between variables by manipulating one or more
[19:10:04] variables observing the effects on another variable. Experimental research involves control experiments conducted in laboratory or real world settings to test hypothesis and draw conclusions about the effects of interventions or
[19:10:17] treatments. Next one we have all over here is data mining. Guys who would have heard about data mining? Data mining is a process of extracting patterns, trends and insights from large data sets using various statistical, machine learning
[19:10:31] and data analysis techniques. Data mining allows businesses to uncover valuable insights about consumer behavior, preferences, and trends hidden within large volumes of data. Next one we have is observation. Observation is a
[19:10:45] research method used to systematically observe and record behaviors, events or phenomena in natural or control settings without direct interaction with participants. Observation allows researchers to gather data about
[19:10:58] participant actions, interactions and behavior as they occur in real time. Next one we have is public domain data. Public domain data refers to the information that is freely available and not subject to copyright or other legal
[19:11:12] restrictions. Public domain data can include government publications, open access research articles, historical records and other types of data that are accessible to the public without restrictions. Next one we have all over
[19:11:25] Competitive analysis is a process of evaluating and analyzing the strengths and weaknesses of competitors with a specific industry or market. Comparative analysis involves gathering information about competitors product pricing
[19:11:40] strategies, marketing efforts and market share to identify opportunities and threats and inform strategic decision- making. So guys, I hope so you would have got an idea regarding what are the top eight marketing techniques that you
[19:11:54] can apply for your business. Now let's move on and discuss a case study of Apple where we are going to discover how most successful product which is known as iPod. So guys in the early 2000s
[19:12:09] Apple revolutionized the music industry with the introduction of iPod a portable digital music player. Apple's success with the iPod can be attributed in part to its metagist market research and understanding of consumer needs. Before
[19:12:22] developing the iPod, Apple conducted extensive market research to identify opportunities in the digital music market. They recognized the consumers were frustrated with the existing MP3 players which were often bulky and had
[19:12:35] limited storage capacity and were difficult to use. Also, additionally, Apple identified a growing demand for digital music downloads and recognized the potential for a device that seamlessly integrated hardware,
[19:12:48] software, and content. Apple's market research guided the design and development of the iPod, focusing on the key features that address the consumer pains, points, and preferences. These features include a sleek, a portable
[19:13:02] design, a user-friendly interface with the iconic click wheel, and significant storage capacity to hold thousands of songs. Additionally, Apple partnered with the record labels to secure licensing agreements for its iTunes
[19:13:16] music store, offering consumers a convenient and a legal way to purchase and download digital music. The iPod was launched in October 2001 to a widespread acclaim, quickly becoming a cultural phenomenon and transforming Apple into
[19:13:30] dominant player in the digital music industry. Apple's market researchdriven approach enabled them to create a product that resonated with the customers driving significant demand and establishing the iPod as a market leader
[19:13:44] in the portable music players for years to come. This case study highlights the importance of market research in understanding consumer needs, identifying market opportunities, and guiding product development efforts. By
[19:13:56] companies like Apple can develop products that meet consumer demands and competitive markets. Picture is this. There's a team working hard on a cool new tech product. They are excited, but
[19:14:10] when they launch it, something's off. People aren't connecting with it like they hoped. That's where user personas come in. By really understanding who the users are, the team turned things around. Suddenly, the product wasn't
[19:14:23] just liked, it was loved. Here's the kicker. Studies show that using these user personas can make designing stuff way easier. Like over 130% easier. But get this, most companies aren't using them. It's like having a secret weapon
[19:14:38] and not even knowing it. Our story, inspired by real events, shows just how important it is to understand the people using your tech. Crafting these user personas isn't just about being creative. It's about making sure your
[19:14:51] product speaks directly to the folks who will use it. It's a journey that can turn a dirt into a hit. So, as we dive into the world of user persona creation, remember it's all about putting a human touch on technology, one persona at a
[19:15:05] time. Have you ever been curious about how tech giants like Spotify, Amazon, or Netflix seem to intuitively know your preferences, offering up songs, products, or TV shows that perfectly match your taste? The secret behind this
[19:15:21] almost psychic ability isn't a result of mystical foresight. It's the strategic use of user personas. If you want to know what user persona is, so user persona are semi-fictional characters that businesses create based on real
[19:15:35] data and insights from their actual or potential customers. These personas are crafted to represent key segments of a product's audience, including detail profiles that encompass not just basic demographic information, but also
[19:15:49] behaviors, goals, needs, and pain points. For instance, consider fitness Fiona. Now we'll see a persona for a health and wellness app that is Fiona age 30 is an outdoor activity enthusiast who seeks motivation and tools to track
[19:16:04] her fitness progress. So the creation of such persona is driven by a desire for empathy and a deep understanding of users needs allowing designers to create products services and experience that truly resonate. So you could see the
[19:16:18] example of a persona here and this is for the fitness fiona that's a quick overview will have it. So first we have the age and occupation. So the age is 30 and the occupation is digital marketing specialist. And then we have the
[19:16:32] lifestyle and interest. So the lifestyle is it leads or she leads an active lifestyle with a keen interest in outdoor activities like running and hiking and value health, community and personal growth. And then the goals she
[19:16:45] seeks to maintain a healthy balanced lifestyle despite a busy schedule and community fitness events. And the challenges she was facing was struggles to find time for regular workouts and to stay motivated and overwhelmed by the
[19:16:59] available. And if we talk about her app usage, so she prefers using fitness tracking apps and engaging with health and wellness content online. Looks for apps that provide personalized workout plans, nutritional guidance, and
[19:17:14] community support. And the techness that is high integrates technology seamlessly into her fitness journey. Fiona represents the target user for a health and wellness app guiding the development towards features that addresses her
[19:17:28] specific needs and challenges. So this was about a user persona of a lady that is fitness fiona. Now moving to the role of user persona in the company or any role you want. So user persona play a pivotal role in guiding the development
[19:17:44] and marketing of products and services. Their impact is farreaching influencing decisions across various stages of project development and execution. So let's see the points. The number one is enhances user centered design. So user
[19:17:58] personas keep the focus on the user's need, preferences and behaviors ensuring that product design and functionality are tailored to meet the actual requirements of the target audience. The next is improved product development
[19:18:11] efficiency by understanding the specific needs and challenges of the personas. Teams can prioritize features and functionalities that offer the most value thereby streamlining the development processes. Then we have
[19:18:23] facilitate better marketing strategies. Knowing the personas help in crafting targeted marketing campaigns that speak directly to the interest, needs and pain points of potential users improving engagement and conversation rates. Then
[19:18:38] we have aids in content creation and personalization. Content can be designed to resonate with the personas whether it's blog post, social media content or email marketing ensuring higher relevance and engagement. Then the point
[19:18:51] is enhance user experience with insights into the personas, preferences and behaviors. UX designers can create more intuitive interfaces and interactions that enhance satisfaction and usability. And then the point is guide product
[19:19:04] customization and innovation. Understanding the evolving needs of your personas can lead to innovations or customizations that keep your product or service competitive and aligned with user expectations. And then we have
[19:19:16] supports decision making. When faced with decisions about feature inclusion, design changes or market positioning, user personas provide a preference point that reflects the users's base collective needs and desires. So these
[19:19:30] creation and utilization of user personas are foundational elements in crafting products and experiences that truly meet and exceed user expectations, driving satisfaction, loyalty, and ultimately business success. Now we'll
[19:19:46] personas. So creating user persona is a research, analysis, and creative synthesis. The goal is to generate actionable insights that guide product development, design, and marketing
[19:19:59] strategies. So we'll have an overview of the steps involved in creating effective user personas. So the number one step is conduct research. Start by gathering data about your potential or existing users. This can include qualitative
[19:20:12] methods like interviews, focus groups and anthographic observation as well as quantitative methods such as surveys and analysis of user behavior data from analytics platforms. So let's understand this with an example. So let's consider
[19:20:25] a scenario. The development team for the ecoay app starts by collecting data. They conduct online surveys targeting travelers interested in sustainable living. They also analyze forum discussion on ecoourism websites and
[19:20:40] understand their preferences and concerns. So the next step of the process would be analyze the data. Look for patterns and commonalities in the data collected. This might involve segmenting users based on demographics,
[19:20:55] behaviors, preferences or goals. The aim is to identify meaningful groups of users who share specific characteristics or needs. And the findings we have from here is from the research the team notices like we are again back to the
[19:21:09] example. So from the research that was done that was the conducting the research. So the team notices patterns many respondents priorize sustainability but also express concerns about cost and the authenticity of eco-friendly claims.
[19:21:23] They identify three main segments budget eco travelers luxury ecoourist and eco-conscious families. So these were the findings analyzing the data and then we have create draft personas the next step. So based on your analysis start
[19:21:39] drafting your personas. Each persona should represent a significant segment of your audience. Include demographic details, behaviors, needs, goals, challenges and any other relevant information that defines the persona. So
[19:21:51] you would start drafting the persona that could be for the budget eco traveler and any name. Then you can have her age, occupation, goals, what challenges she is facing. And then the next step that would be refine and
[19:22:06] validate personas. Refine your personas by gathering feedback from stakeholders and comparing the personas against actual user data when available. So this step may involve revisiting your research to fill in gaps or clarify
[19:22:19] aspects of the personas. And for example, the team that was the app team that shares Beth's persona with ecoourism experts and real travelers fitting Beth's profile for feedback. Adjustments are made based on
[19:22:33] suggestions such as emphasizing the importance of community reviews in BT's decision-making process. So this was about the refine and validate personas. Now moving to the next step that is develop scenarios and goals. For each
[19:22:45] persona, outline key scenario or task they need to accomplish with your product or service. This helps in understanding the context in which your offerings. So let's consider scenario with an example only. So Beth for which
[19:22:59] the persona was created. So Beth is planning a two week backpacking trip across Costa Rica. So she uses ecoay that app persons was making. So she uses ecoay to find budget friendly verified ecologies and host. So key features she
[19:23:15] looks for include sustainability certifications, user reviews and easy certifications, user reviews and easy booking options. So this was about her. So now moving to the next step that is apply personas. So use the persona to
[19:23:28] guide decision making in product development, design and content strategy and marketing. Personas should inform features, user interface design and the overall user experience as well as targeting and messaging and marketing
[19:23:41] campaign. And we talk about the example. So the EcoSay app. So that development focuses on features like a verification badge for accommodations with authentic eco certifications, a budget filter with a sustainability rating and a community
[19:23:55] review section. So this was about apply personas. Now moving to the next one or the marketing campaign highlight stories from budget travelers like Beth showcasing the app's ability to combine affordability with sustainability. Now
[19:24:08] moving to the next that is review and iterate. So user persona should not be static. As your product evolves and you gather more data about your user, revisit and update your persona to ensure they remain accurate and relevant
[19:24:23] and about the iteration. So after the app's notch, user feedback and usage data are analyzed. The team finds that eco-conscious families are also using features designed for budget travelers. So the personas are updated to reflect
[19:24:37] development of familyfriendly features and content. So throughout this process it's a crucial to remember that personas are tools for empathy and understanding designed to keep the user at the heart of product development decisions. While
[19:24:51] the exact details and depth of each persona can vary depending on people's fundamental goal remains the same to create a product that resonates with and meets the needs of your target users. So now moving to the next topic that is
[19:25:06] applying persona to product development and marketing. Certainly applying user product development and marketing ensuring efforts are closely aligned with user needs. So now we'll see a condensed overview. So starting with the
[19:25:20] product development number one point would be feature focus. Use personas to pinpoint essential features that truly matter to your target users. Enhancing the product's value and then design decision. Tailor design elements to
[19:25:33] proficiency of a persona. Improving usability and user satisfaction. And then we have personalized experience. Leverage insights from personas to customize user experience. Meeting diverse needs within your user base. Now
[19:25:48] coming to the marketing team. So the points are tailored messaging. Craft messages that resonate deeply with each persona. Addressing the specific effective communication. And then we have content strategy. Developed content
[19:26:03] that speaks directly to the concerns and goals of your personas, ensuring greater engagement. Then we have channel selection. Choose marketing channels based on your persona's preferences, optimizing reach and impact. So let's
[19:26:15] see a simplified application example. For a fitness app aimed at users like fitness Fiona, the development team might focus on personalized workout plans and social sharing features, while marketing efforts could highlight
[19:26:28] success stories and tips for busy lifestyles directly catering to Fiona's interest and needs. So by focusing on these streamlined points, both product effectively align with user expectations, driving engagement and
[19:26:44] satisfaction. So this was about the process of creating user personas and now going to the real world success stories. So real world success stories serve as powerful illustrations of the tangible impact user personas can have
[19:26:57] on product development and marketing strategies. So we'll see two examples showcasing how companies have leveraged personas to achieving significant be Spotify's personalized
[19:27:10] recommendation. So the challenge Spotify faced was Spotify sought to enhance user engagement by delivering personalized music recommendations tailored to individual taste and preferences. And the solution they got was by analyzing
[19:27:24] user data and behavior patterns. Spotify created user personas representing different music preferences, listening habits, and discovery preferences. These algorithms that power personalized playlists such as discover weekly and
[19:27:39] daily mix, providing users with a customized music experience. And the of personas and personalized recommendations led to a significant increase in user engagement and satisfaction. Discover weekly alone
[19:27:53] reached over 40 million users within its first year, driving longer listening sessions and boosting user retention rates. Now moving to the next example that is Airbnb's host and guest personas. So the challenge was Airbnb
[19:28:06] aim to enhance the experience for both host and guest by understanding their distinct needs and pain points. And the solution they like output or the outcome was detailed personas for both host and guest encompassing demographic
[19:28:20] information motivations and behaviors. So these personas guided product development decisions informing the design of features such as host profiles, guest reviews, and search filters tailored to specific
[19:28:32] preferences. And the outcome that got was by aligning product features with the needs of their user persona. Airbnb achieved significant growth and improved user satisfaction. Host felt more empowered to showcase their properties
[19:28:45] effectively while guest enjoyed a more personalized and seamless booking experience resulting in increased bookings and positive reviews. So these real world success stories highlight the transformative impact that user personas
[19:28:57] marketing strategies. So by understanding their users on a deeper accordingly, companies can drive engagement, retention and ultimately business success. Now talking about the common pitfalls and tips. So navigating
[19:29:13] the creation and application of user persona comes with its share of challenges. So here we will see some common pitfalls to avoid and tips to ensure effective user persona. So the common pitfalls are overgeneralization
[19:29:27] creating personas that are too broad or stereotypical that can lead to inaccurate representations of your user base resulting in ineffective strategies. And then comes the point lack of data validation. Relying solely
[19:29:39] on assumptions or anecdotal evidence without validating personas with real user data can lead to misleading insights and misguided decisions. And then comes the static personas. Treating personas as static representations of
[19:29:53] users can result in outdated or irrelevant profiles. User needs and behaviors evolve over time. Personas should be regularly reviewed and updated. Ignoring negative personas. Focusing only on positive personas can
[19:30:05] lead to neglecting important segments of your user base with different needs or pain points. So these were the common pitfalls. Now the tips for success. So the number one is conduct thorough research. Invest time and resources into
[19:30:18] quantitative data to ensure your personas are based on accurate and comprehensive insights. Then comes the point validate persona with real users. Use surveys, interviews, and user testing to validate personas and ensure
[19:30:31] they accurately represent your target audience. Then comes the iterate and update regularly. Continuously visit and refine your personas based on new data and insights to keep them relevant and aligned with evolving user needs. Then
[19:30:44] comes the point, focus on key personas. Prioritize personas that represent the most significant segments of your user base, focusing your efforts on addressing the needs and preferences. And then comes involve gross functional
[19:30:57] teams. Collaborate with stakeholders from different departments including marketing, design and product management to ensure alignment and buy in for personadriven strategies. And then comes user personas as decision-making tools.
[19:31:10] Integrate personas into your decision-m processes for product development, marketing and content strategy to ensure user centric outcomes. So by avoiding common pitfalls and following these tips, you can harness the power of user
[19:31:23] personas to drive informed decision making, improve user experiences and your products and services. And in summary, user personas are invaluable tool for understanding and empathizing
[19:31:36] with your target audience. By creating detailed profiles based on real data, design and marketing strategies effectively. Avoid common pitfalls like old generalization and static personas by continuously validating and updating
[19:31:50] them. With user personas, you can prioritize features, make informed decisions, and tailor experiences that resonate with users, ultimately driving engagement and business success. >> Let me ask, have you ever been in an
[19:32:02] question at you? Like, how would you solve this product problem? It can feel pretty overwhelming. Well, don't worry. Today I'm going to help you out to figure how to answer these product
[19:32:15] management case study questions easily. These are the kinds of question where you have to solve real business problems like deciding what features an app should have or how to launch a new product. Let's say you're asked to
[19:32:27] improve the onboarding process of a food delivery app. Sounds tricky. Not if you want to know how to break it down. In this video, I'm going to show you how to handle these kinds of questions step by step. First, I'll explain you how to
[19:32:41] listen carefully and ask the right questions like what's the biggest issue users are facing or what's the main goal here. Understanding the problem is the first step. Next, I'll show you how to organize your answer. You'll break the
[19:32:56] problem into small parts, think about the solution, and explain why it's a good idea. For example, if you're asked to improve a grocery delivery app, you would think about making it easy to use, keeping customers happy and standing out
[19:33:10] from the competition. Finally, I'll teach you how to explain your thinking process. The interviewer wants to see how you can think and make decisions, end of this video, you'll know how to confidently solve these case study
[19:33:24] questions and show the interviewer that you are ready for a job. So, let's get started. So, the first thing you want to do is to listen carefully and take notes. When you're given a case study question, it often includes a lot of
[19:33:37] information, sometimes too much. Your goal here is to understand the key details, whether the case is about prioritizing features for a new app or creating a go-to market strategy. It's crucial to capture the most important
[19:33:49] points. Let's say the interviewer asks, "How would you prioritize features for a new music streaming app?" Right away you want to note down things like the target audience who will be using this app. Is it designed for a casual listeners or
[19:34:03] music professionals? Then we have business goal. Is the company looking to grow its user base or increase engagement or something else? You'll also look into the challenges. What are the key problems? What they are facing?
[19:34:15] Maybe users are dropping off after the first month or aren't spending much time in the app. So, writing these points will help you break down the problem and make sure you don't miss anything when you're ready to give your answer.
[19:34:27] Remember, case studies can have multiple layers of information. So, taking good notes help you organize your thoughts and approach the question logically. The second step is to ask clarifying questions. Don't hesitate to ask
[19:34:39] clarifying questions. Interviewers want to see how well you dig into the problem. If something is unclear, ask. It shows how you're thinking critically challenge before you jump into solving it. For example, let's say you are asked
[19:34:53] to improve a product features for a food delivery app. You could ask questions like what are the main points for users during the delivery process? Is it related to the speed, user interface, or something else? What's the company goal
[19:35:06] with this feature improvement? Are we focusing on reducing order time, increasing customer satisfaction, or something else? Asking questions like details but also demonstrate the interviewer that you have a thoughtful
[19:35:19] and precise in your approach. It's not just about solving the problem, it's about solving the right problem. The next step is to pause and think. Now take a moment to pause and think. Don't rush your answer. It's tempting to jump
[19:35:32] right in, but giving yourself time to process everything will help you approach the case study with a clear mind. Reflect on the problem and consider how it ties into the broader goals of the company. For example, if
[19:35:44] you're tasked with designing a feature for a food delivery app, think beyond the feature itself. Consider the user experience, market positioning, and the long-term impact on the business. Let's say you asked to improve the signup
[19:35:56] process for a food delivery app. You don't want to just think about making the process shorter. You also want to consider how the signup flows into the overall experience. Is it simple and intuitive for the users? Does it create
[19:36:09] a seamless transition into the rest of the app or not? Also, encouraging users to place an order right away. Taking a moment to pause allows you to think through different aspects of the case and gives you a chance to identify any
[19:36:21] connections that might not be immediately obvious. The next step is to structure your answer. Now that you have gathered your information and ask clarifying questions, it's time to structure your answer. A clear and well
[19:36:33] organized response will show the interviewer that you can handle complex problems in a logical way. Here's a framework that works well the problem. Start by clearly relating the business challenges or opportunity. For example,
[19:36:46] the food delivery app is facing high card abandonment rates during checkout which is impacting conversation. Your approach will should be explaining how you would approach the problem. This might involve analyzing user behavior,
[19:36:59] conducting market research or benchmarking against competitors. For instance, you could say, I would start by analyzing data or user behavior to identify the exact point where customers are dropping off during checkout. I
[19:37:12] would also look at competitors app to see how they streamline their checkout process. Then propose a solution. For example, to solve the card issue, I would simplify the check out process by introducing one-click checkout option
[19:37:24] for returning users and offering payment options that are most popular in the target region. Finally, mention the key metrics you would track to measure success. For example, you would track the card completion rate and the average
[19:37:37] time spent in the checkout flow as key indicators of success. Additionally, you would monitor customer satisfaction rates post purchase. This structured approach helps you provide a comprehensive answer without missing any
[19:37:51] important details. Let's say the case study asks you how you would enter new market for a ride share app. You could structure your answer like this problem entering a new city and competing with established players. Your approach
[19:38:04] should be studying the city's public transport habits and competitors offerings. Identifying what users in the city value most, the price, speed or convenience. Your solution should be like launching a pilot program with
[19:38:18] right incentives for early adopters and offering personalized ride suggestions based on their previous reps. For metrics, you should know how to track customer acquisition, ride frequency, and average ride distance to measure
[19:38:31] success. The next step is explaining your thought process. As you explain your answer, don't just jump into the final solution. Walk the interviewer through your thoughts step by step. This helped the interviewer understand how
[19:38:44] you would arrive at your solution and what factors you consider along the way. For example, if you're designing a feature for an e-commerce platform, you might say, "I start by analyzing the customer journey and finding out that
[19:38:57] many users abandon their cards during the payment stage." Based on user feedback, you would learn the customers want more payment option. So, you decide to implement PayPal or one-click checkout feature for logged in users. So
[19:39:11] thinking critically but also demonstrates that your solution is grounded in user needs and business goals. Remember interviewers want to see how you think. So explaining your process step by step gives them insight
[19:39:23] into your problem solving abilities. Now the next step is to pivot and check in important step. Private and check in with the interviewer after you have explained your approach. It's a good idea to pause and ask, does this align
[19:39:36] with what the company is aiming for? or would you like me to dive deeper into any of the specific area. This shows that you're open to feedback and willing to adjust your approach based on the input which is crucial skill for any
[19:39:49] product manager. Flexibility is the key in this role and checking in with the interviewer demonstrates that you can adapt your strategy as needed. Let's say you're discussing a product launch strategy. After explaining your
[19:40:02] this timeline works for your team or should we consider a phase launch or test the market first?" This kind of back and forth creates more interactive give you feedback and potentially guide
[19:40:16] looking for. The next step is to summarize your answer. Before wrapping up, it's important to summarize your answer. Quickly restate the problem, your approach, the solution, and the success metrics. For example, to
[19:40:29] summarize, my solution for improving downboarding process involves social media login options and displaying a progress bar to give user a sense of completion. Success would be measured by tracking the number of
[19:40:43] completed signup and the time users spend during the process. This final recap reinforces the key points you have made and leaves a strong impression on the interviewer. It also shows you that you can clearly concisely communicate
[19:40:55] complex ideas. So what are the type of question asked in the product management typically covers a range of questions designed to test your problem solving strategy and communication skills. Here
[19:41:08] are the five types of questions you might encounter. First you have product design questions. These questions ask for example how would you design an app for grocery delivery that provides a better user experience. The goal is to
[19:41:21] access your ability to think from the user's perspective and create intuitive solution. The second question is the go-to market strategy questions. These questions focus on how you would launch a product into the market. For instance,
[19:41:34] how would you create a go-to market strategy for a new streaming service. They access your understanding of market analysis, competitive benchmarking and customer needs. Feature prioritize questions. These are the questions about
[19:41:46] how would you decide the features to build first. For example, if you're managing a project management tool, how would you prioritize adding new features like task shoulduling integration with email or reporting tools? Then we have
[19:41:59] metrics and data analysis questions. These questions ask you to define which metrics matters the most and how would you use user data to guide your decisions. For example, what metrics would you track to measure the success
[19:42:12] of a new product launch? Then we have behavioral questions. These access you how to handle certain situations just conflict resolution or leadership. For instance, tell me about a time when you disagreed with a team member about a
[19:42:27] it? So understanding these type of questions help you to prepare for a variety of challenges in product management interview and shows the tackle the diverse responsibilities of the role. There's no right answer. What
[19:42:41] matters is showing your thought process and decision making. So today we'll start the session with what is product sense and how to develop a product sense. Moving ahead we'll understand the product sense interviews and how to gain
[19:42:55] product sense. Following that we'll take a look at what a product sense interviewer is looking to see and some sample questions. And stick to the end because we will wrap this session by providing you with some tips to follow
[19:43:09] to crack the product sense interviews. So let's start with a session and understand what is product sense. Understanding a product's requirements is known as having product sense. One of the actual hard talents that good
[19:43:23] product managers should possess is product sense. It's a key element of product development and any product strategy. It is a crucial talent for designing goods with people in mind. A product's success depends on addressing
[19:43:37] consumer demands and product sense is a form of foresight. Many businesses prioritize product sense while choosing individuals for PM positions. True product sense goes well beyond the design and user experience of the
[19:43:51] solution. One of the components of the product sense equation is anticipating the downsides and tradeoffs of each product decision and knowing which ideas to reject is also included in it. Understanding why a product would or
[19:44:06] wouldn't function is necessary. And product sense helps you identify the issues your product resolves and how to add new features that work similarly. The ability of PMS to understand products has long been mysterious. Now
[19:44:21] let's understand how to develop a product sense. Strong product sense is a quality that product managers consistently exhibit. They also provide value that meets client requirements while updating such items. Most product
[19:44:35] management use scenarios have this goal in mind. Though it is sometimes simpler said than done, improving revenue and profit margins may mean sacrificing these objectives. Product managers and leaders may improve this ability and
[19:44:49] develop their intuitive sense of user demands in a variety of ways. There are three components that make up product sense. Number one, compassion. This is the capacity to mimic several distinct personalities who are not like you in
[19:45:04] terms of their thought processes. having the ability to state that in this circumstance this sort of user will respond in this way or to assert that our business partners would react in a certain way or even that our rivals will
[19:45:19] see our move in a certain way. One crucial aspect of product sense is the ability to honestly do that well. Going above and beyond to get into users shoes into their thinking and into their problems helps you develop a strong
[19:45:33] product sense. Talking to various people and partners is a definitive technique to increase your empathy. Don't just converse with them and accept what they tell you as you go about doing this. The most crucial component of developing
[19:45:46] this empathy is to try to understand why they are saying what they are saying. Although you won't always have the user in front of you to ask what would work, you may accurately forecast it by knowing why they feel or act the way
[19:46:00] knowing why they feel or act the way they do. Number two, originality. The ability to think creatively and generate fresh solutions to a given circumstance or challenge is the most elusive but significant component of product sense.
[19:46:14] It is the responsibility of the product manager to specify the construction process. You may develop the key talent of creative thinking to do this. It might be a force multiplier to be able to come up with novel solutions to
[19:46:27] consumer issues. In addition to providing sensible answers, the top product managers also inspire innovation. After all, nothing has ever been constructed before without the use of creativity. Setting strategy,
[19:46:41] prioritizing new ideas, and putting them into practice all need creativity. And number three, domain knowledge. When you have a deep understanding of the industry you work in, ideas for what kind of product to create and how to
[19:46:56] create it will automatically come to you better and more accurately. To be more precise, I'd advise putting your attention on understanding your users and consumers, the competitors, and what they're up to, and any opportunities or
[19:47:09] constraints presented by technology. Functional expertise is concerned with the product management process, whereas domain expertise is focused on the market. I contend that this is distinct from talents. The art of influencing is
[19:47:23] one such. Influencing is a crucial ability for PMs since they have a lot of responsibility and limited control over other people. The market, consumers, industry, opponents, products and etc. are all part of the domain experience.
[19:47:39] Yes, some technical expertise is required, but the market is still the major concern. Otherwise, you run the risk of becoming technologydriven, missing market possibilities, or misinterpreting client wants. Now, let's
[19:47:54] move on to the basic detailing of the product sense interview. Product interviews not only attain questions based on the product sense, but also analytical questions and case studies. In most cases, the product sense
[19:48:08] interviews hold on to the questions like which is the product you like the most? Why do you like it? and what kind of improvements do you want to make to it? Or the interviewer can ask you about a particular product maybe just like
[19:48:20] Google Maps. The interviewer can ask about how you would improve Google Maps and its services. The questions about actual products are occasionally included in the product sense interviews. A product's design and
[19:48:33] strategy might also be the basis for these inquiries. For example, what design principles would you use to create a YouTube clone app that runs in the background? Regardless of whether a product is digital or physical, the
[19:48:46] solutions for its design or marketing tactics always stay the same. PM interviews evaluate three key competencies: product sense, execution, and behavioral competencies. Every employer has a unique interview process,
[19:49:00] but they all assess the same fundamental competencies. Hard as it may be to admit, most interviewers need rapid thinking and responses. Quick thinking is facilitated by frameworks. Your interviewer for the execution is
[19:49:14] searching for if you can quantify what matters and apply analytics to make datadriven judgments. If you can identify and balance various trade-offs to make wise product selections and if you can efficiently use your limited
[19:49:27] time and resources to have the greatest impact. Now let us understand what the interviewer is trying to see in you or trying to judge you on. The interviewer mostly asks you about the four things based on a product. Context,
[19:49:41] prioritization, creativity, metrics, context. The interviewer will ask you about the context of the problem statement. Do you get the context of the problem? Are you able to empathize with which context the product is going to be
[19:49:55] used? Who will be the users of the product? And what will be the difficulties the users will face with these particular products? How can we resolve such difficulties and many more? Prioritization.
[19:50:07] Are you able to prioritize from all the major points, segments, and use cases you have developed the appropriate collection of segments and pinpoints supporting your decisions with logic and data? Such questions are asked by the
[19:50:20] interviewer. Creativity. The interviewer will always for the problem statement because this is where your ability to think of a creative solution to the problem and your ability to design comes into being.
[19:50:36] metrics. The interviewer may ask if you can come up with the metrics against which you will judge your product intervention. Well, these are the four primary aspects around which the product sense interview will roam. The
[19:50:48] interviewer is going to check your ability to think, design, strategize, and create. The interviewer doesn't expect you to come up with a solution product. They are typically trying to find out if
[19:51:02] based on the problems and their solutions in your mind. Before moving ahead, here's a question for you all. What is your favorite product and why? Do let us know in the comments below.
[19:51:17] Now, let's know what makes a product manager gain a thriving product sense. Designing products training. Good PMs are familiar with design and an MBA is
[19:51:29] beneficial. The subjects of product design and innovation are two of the favorites of usual PMs. Some used to create stuff and get feedback throughout several rounds. It might be challenging to take criticism on the job seriously
[19:51:43] and promptly. Case studies and marketing. Academically speaking, marketing includes products. Product, pricing, location, and promotion are the four Ps. The MBA program is a marketing masterclass, and in the case of study
[19:52:00] simulations, you compete against other teams, and in that way, you pick things teams, and in that way, you pick things up much more quickly. Hard skills. Great PMs need to influence without being in charge. These frequently involve
[19:52:13] knowledge of corporate operations, research techniques, and best practices in product management. Here, hard skills are crucial. Clubs, happy hours, and corporate outings make up half of the MBA. Your social abilities will
[19:52:28] significantly advance as a result. Network. In the field of product management, networking generally entails locating decision makers, significant stakeholders, influencers, and other experts and forming productive
[19:52:43] connections with them. Now, I know people who manage billion-dollar hedge VC and PE firms. There's just no likelihood that as a manager in likelihood that as a manager in technology, I would know these folks.
[19:52:56] Analyzing a problem related to metrics. Choosing the appropriate metrics to track and examine results in better informed choices being made throughout the product development process. These metrics provide the business with
[19:53:09] tangible proof of the components of the product or customer experience that are not connecting with customers. This datadriven knowledge may be used by the product marketing and sales teams to better understand the drivers of their
[19:53:23] consumer profiles. The corporation uses this information to better its products this information to better its products going forward. Measuring impacts. The next stage is to express specifically what you expect this
[19:53:36] adjustment to accomplish once you have identified the relevant measurements. identified the relevant measurements. Goals that are smart or MT if you prefer and make it obvious if they were achieved are good goals.
[19:53:48] Moving on, let's know what your product sense interviewer is looking to see. Can you clearly articulate who you are building for, why, and how it fits into the meta mission? Can you provide thoughtful reasoning for why Meta should
[19:54:03] or should not focus on specific aspects of the broadest possible product opportunity at hand? Can you provide a thorough vision for your desired MVP experience to test out your hypothesis as well as your desired end state for
[19:54:18] this product, say 3 years out? This comes down to concretely defining priorities and goals. Can you zoom out from your personal user needs and think about how this product could scale and provide maximum value to
[19:54:32] Meta's global user base of over three billion people? Product sense interview questions will typically be in the form of one very deep hypothetical what would you build for X with a series of follow-up
[19:54:46] questions to understand your thought process. Let's now have a look at a few sample questions. The interviewer may ask you, "How would you improve Instagram stories? Build a Facebook product for
[19:54:59] travel. How would you build Facebook birthday if it weren't there?" "How can we improve Google Maps? Create a photo sharing app for Google. Build a music app for Facebook." Moving on, let's have a look at the tips that you may follow
[19:55:14] to crack the sense interview. Knowing what the interviewer can ask, you should understand what aspect the interviewer is looking for in you. Adhere to the framework. The product sense interview is all about following the structural
[19:55:29] framework to provide an ethical and practical solution to the problem given to you. It's not every time about creativity. The solution should be more practical. The interviewer is majorly looking for your structural approach to
[19:55:43] provide the solution. Questioning. The approach is your interviewer's main area of emphasis. You are not required to respond as soon as interviewer. It's acceptable to take a break and ask the interviewer a
[19:55:58] trouble comprehending what is being asked of you. This will help you realize exactly what the interviewer needs to know. Even if you think you understand the question, you should nevertheless paraphrase it to make sure you're not
[19:56:12] missing any important details. Reiterate the structure you're going to use after a brief pause of 10 to 20 seconds and give a layout while responding to the question so the interviewer can see your response more clearly. Research the firm
[19:56:28] and become acquainted with its main offerings. It's the firm that's hiring you so at least they are going to ask you about their concern product as well. Being familiar with their products will give you a vision of what exactly the
[19:56:42] company wants from you and you will be able to structurize your opinions. So before going for the interview, you must go through the company's background, its workings, and its products. Be versatile. Most interview discussions
[19:56:56] don't go as expected, so never impose a framework. By checking in with the interviewer regularly and stopping, you may make the dialogue casual and free flowing. Define the product goal. Instead of
[19:57:10] using a statistic, define the product goal in terms of the customer problem. Metrics are only a way to measure progress. They are not the driving force behind product development. People's issues are resolved through products.
[19:57:24] For instance, Google Maps objective is to assist users in navigating the world, not to boost the volume of route searches. What quality of a product makes it good or bad as per your experience with the
[19:57:37] below. >> Imagine you are designing a digital product like a website or an app. What's your ultimate goal? It's not just about functionality, right? It's about crafting an experience that feels
[19:57:50] seamless, intuitive, and enjoyable for the user. So, let me show you something. Here's an example of a good design that follows key UI principles. It's clean, organized, and easy to navigate. Now, compare it to this bad design.
[19:58:04] Cluttered, overwhelming, and frustrating to use. The difference is crystal clear, principles come in. They are simply a road map to help designers like you design interfaces that are both userfriendly and enjoyable. So, welcome
[19:58:19] learn where today we will talk about these UI design principles, why important, the seven key principles to focus on, and a few tips that will help you create better UI designs. So, great UI design is more than just pretty
[19:58:34] visuals. It's about making your product functional, enjoyable, and easy for everyone to use. And here's why following these principles matters. Number one, enhances usability. Think of UI design as giving someone directions.
[19:58:47] So instead of handing them a map and expecting them to figure it out, you point to clear signs they can follow step by step. And this is what good UI does. It provides clarity and simplicity, guiding users toward their
[19:59:00] goals with ease. Number two, improves decision making. So when your design is clear and consistent, users can navigate more confidently. For designers, having a structured framework makes it easier to anticipate user needs and make
[19:59:13] informed choices. Next is it increases efficiency. So, Figma's research shows that teams using design systems complete tasks 34% faster than those who don't. So, starting with clear UI principles helps designers and developers
[19:59:28] streamline workflows and then it reduces cognitive load. So, good design minimizes the mental effort needed to complete tasks for users. That means fewer frustrations and a more enjoyable experience. So, now before we move on to
[19:59:41] the seven principles, here's a quick info for you guys. You can unlock your potential with simply learns advanced certification in UIs design and dive This comprehensive course covers essential skills like wireframing,
[19:59:54] prototyping, usability testing and mastering industryleading tools such as Sketch, Figma, Adobe XD. A geni powered UIUX design course focused on practical learning. So whether you're an aspiring designer, a developer looking to expand
[20:00:07] into UIUX field, this program offers hands-on experience, real world projects and expert guidance from industry professionals. So enroll now to begin your journey towards a successful career in UIUX design. You can find the course
[20:00:20] link in the description box and pin comments. So the first one is hierarchy which guides the users's attention. So hierarchy is all about directing users to the most important elements first. So you can think of it like writing a
[20:00:34] headline in a newspaper. It grabs attention before you dive into details. So in UI design, you can use size, contrast, and spacing to create a clear structure. So let's start with font size and weight. So as you can see, large
[20:00:50] bold fonts immediately draw the eye to headlines or key actions. So for example, in an e-commerce app, the product name is bold and the price is slightly smaller. And then comes contrast. So make sure that you use
[20:01:04] colors to make key elements stand out. For example, a bright buy now button against a neutral background will naturally grab attention. And then you have spacing, which means group related content together and leave enough space
[20:01:20] clarity. So as you can see in this example, the company name or the logo is bold and prominent because that is what they want their users to see first which is followed by the subtitles or sections. So the use of visual cues
[20:01:35] ensures users can skim and find what they need without effort. So ask yourself what's the first thing I want my user to notice and design around that. Now the second one is progressive disclosure which is to simplify complex
[20:01:49] processes. So progressive disclosure is like peeling an onion. You reveal one layer at a time to avoid overwhelming users. So instead of showing everything at once, present only what's necessary for the current step. So for example,
[20:02:03] when onboarding users to productivity app, you might start by asking for the name and email and in the next step you gather additional details like preferences and settings. So this makes a process feel less daunting. So to make
[20:02:17] progressive disclosure effective number one is to provide a progress indicator. So it can either be as you can see in this example a progress bar or also you can give steps like step one, step two or step three so users know where they
[20:02:31] are. Also you can avoid unnecessary steps. So keep the flow as short as possible and test your multi-step flows to ensure users don't drop off halfway through. Now number three we have consistency which is to build trust
[20:02:43] through predictability. So consistency creates familiarity and trust. So when users know how a button, menu or navigation bar will behave, they can focus on their tasks instead of figuring out the interface. So for example, in
[20:02:57] e-commerce platforms, the add toart button is consistently placed near the product description across all product pages. So this uniform placement ensures users can quickly add items to their cart without searching for the button,
[20:03:11] streamlining their shopping experience. So now consistency applies to colors. Use the same color for similar actions like green for submit and red for cancel. Then comes typography. Keep the font styles uniform for headings, body
[20:03:25] texts and labels and also interaction patterns. So ensure the drop-down behave the same way throughout the design. So create a style guide or
[20:03:37] design system to enforce consistency across your project. Now the fourth one is contrast which means highlight what's important. So contrast helps users distinguish between primary and secondary actions. It's not just about
[20:03:50] colors. It's about making sure the most critical elements stand out. So for example a red delete button on a plain background immediately grabs attention signaling the seriousness of the action. Now on the other hand secondary options
[20:04:03] like cancel might appear in gray to show they less critical. So use contrast for text readability like black text on a white background or high contrast color combinations for buttons. Also test your designs with a contrast checker to
[20:04:16] ensure that they meet accessibility standards. So be intentional with contrast. Overusing it can also create visual clutter. Now next we have accessibility which means design for everyone. So accessibility ensures your
[20:04:30] interfaces works for everyone including people with disabilities. So this is not just a moral responsibility but also makes your product more user friendly. So some of the key accessibility practices are number one high contrast
[20:04:43] colors. So make sure the text and backgrounds have enough contrast for readability. Next is adding alt text for images which means describe images for screen readers so even visually impaired users can understand them. And next is
[20:04:56] assistive technology compatibility. So test with screen readers to confirm functionality. So for example, Netflix subtitles and audio descriptions allow viewers with hearing or vision impairments to enjoy content seamlessly.
[20:05:09] Now on number six, we have proximity which means grouping related items together. So proximity is about placing related elements close together so users perceive them as connected. So this creates a logical and intuitive layout.
[20:05:22] So for example, in an audio player, buttons like play, pause, and volume are grouped together because they are all related to playback controls. However, the exit or the close button is placed separately to prevent accidental clicks.
[20:05:35] So, this is how you can use proximity effectively. Number one, place labels next to the form fields they describe. Number two, group related items with proper spacing to show connections and then separate unrelated elements to
[20:05:48] reduce visual clutter. So, white spaces, as you can see, isn't wasted space. It helps users focus and navigate easily. And finally, the seventh one is alignment, which creates order and balance. So, alignment ensures your
[20:06:02] design feels clean and professional. It's like arranging books neatly on a shelf. It creates order and predictability, making it easier for users to navigate. For example, e-commerce product pages align images,
[20:06:14] product titles, and prices in a consistent grid layout. This structure helps users compare products quickly. So, some of the best practices for alignment are number one, use a grid system to structure your layout. Number
[20:06:27] two, align texts, images, and buttons along consistent margins. And also avoid random placement. It disrupts the visual flow. So even small misalignments can make a design look unpolished. So double check your spacing and placement. So
[20:06:41] principles to keep in mind while designing. So now let's see some tips for an effective UIUX design. Number one is apply perspective. So guide users through a logical sequence of actions as told earlier. For example, lead them
[20:06:55] from browsing a product to adding it to the cart and completing the checkout. interface intuitive with clear navigation and minimal cognitive load. And then use shortcuts. Speed up common tasks with quick access buttons or
[20:07:09] keyboard shortcuts. And finally, test. Observe how real users interact with your design to catch and fixed issues earlier. So that's a wrap on the principles of UI design. Remember, great design isn't about being flashy. It's
[20:07:21] about being functional, accessible, and intuitive. So, apply these principles, skills. So, if this video helped you, don't forget to like, subscribe, and share it with your fellow designer. >> Powerhouse of it all. Um, like when you
[20:07:35] >> Powerhouse of it all. Um, like when you think of what is the acronym now? FANG. think of what is the acronym now? FANG. Spelled out like I think it's like F A. Well, actually, I think it changed. It's not Fang anymore because Facebook is now
[20:07:49] not Fang anymore because Facebook is now Meta. So today's learning objectives are Meta. So today's learning objectives are that are to identify the role of visual design principles such as balance, contrast, emphasis emphasis and movement
[20:08:03] to create visually appealing and functional user user interfaces. analyzed galt excuse me visual principles like excuse me visual principles like proximity similarity and closure to
[20:08:16] proximity similarity and closure to enhance user experience by guiding perception and interaction with design layouts. So some foundations of visual layouts. So some foundations of visual design are that it is it is the practice
[20:08:28] of using visual elements such as color, typography, imagery, and layout to communicate a message, evoke motion, evoke emotions, and create an aesthetically pleasing experience. Instagram's visual design uses plenty of
[20:08:45] white space and simple iconography, minimizing distractions. A consistent color scheme with white, black, and Instagram signature pink and
[20:08:58] orange gradient creates a cohesive and visually engaging interface. visually engaging interface. and and we we've seen um I'm pretty sure most of us I know everyone doesn't use Instagram but most of us use Instagram
[20:09:12] or um some other form of social media where they have I would they I would say they follow essentially similar principles. Um, I can't really say that Tik Tok does in terms of the aesthetically pleasing experience
[20:09:25] aesthetically pleasing experience because Tik Tok is more so I would say for gamification. Um, whereas Instagram doesn't necessarily like push that forward. But yeah, I mean
[20:09:38] older as far as like the interface, but I think it's pretty consistent as far as just describing in Instagram's like just describing in Instagram's like cleanness and sleekness. and the essence
[20:09:51] um of like Instagram. I have this like philosophy in a way of what I believe um certain social media platforms mean um in terms of like what you get out of
[20:10:03] in terms of like what you get out of them. And um to me um Instagram is kind them. And um to me um Instagram is kind of like rides the wave of like where or of like rides the wave of like where or how you want people to perceive you. Um,
[20:10:15] how you want people to perceive you. Um, it's kind of like your your like photo album in a way. Like if you only or at least that's how some people treat it. Um, if you only wanted people to see the photos that you selected um not
[20:10:29] necessarily anything that's just like in your see what you what your best picks are versus anything that's in your like photo booth. Whereas I think um other platforms like Snapchat or even I think Instagram stories kind of gives you a
[20:10:45] Instagram stories kind of gives you a little bit more insight into like real a little bit more realness. Um a little bit more of authenticity. Um things may not always be necessarily perfect um in those
[20:11:01] particular categories or um on those particular like aspects of the platform. So that's just my perception of it. And the next key visual design concepts. The visual design principles help designers organize elements for visual appeal and
[20:11:18] easy navigation. Essential visual design concepts are balance, contrast, proportion and movement. Balance refers to the even distribution of visual design across a composition. So in the in the same way like things are
[20:11:33] symmetrical. Um it guides the viewer's eyes. viewer's eye to enhance usability, making navigation more comfortable and intuitive. Types of balance are symmetrical balance elements are mirrored evenly mirrored or evenly
[20:11:49] mirrored evenly mirrored or evenly distributed on either side of a central distributed on either side of a central axis creating a sense of formality and order. And then asymmetrical balance is elements are arranged in varying sizes,
[20:12:03] shapes or colors to achieve balance without requiring identical symmetric identical symmetry on both sides. And then next we have contrast. Um it differentiates elements establishing a clear visual hierarchy allowing
[20:12:18] designers to highlight important information important components and guide users through the design. So some examples of contrast and emphasis Contrast different differentiates elements and establishes visual
[20:12:32] hierarchy while emphasis directly emphasis directs focus to important components ensuring they capture the viewers's attention. Types of contrast. It involves using different colors to visually distinguish design elements
[20:12:47] enhancing the visibility and importance of specific components. For example, a bright yellow call to action button placed on a dark blue background effectively draws attention. While in terms of
[20:13:02] value, it refers to the lightness and darkness variations between colors impacting a design's effectiveness. A black text on a white background which black text on a white background which provides high high value contrast and is
[20:13:17] highly readable. Um very accessible. Um when you think about accessibility um that's when you really want to think about contrast essentially. It also includes size which involves varying the dimensions of design elements to create
[20:13:31] emphasis and visual hierarchy guiding guiding the viewers's attention to key components. For example, a large headline for instance compared to a headline for instance compared to a smaller body text immediately captures
[20:13:45] attention and signals its importance. And um that was something that I think I caught in a couple people's work. Um just some hierarchy things of ways to like emphasize um certain things that especially when they may be close
[20:13:59] especially when they may be close together or close in size, how to create some visual hierarchy within your design. um when you have the same font design. um when you have the same font or the same the same font or the same
[20:14:13] or the same the same font or the same like essentially styling for um or a lot of text especially um creating some visual hierarchy and spacing things out. And then next you have heading um excuse me um typography uh where you kind of
[20:14:26] like build out your heading, your body um your um subhead subtext and then it involves using various fonts weights and styles to establish visual hierarchy and
[20:14:39] interest in text creating a dynamic and engaging reading experience. engaging reading experience. For example, combining a bold open s font for headings with open s with open sands font for body text creates clear
[20:14:54] separation between content types. Um, as far as shape utilize, it utilizes different geometric forms to differentiate design elements creating visual interest and enhancing the user
[20:15:07] experience. Another example of shape is using circular icons among rectangular buttons. Circular icons among rectangular buttons creates a clear
[20:15:19] distinction between the circular icons stand out. And then texture. It employs varying textures to create depth depth and visual interest. Adding layers to
[20:15:31] the design and making it more engaging. For example, a smooth background paired For example, a smooth background paired with a textured foreground creates distinct separation between layers, adding visual intrigue and depth to the
[20:15:44] design. And then next we have movement. It refers to the path the viewer's eye takes through a composition, directing their attention from one element to another. Effective movement creates a
[20:15:57] another. Effective movement creates a dynamic design and establishes a v clear visual hierarchy. lines and directional cues. Using lines across, excuse me, using lines, arrows, or shapes to guide the viewer's eye in a specific direction
[20:16:12] within a composition. For example, an arrow pointing from a product p a product image to a buy now button directs the viewer's eye towards the directs the viewer's eye towards the call to action. And then implied motion
[20:16:27] creates is creating a sense of motion through elements that suggest movement. For example, a photo of a runner in the mist stride implies forward motion in
[20:16:39] encouraging the viewer's eye to follow direction of the rudder. Using lines with an image, excuse me, leading lines using lines with an image to lead the viewer's eye towards a focal point. for example, a road or a pathway and a
[20:16:54] landscape photo that leads the viewer's eye to the horizon or to a or a specific point. And then you have sequential placement where is arranging thing
[20:17:06] guides [clears throat] the viewer's eye in a logical order. For example, step-by-step instructions in a vertical or horizontal layout where each step leads to the next. And then some contrast in movement is using contrast
[20:17:23] and color shape or size to create focal points that the eye naturally follows. For example, a bright bold element among softer muted elements will draw the eye,
[20:17:35] excuse me, will draw the eye and create a path of movement. And then you have repetition. repeating elements in a way that creates a visual rhythm and guides the viewer's eyes. For example, a series of evenly spaced dots or lines leading
[20:17:52] toward a focal point can create a sense of direction and flow. And then next you have proportion as it refers to the relative size and scale of different
[20:18:04] elements in a composition. Proper proportion helps establish a sense of importance and balance, enhancing the overall design flow. It also ensures overall design flow. It also ensures that each elements size contributes to a
[20:18:18] cohesive layout, guiding the viewer's eye naturally and creating visual harmony. One of the uh types of proportions the standard involves creating size relationships based on familiar ratios that feel balanced to
[20:18:32] the eye such as the traditional 2:3 ratio or symmetry whereas everything is ratio or symmetry whereas everything is essentially like one. Um for example,
[20:18:44] magazine layouts and iPhone screens dimensions follow standard proportions dimensions follow standard proportions for aesthetic appeal. Hierarchal. Um, in terms of hierarchal, it reflects importance through the size of elements
[20:18:56] with larger elements including primary focus and smaller ones as secondary. For example, news sites use large headlines to draw attention with smaller text for less important info.
[20:19:10] less important info. The golden ratio 1 one 618 um consists of the mathematical ratio around 1.1 to create an organic balance and
[20:19:25] to create an organic balance and aesthetic appeal. The X logo formerly aesthetic appeal. The X logo formerly Twitter and um Parthonon design use the golden ratio for visual appeal. I I haven't I'm not familiar with Parthonon,
[20:19:39] but they both use the golden the golden ratio for visual appeal. And then as far as scale, scale creates contrast, depth, and scale creates contrast, depth, and emphasizes by exaggerating or minimizing
[20:19:55] scale differences within a design. For example, Nike ads use a large product images with a smaller text to focus on the product. Um modular
[20:20:08] um or modular organizes designs with a grid based approach ensuring consistent spacing and elements of alignment of elements throughout the layout. For example, websites like Amazon uses a grid to organize products listings
[20:20:24] product listings neatly. All right. And for everyone's favorite part, we're going to get into I mean I hope everyone does like when I build them out this way cuz I feel like it's helpful to see things on screen at
[20:20:39] least um the rhyme and the reason as to like the what the selection is as well. like the what the selection is as well. Um well this particular question is asking us or going through the scenario. Jenna is designing a
[20:20:53] landing page for an e-commerce website. She wants the buy now button to stand out visually as the focal point making easier for users to identify and engage
[20:21:06] with it. How can we achieve this without overwhelming users with too many overwhelming users with too many elements? Is it A, grouping the buy now button with product descriptions and images to show their connection? Is it B
[20:21:20] using bright red color for the buy now button against a neutral background to button against a neutral background to draw attention? Or C, creating a formal layout by mirroring elements on both sides of the page
[20:21:35] or D using arrows to guide the user's eye towards the buy now button. The answer is B. Uh, using bright red color for the buy now button against a
[20:21:47] neutral background. Using the using a bright red color for the buy now button against a neutral background to draw attention. An explanation is to make the buy now button the focal point. Um, Jenna should
[20:22:02] leverage contrast and color hierarchy. Um a bright high contrast color like red, orange or green against a neutral background uh naturally draws the eye without cluttering the page. Um this makes the button easy to identify and
[20:22:17] encourage encourages users to engage with it. And then an introduction to just salt gal visual design principles. I always uh I don't know why for the longest I always say G like the G first verse well
[20:22:35] pronounce the G in a different way but um it's gassalt. um it's gassalt. So the gassalt visual design principles um these principles explain how people perceive visual elements as unified
[20:22:50] perceive visual elements as unified holes helping users group and interpret information to improve clarity and usability in design. So for example when things are broken the G closure uh
[20:23:04] emphasis continuity symmetry symmetry uh figure figure ground um prox proxim proximity yeah and then
[20:23:16] similarity. By applying these principles, designers can create more intuitive and co and and cohesive visual experiences that align with how users naturally perceive the world. While the principles such as balance, contrast,
[20:23:32] emphasis, and movement create a strong foundation, it's also essential to understand how users perceive and interpret these elements as a whole. shapes, excuse me, visual perception and design shapes how users group and make
[20:23:48] sense of visual elements. It influences how it influences overall user experience by guiding attention and interaction. So some gassalt visual
[20:24:00] design principles are that here are six of the most common principles in um galt principles in visual design is proximity, similarity, continuity, proximity, similarity, continuity, closure, figure and ground, symmetry and
[20:24:15] order. The gassalt principle of proximity. It states that elements placed close together are seen as related, helping users quickly understand the design structure, thereby reducing cognitive
[20:24:29] load. It arranges related elements close together to signal their connection. It creates visual clusters to help users perceive items as part of a unified hole. It also simplifies information
[20:24:44] processing by grouping elements, making it easier for users to understand. it easier for users to understand. And a an example of proximity is that on Google's workspace landing page,
[20:24:58] security and application icons are strategically grouped. By clustering these icons, Google shows that security these icons, Google shows that security and applications are key to the user
[20:25:11] experience, helping users inclusively grasp the platform's offerings. And then as far as the Gasol principle of similarity, it states the v that visual
[20:25:24] simil similar elements, shape, color or texture are perceived as a part of the same group, helping users quickly identify related elements. Um, it uses consistent colors, shapes, and styles to signal related elements. It also creates
[20:25:40] recognizable patterns to help users quickly identify and interpret information. information. It also arranges elements in a clear in
[20:25:52] a clear hierarchy to guide users through content and emphasize importance. An example is that on Zoom's homepage it links links for apps access
[20:26:04] links links for apps access or links for app access like join, host or links for app access like join, host or sign in are displayed in blue whereas the customer journey links are in gray. Um, and those are more so how you would
[20:26:19] find out more insight and more information about um about Zoom versus choosing to sign up or create an experience or join an experience. Links
[20:26:32] associated with the customer journey like product pages and pricing are displayed in gray subtly indicating their distinct purposes. And the gassalt principle of continuity is it states that elements aligned on a
[20:26:46] is it states that elements aligned on a line or curve are perceived as related guiding the user's eye smoothly through the design. Designs intuit the designs
[20:26:59] the design. Designs intuit the designs intuitive flows that guide guide users through content seamlessly. It also uses familiar layouts and interactions to enhance user expectations and ease of navigation. It also incorporates
[20:27:14] navigation. It also incorporates continuous lines to direct attention and create a sense of connection between elements. So, for example, Pinterest, elements. So, for example, Pinterest, one of my favorites, um Pinterest home
[20:27:28] Pinterest's home feed arranges images and columns with vertical lines of n of vertical lines of negative space, guiding users eye naturally. The layout encourages vertical scrolling, promoting smooth navigation and making it easy for
[20:27:45] users to explore more content without feeling overwhelmed. Uh the salt principle of closure is that it states that the brain fills a fills in gaps to
[20:27:58] perceive a complete object even when parts are parts of a visual are missing. The visual cues it um as far as closure it uses visual cues to suggest shapes
[20:28:10] and forms helping users understand structure without clutter. Utilizes it utilizes empathy empty space to enhance clarity. highlight key elements and improve overall composition. It also focuses on essential elements to create
[20:28:26] clean designs that are easy to navigate and understand. For example, when a and understand. For example, when a partial image appears the appear appears above the fold on a seam, your brain instinctively wants to complete it by
[20:28:43] seeing the entire picture. This natural response encourages you to scroll down the page without even realizing it. And an example I mean excuse me um principles of figure and ground is that it describes how users distinguish
[20:28:57] it describes how users distinguish elements by identifying the focus figure elements by identifying the focus figure against the background. It defines foreground elements from the background to enhance visibility and comprehension.
[20:29:10] It uses contrasting colors and sharp sharp edges to improve elements recognition and focus design element. It also designs elements that can be
[20:29:23] perceived in multiple ways allowing users to shift perceptions and engage users to shift perceptions and engage with the content creativity. So, a good example of like figure and ground that I kind of like I guess also
[20:29:39] ground that I kind of like I guess also perception more so um was the like image with the old lady and then the young woman and it asked you what did you see woman and it asked you what did you see um which one or what do you see? Um some
[20:29:54] people saw the old woman immediately, some people saw the young woman some people saw the young woman immediately. So an example of the gassol uh principle of figure and ground is the FedEx logo. The negative space between
[20:30:08] FedEx logo. The negative space between the E and the X form an arrow which can be easily overlooked at first glance. The subtle arrow conveys motion and direction effectively. Conveys um the subtle arrow conveys
[20:30:21] Conveys um the subtle arrow conveys motion and direction perfectly aligning motion and direction perfectly aligning the with FedEx focus on speed and the with FedEx focus on speed and efficient delivery services. Um, I think
[20:30:33] this is a really great example of that, especially in logo form of creating like especially in logo form of creating like essentially creating um something I mean using what you have to create something more, something greater. So um in New
[20:30:47] York changed their logo. Everyone hated it at one point. But um I think it's it at one point. But um I think it's also a matter of like they have to they do have to like change things to stay relevant. And I think um well I mean I'm
[20:31:04] relevant. And I think um well I mean I'm definitely not the target audience for Cracker Barrel. I think there the people that are it still needs to resonate with them or be a place that they would want to go um for
[20:31:20] food. Whereas like I mean I guess the pancakes are good so you would go for pancakes are good so you would go for that um if that's like your your thing. that um if that's like your your thing. But I also don't um I don't think it's
[20:31:33] But I also don't um I don't think it's the biggest like I think that when it comes down to logos being updated and changed and altered like the public is going to have a perception about it. And
[20:31:46] I think we learned that when um I think we went over where I think they set was it Pepsi changed their formula or Coke changed their formula and then they put it out and spent this big budget of like putting it out on the shelves and they
[20:32:00] tested it in a small group and people preferred the new Coke whereas in the large group of nationwide or worldwide large group of nationwide or worldwide people preferred the old Coke. So, it's
[20:32:13] a matter of making people, yes, making people change, but also, yes, giving them something to talk about because that's part of the marketing, too. um not everyone's going to like everything, but then the people that do um or at
[20:32:27] least that made or came across that decision, they have to at least make a decision even then as to like if they're going to stand behind their their um their investment. Um cuz it's still not a cheap investment or are they going to
[20:32:42] move on and like go back, excuse me, revert back to what was working before. So, it's a balance of both. So to continue we are going to go over the principle of symmetry and order as it taps into a universal human ex human
[20:32:59] preference for balance and harmony. It also focuses on essential elements to create clear and uncluttered designs that enhance user understanding. And in addition to that, it creates balanced compositions to foster harmony and
[20:33:15] visual appeal, making designs more aesthetically pleasing. It also organiz aesthetically pleasing. It also organiz it also organizes elements logically to it also organizes elements logically to guide users through content and improve
[20:33:29] navigation. And then aside from that, it's uh it designs elements that are easy to perceive and interpret promoting clarity and reducing cognitive effort. An
[20:33:42] example is Google's homepage features a symmetrical design and most elements center aligned including the prominent search bar. The Google search and I'm feeling lucky buttons are positioned side by side nearly mirroring each other
[20:33:59] enhancing the balance and simplicity of the layout. An application of Gaul principles in design is that Gaul principles can be applied in various aspects of design to enhance usability, visual appeal and user engagement.
[20:34:15] visual appeal and user engagement. UI design is that it uses proximity and similarity to group related buttons or links, creating a more intuitive navigation experience, while layout design applies continuity
[20:34:29] and symmetry to guide the user's eye through the content smoothly and create a sense of balance. Whereas brand design utilizes closure and and figure and
[20:34:41] ground to create memorable and impactful logos that are simple yet recognizable. logos that are simple yet recognizable. Case study is Airbnb. Um Airbnb is a leading marketplace that connects travelers with unique accommodations and
[20:34:56] continuously enhances its website and app design to ensure a seamless user app design to ensure a seamless user experience. A key aspect of this optimization is applying assault principles to enhance usability and
[20:35:10] principles to enhance usability and visual appeal. Some initial design ch initial design challenge is is that colored elements. That was a quick case colored elements. That was a quick case study, but um I think that Airbnb of
[20:35:23] course is a good example of a marketplace similar to what we discussed before in Amazon of just that grid like um sequence, whereas Airbnb does a good job of kind of like showing you um also like where they could be located and at
[20:35:39] a high glance like what the pricing may be. So um you can kind of navigate through that at at one level while seeing a list on the other. And then initial design challenges were cut um are cluttered elements page pages like
[20:35:55] search results were overwhelming with too many elements creating visual noise. There was navigation is issues where the vast amount of information made navigation overwhelming for users and then cons inconsistent visuals. The
[20:36:09] varying design elements descripted the visual coherence of the site, disrupted the visual coherence of the site. And then you have weak visual hierarchy which is an important which are important elements such as
[20:36:25] which are important elements such as calls to action um and then they lack prominence making navigation difficult for users. A consistent font. Well, applying Gaul principles to similarity is that consistent font, color scheme,
[20:36:41] is that consistent font, color scheme, and icon styles are used to create a cohesive visual identity indicating similar functions. It allowed the It allowed users to quickly recognize and understand
[20:36:57] elements across various pages thereby improving navigation and usability. As improving navigation and usability. As far as applying the uh principles to proximity thumbnails displaying a location, distance, dates, and price
[20:37:13] information are grouped to appear as a single unit. It appear it it enabled users to connect images with associated data creating a streamlined browsing
[20:37:25] experience that reduces cognitive load and simplifies navigation. An example of applying gauult principles to continuity are that cards are arranged horizontally
[20:37:37] to create a pattern that guides attention through the listings, making it easier for users to scan and compare. It helped Airbnb improve the aesthetics and promote usability resulting in a smoother browsing experience. You can
[20:37:52] see them doing that here with the well now I believe they have like Airbnb experts which is like a thing where you can like go to people and have them like
[20:38:04] either cook for you or like have people cook for you a trainer. Um there's different I guess different ones you can put on Airbnb so worthwhile looking into and leveraging. And then um applying figure and ground is that the zoom
[20:38:19] feature on the search bar directs users attention to input their search criteria emphasizing the function and minimizing distractions. It improve usability by guiding users through their experience and making the search process more
[20:38:34] intuitive and seamless. And then outcomes and improvements. Applying assault principles led significant improvements in led to significant improvements in led to significant improvements in Airbnb's website design.
[20:38:47] Increased user engagement, a clear layout and intuitive navigation encourages longer site exploration and strengthen the and strengthen the brand connection and then higher conversion rates. Uh streamlined booking processes
[20:39:03] and prominent calls to action lead to more completed reservations. uh while a positive user feedback whereas um it's users where users appreciate the site's ease of use and design which enhances their
[20:39:19] experience and encourages referrals. An organized and visually appealing design keeps users engaged, lowers bounce bounce rates and boosts conversions. In this exercise, you will explore the visual design of Amazon's website
[20:39:34] through the lens of the salt principles. This will help you understand how these This will help you understand how these principles influence user perception and interaction, fostering a seamless and intuitive experience. So, let's just go
[20:39:48] intuitive experience. So, let's just go to Amazon. I'm going to sign out here just so you guys don't It's a judgment free zone. Cool. So, signing out of Amazon and then just going to Amazon.com. I was looking at an electric
[20:40:04] Amazon.com. I was looking at an electric bike. um considering still considering getting one uh just to commute to work in a slightly occasionally more I would
[20:40:16] say environment well I don't think it's more environmentally friendly but just to commute to work in I think more of a healthconscious way um get my get some healthconscious way um get my get some more exercise in versus um driving at
[20:40:29] times but I guess we'll see still thinking about it because the commute my commute was double essentially, but at the same time, some double. In the evening, it would be about the same. Um, because the traffic
[20:40:46] in the evening for some reason just doubles once I get off work. So, I feel like it's not as intuitive as the mobile. But, I think they they did a good job of like cleaning things up in a way to make things appeal for their
[20:41:00] audience base, which is a vast um audience. Essentially, you have users audience. Essentially, you have users young to old um using Amazon for various reasons. So, if someone were to just see orders, they may have be confused as to
[20:41:14] where they could return at, especially if it's not visible. So, having that even be um of course not as prominent, but even have that having that presence definitely helps. um still even when um Amazon utilizes
[20:41:29] Amazon utilizes Prime or Amazon choice um it's giving emphasis and to the user like hey click here select this or um we prefer this so here select this or um we prefer this so you should too I'm trying to
[20:41:44] see if Amazon has like another example [clears throat] hold on let me check that so yeah You can you can say that is a um
[20:41:58] so yeah You can you can say that is a um good example. Um and of I did also just good example. Um and of I did also just look into the like example of the logo and I was wrong with that statement of it not being something that was like
[20:42:13] utilizing negative space. However, um it's a it's a play on figuring ground uh because the curved arrow um and the smile in the logo um under
[20:42:25] the logo is designed so that it doubles as of course a smile to show positive emotional association and then the arrow pointing of course from A to Z. Um so it
[20:42:38] still is um categorized can be categorized as figure and ground vess. So, thank you for that example as well earlier. And um Olivia, to your point, yes, this can be considered figure and ground as well. Um, one of the other
[20:42:55] ground as well. Um, one of the other examples that I just saw was um was um even the way like let me just click on a product. Let's see. Is [clears throat] the um the way they have their like add to cart and buy now
[20:43:11] buttons um as the like con. It's it's an example of um of that because it it still differentiates from the rest of the page. They don't they're like pretty like black and white overall, but
[20:43:27] calling out key things in red and um those kind of like primary like alert those kind of like primary like alert colors of red, yellow, and orange um to
[20:43:40] kind of communicate that message. Does anyone else have any anyone else have any see anything else? I think when um when I at [clears throat] one point I remember like things kind of like
[20:43:53] combing over part of the screen to showcase like that you're like adding something to your cart or is it just mobile maybe usually on mobile and
[20:44:05] Amazon so this is my honest opinion about design this is my honest opinion about design agencies having worked in them for them then if you are in this business essentially you yourself and your
[20:44:19] freelance business are your own uh agency. Often times I find that I find that marketing firms agencies they want to have a rhyme or reason as to why they
[20:44:32] came up with something or why they chose something and it does make it more something and it does make it more marketable when you are able to explain things in your design. However, I feel like
[20:44:47] certain things are stretched at times as far as like the meaning, the rhyme or reason, and you'll see this even more so with color palettes um as to like why certain colors work together or why they feel certain colors are harmonious and
[20:45:04] um or contrasting and color pairings and why these color pairings work mesh well together. see the philosophy that people build out and I'm not saying it's all build out and I'm not saying it's all like irrelevant. So um the first thing
[20:45:22] like irrelevant. So um the first thing that I'm linking is research gate um is just analyzing the role of the salt elements and design principles in logo and branding. So goes more goes a little bit more in depth on what we essentially
[20:45:37] just went over and what we've been discussing. discussing. And then um this gray box is an is giving us an example of um applying those principles
[20:45:51] to design. As far as the simply learn platform, As far as the simply learn platform, you'll also be able to unlock the power, you'll be able to see the unlock the power of
[20:46:07] of gass principles and design um and then go more in depth um with some readings here. Yeah, I think we can get into lesson two
[20:46:20] um and just kind of like give us a little bit of a head start on tomorrow little bit of a head start on tomorrow because um lesson two is a bit longer. because um lesson two is a bit longer. Um we have like 70 slides to go through.
[20:46:32] So [laughter] um I just wanted to get a little head start on that. We're going into lesson two of visual design, wireframing, prototyping, and micro interactions and interactive design.
[20:46:47] [snorts] Some of the essential elements of visual. Today, we're going to focus of visual. Today, we're going to focus on essential elements of visual design. As a quick recap, we went over key visual principles like balance,
[20:47:00] visual principles like balance, contrast, emphasis, and movement uh which enhance a design's visual appeal and functionality. Uh galt visual principles such as proximity, similarity, enclosure guide user
[20:47:13] perception and interaction, helping to create intuitive and userfriendly designs. Whereas grouping related elements close together helps users quickly identify connections by simplifying navigation and improving the
[20:47:29] overall user experience. And then uh last but not least uh we began using contrast seeing using contrast in color size and texture um as it highlights essential components ensuring users
[20:47:45] easily spot important buttons or calls to action. And then for today's for this lesson's engage and think we have uh when you
[20:47:57] open your favorite app like Spotify, notice how the layout and colors seamlessly guide your experience as you scroll through your playlist. The text is easy to read and the visuals help you find your favorite favorite
[20:48:14] song effortlessly. Now consider walking past a restaurant at with a subtle sign that features a unique font or color scheme that grabs your attention. What
[20:48:26] do you think makes certain design elements stand out in our daily interactions? Is it the colors, fonts, or images that catch our eye? What factors contribute to making these everyday experiences feel so intuitive
[20:48:41] and seamless? Um, and then for today's learning objectives, by the end of this lesson, you'll be able to analyze the impact of colors or on user behavior and apply color schemes to
[20:48:57] evoke emotions and emphasize key actions in interface design. You'll also be able to evaluate the impact of font styles on readability and brand perception while applying font pairings and hierarchies in a UI layout.
[20:49:15] Third, you'll be able to identify how strategic use of images, icons, and strategic use of images, icons, and other visual elements enhance user navigation and experience. And then we'll begin to explore and
[20:49:27] And then we'll begin to explore and apply v various visual styles to enhance apply v various visual styles to enhance user inter enhance user interface design aligning aesthetics with functionality and brand identity. So essential
[20:49:40] elements of visual design. So key elements of visual design um as So key elements of visual design um as far as color using colors in UI design helps users quickly understand each element's purpose
[20:49:55] and emphasizes key actions for better interaction. So, um on the left side you see like things in full color uh where you see it's like a habit tracker essentially uh prioritizing
[20:50:10] habit what habit they're trying to do what type of habit is it is a to-do list is it not to do um a reminder of the time and then what that would experience time and then what that would experience would be kind of reminds me of like um
[20:50:24] would be kind of reminds me of like um uh rising of a of a mockup um essentially we want to make sure that we're focusing yes design in black and white to make sure you're focusing on um make sure you're focused on composition
[20:50:37] make sure you're focused on composition structure alignment um the tech like are many other things you can focus on before you start playing playing with color or at least being concerned with color but if you do have rhyme and
[20:50:52] your design system to include color you'll be able to incorporate those colors just in a smart and efficient way um like you see on the left side. And then for colors in visual design, color
[20:51:09] is a vital element in visual design, shaping brand identity and guiding user interactions and influencing emotions. It reinforces brand recognition through consistent use of color as well as evoking emotions like calmness which is
[20:51:25] evoking emotions like calmness which is blue or urgency in red. It also draws attention to elements like buttons and links. And then color theory is the study of how colors interact mix and the visual elements I mean excuse me visual
[20:51:41] effects of color combinations. They consist of red blue and yellow the consist of red blue and yellow the foundational colors that cannot be foundational colors that cannot be created by mixing other colors.
[20:51:54] They consist of green and then secondary colors consist of excuse me that first one was primary colors. This this one is now secondary colors which they consist now secondary colors which they consist of green, orange and purple um which are
[20:52:08] formed by mixing two primary colors to enhance the vibrant palette. And then enhance the vibrant palette. And then you have tertiary colors. Uh they are created by mixing a primary color with a secondary color adding depth and
[20:52:22] complexity to color combinations. And then you have understanding and mixing then you have understanding and mixing RGB values. RGB values define the intensity of red, green, and blue in a color with each component represented by
[20:52:38] color with each component represented by a value between zero, none, and 255 full intensity. So you see the breakdowns here from bright red to bright green to bright blue to magenta to light pink. Combining RGB values in different
[20:52:53] intensities as it creates new colors. It is a well for a color wheel what colors essentially align up in what way and how they all align up in what they and how they all align up in what they create. Um but essentially a color well
[20:53:08] is a particular diagram that arranges colors by a chromatic by their chromatic relationships helping users understand color combinations. color combinations. It is essential for selecting harmonious
[20:53:22] color schemes and guiding users in creating visually appealing designs. creating visually appealing designs. And then before diving in to design, before diving into design, it's important to know that colors come in
[20:53:37] two forms. um understanding these two primary color modes is crucial for creating effective digital and print designs and that is RGB versus CMYK. so forth and I recently had to
[20:53:52] so forth and I recently had to essentially convert something that was essentially convert something that was created with in RGB but because the client wanted to use Canva
[20:54:04] client wanted to use Canva the and print it it's like Canva doesn't the and print it it's like Canva doesn't necessarily speak to CMYK colors um well necessarily speak to CMYK colors um well in my opinion as a platform so getting
[20:54:17] them into CMYK K format was definitely essential. Um RGB is a additive modal. It uses the digital it's used for digital screens and it combines red,
[20:54:29] digital screens and it combines red, green and blue light to create colors. And then for example computer screens, TVs and smartphones is where um you would essentially utilize and see RGB being colors being used. Where CMYK is a
[20:54:45] being colors being used. Where CMYK is a subtractive model. It's used for print media combined cyan, magenta, yellow, and black pigments in their printers. That's why you have like those cartridges with specific colors that um
[20:55:01] when one runs out, your colors kind of look a little weird depending on what you're printing. Color schemes are crucial for setting mood and ensuring visual harmony. Here are some popular types. Uh we have variations of single
[20:55:17] color like shades, tints and tones as the um of mono chromatic, excuse me. Um monochromatic it has variations of of a single color um in different shades,
[20:55:30] tints and tones and it provides a cohesive a cohesive and soothing look. cohesive a cohesive and soothing look. Whereas analoges um are colors next to each [clears throat] other in on a on the color wheel and then creates a
[20:55:43] harmonious and visually pleasing effect. And then you may have complimentary complimentary colors um which are opposite each other on the color wheel opposite each other on the color wheel like red and green um purple and yellow
[20:55:58] which it creates high contrast and striking visual effects. Color schemes are crucial for setting the mood and ensuring visual harmony. Here are some ensuring visual harmony. Here are some popular types. Uh tri triadic
[20:56:13] triadic um are three color three colors evenly spaced around the color wheel well provides a balanced yet vibrant color palette and a split complimentary color palette and a split complimentary as a base color or a base and two color
[20:56:28] colors adjacent to its complimentary color on the color wheel as it provides high contrast while maintaining harmony for a vibrant yet balanced visual
[20:56:40] effect. And then you have the rectangular the rectangular tetra deck. rectangular the rectangular tetra deck. Um there are four colors from the there four colors form a rectangle with two complimentary color color pairs on the
[20:56:57] color wheel. It creates a harmonious yet contrasting effect like Google. And then you have uh introduction to color psychology. Color psychology studies how colors impact our emotions, perceptions, and
[20:57:12] behaviors influencing our daily decisions and feelings. They evoke emotions such as calmness from green and energy from red, but their meanings can vary across different cultures. And then color, psychology, and branding. Let me
[20:57:27] um behaviors influencing our daily decisions and feelings. They evoke emotions such as calmness from green and and energy from red, but their meanings can vary across different cultures. [clears throat] Picking to the
[20:57:41] psychology of branding in psychology and branding, colors play a crucial role in shaping brand identity and communicating the brand message to the audience. So you see in this red box on the side on the left side you'll see for
[20:57:55] on the left side you'll see for established brand colors are in intrinsically linked to their identity. For example, linked to their identity. For example, Coca-Cola's red signifies excitement.
[20:58:08] Um and then on the right side you'll see that for brands colors help position the brand and connect for new brands, excuse me, colors help position the brand and connect with the target audience. For example, Spotify is green conveys
[20:58:24] example, Spotify is green conveys freshness and energy. And then uh 60 3010 rule in color theory is that is widely used. It's a widely used principle in color theory that helps designers create visually balanced and
[20:58:37] appealing color schemes. For primary colors is 60%. It sets the overall tone and mood and for example your background color. And then you have your secondary
[20:58:51] colors which is 30% of your composition. Um it complements the primary color and adds visual interest. Um for example secondary background. Um and I I'll just give you a better example. You have like your your your display copy, right? Your
[20:59:08] display header. Say if your page was like just your background was white and like just your background was white and whatnot. And say Apple was rebranding and wanted to like use color. Not Apple really, but say there was a company that
[20:59:23] like just had like a really clean aesthetic like Apple and they just wanted to use color in their typography. You may um set the tone with the display You may um set the tone with the display header um being like really large um and
[20:59:39] in charge and like a really strong bold color. whereas um your your like sub head under that or your little caption under that. I think for the most
[20:59:52] part you would essentially use a secondary color, something that stands out but not too much. And then for your accent color, you have is makes up 10% um of your composition, but it's used sparingly to highlight important
[21:00:07] elements that and create focal points, for example, buttons and links. And that's exactly the way that I design myself. Um on my links, I kind of like reserve a color for them just so I can speak to them specifically um without
[21:00:23] necessarily muddying the waters elsewhere with the use of that color in other places. Like for example, if I want if I'm creating um like if I'm
[21:00:35] creating something and I'm like, "Okay, well, I need I want to make sure like if well, I need I want to make sure like if I'm using purple, yellow, and what's another color to get in that family?" Like orange, right? And I've
[21:00:51] family?" Like orange, right? And I've already identified um like different purples as my primary color, different um oranges as my secondary. I'm going to find what yellows I can include for like I know yellow is
[21:01:07] probably not the best example for this, but they're using yellow and it's very visible. So, it is possible to still use yellow, but I the point I'm trying to make is that I I separate that that color so that I can utilize it for my
[21:01:23] links or my call outs. Um, for example, if I'm saying like view more or show more, see more. Um, if I want something to be expanded, um, mainly interactive
[21:01:35] points, buttons, I save that for that that um, tertiary color. And then an that um, tertiary color. And then an example is uh the Cosmo app or platform. It's a e-commerce website. Um it's primary color white as it dominates the
[21:01:51] background keeping it clean like keeping the layout clean and spacious. And then the secondary is the blue uh where it highlights the logo and add to cart
[21:02:03] highlights the logo and add to cart button providing emphasis on completing compl complementing the white background. Whereas T black is used sparingly for text and icons ensuring strong contrast and readability without
[21:02:18] strong contrast and readability without overwhelming the viewer. So like this is a good example of that. I think they just flip their like [snorts] button indications or things that are linked to be secondary um because they utilize it
[21:02:32] more. So it really does depend on the um platform you're working with in. And platform you're working with in. And then uh color scheme generator. It is a valuable tool for designers and developers, helping them quickly create
[21:02:44] cohesive and visually appealing color palettes for their projects. It allows designers to find the ideal palette that fits project goals, brand identity, and or target audience, ensuring visual balance and consistency. And then here
[21:03:00] are a few tools to help create professional color palettes in your design for your design needs. I haven't utilized this one yet, but you have Adobe Color, which creates custom
[21:03:14] color schemes using rules. Um, you have color mind, uh, which generates AI based color palettes deriving from schemes and in images. And then you have UX pilot
[21:03:27] which is a Figma plugin um that generates cohesive color palettes for a generates cohesive color palettes for a seamless design. And then you have coolars colors which is one I use a lot. Um it generates color schemes
[21:03:42] in one click and then color hunt which provides a pro it provides curated color palettes. So, um I don't think we need 15 minutes So, um I don't think we need 15 minutes for this, but let's just go for it. Um
[21:03:57] and then we'll close out. Uh generating custom color schemes using AI powered UX custom color schemes using AI powered UX pilot AI, which is a plugin in Figma. Uh generate a custom color scheme using the AI powered UX pilot.ai AI plugin in
[21:04:11] AI powered UX pilot.ai AI plugin in Figma and apply the colors across a design project using variables and understand the significance of each color in terms of usability and user experience.
[21:04:25] I don't know why I typed in US pilot, but um it seems like it's supposed to be already in Figma, but if it's not, I'll come back over here. Um
[21:04:37] let's create a new design really quick. I going to navigate to plugins and I guess they have different ones but this one is spelling it all together. So
[21:04:49] this one is spelling it all together. So try that like putting UX and pilot. try that like putting UX and pilot. Let's come up with a color palette. Come up with a color palette for a dog washing
[21:05:04] company. Ad dog watching mobile company serviceing. serviceing. Hey. Hey Joan. What city do you live in?
[21:05:19] Hey. Hey Joan. What city do you live in? Servicing Chicago. What are some elements, some adjectives you can use to describe Chicago? Oh,
[21:05:35] maybe her thing is doing a thing where I don't know if it's stuck again. Okay, so here's my pro. I'm gonna copy this because we may have to use it for some other things, [clears throat] too. Um, just where we asked so far. We can
[21:05:49] always expand on that and, you know, elaborate a bit differently. Didn't really give us too much, but >> yeah, I thought the prompt would be give us like maybe coloration of like maybe two or three colors in one. And it just
[21:06:04] two or three colors in one. And it just seems is that would be a grouping. >> Yeah, it gave us like I wouldn't necessarily say grouping. It just kind of gave us the way text would look on that color um in terms of like normal
[21:06:19] that color um in terms of like normal text, large text, white and dark. But um and that's to see accessibility. But um this is the color palette that it gave us these five colors. Let's see what what happened if it gave us Okay.
[21:06:33] How do you feel about these three versus the three, the five, and then let's just do four to be humorous. All right. mean, they gave you some variations. They just they're just not telling you
[21:06:47] how to treat them. Yours only gave you one. I mean, I I feel like I'm not the fond I haven't used this generator before. Um,
[21:06:59] so I can't really say that I'm fond of it, but I feel like we can get a better one. Of course, you don't necessarily prompt
[21:07:11] colors. at least I don't believe that exists on that platform or that exists on that platform or that capability. But I think it's very um capability. But I think it's very um it's very like insightful as to like how
[21:07:25] it can be utilized especially how you can lay out color um for even like your things are accessible if you're using like different um button styles or text variations. is showing and seeing what is accessible and what may not be. Um,
[21:07:42] is accessible and what may not be. Um, but I I think I think this tool is okay. but I I think I think this tool is okay. I don't think that it's like great. If you were asking, if I was like trying to like pick the actual colors, I
[21:07:56] would probably like if I was just doing like a dog washing station, I would just like a dog washing station, I would just try and pick like colors that represent cleanness, but I also would like some pops in there. So, I'll
[21:08:12] probably either go in this vibe or um or maybe something like this even to like showcase some like contrast, like deep contrast,
[21:08:27] but then also some like harmony. I don't know. just trying to like play with things as well and seeing like what works together, but also representing
[21:08:39] works together, but also representing trying to represent the brand in a niche in a um in the space that it's in, but also have it stand out. Um at least the way it was like laid out from like red, yellow, green, purple, and I think
[21:08:52] red, yellow, green, purple, and I think these blues. So, or one of these blues. I don't like these. I would I would definitely suggest definitely suggest um let's just go back in the let's see
[21:09:05] what color mind does if it's if it if we can use that platform because it also is can use that platform because it also is AI. Let's try that then. Um giving it like I say I guess a more simple prompt. I'm just using the prompt that it has up
[21:09:18] top too. So I guess this is their fintech app for Gen Z users. Then there's an e-commerce app for savvy shoppers. I've reverted kind of back to a brighter
[21:09:32] I've reverted kind of back to a brighter version of this seems like. And then we have the meditation app, pastel colors for innovative product. And then edgy colors for web complimenting. I don't know. I'm honestly still not the
[21:09:47] I don't know. I'm honestly still not the biggest fan of it, but I'm glad it has some variation for some of you. Um, hopefully that continues. If of you. Um, hopefully that continues. If you still decide to use it, um, oh,
[21:10:00] information, it seems to give you a little bit different if you uncheck it. >> I think that mainly just takes away the um information >> that you see underneath you like here.
[21:10:17] But um, it does still give you a different color. It's slightly different, but I I don't feel like they are like giving like true unique color palettes that work together. It's just like however many
[21:10:30] random colors. I don't know. Whereas like a palette is even similar to the um to color mind. Like this feels more like a palette for I don't know like a I
[21:10:43] don't know like a maybe a doctor's office or some sort of like wellness. um tried it tried like tried any other enhancements with it or pro but it's
[21:10:55] free and I've been like I have quite a few colors that I have in here. It's a lot of the same when I was just kind of like experimenting with things, but I've used it a lot. And essentially like
[21:11:08] you start a generator, you don't prompt it necessarily, but you hit space bar and it goes through random like color palettes. It keeps shifting and then you can tell it to stop.
[21:11:21] um selecting a color, locking certain colors in that you like, and then scrambling more to find variations of other placements that you don't like. So, for example, if you wanted, let's just narrow this
[21:11:35] down for the sake of time. If you wanted a threecolor process or three colors, a threecolor process or three colors, right? And say I'm like, "Oh, I really
[21:11:47] like this light green." So, I'll lock my light green in. But I don't but say I don't want it to feel so light and airy like it does with these other two colors. So, I'll lock in the light green and then I'll keep hitting space bar for
[21:12:01] what other colors I do like. And I'm like, "Oh, okay. I like this black and like cobalt kind of Crayola blue." And then I'll keep those and then pull these then I'll keep those and then pull these hex codes into my design. Um you can
[21:12:14] hex codes into my design. Um you can also export the color palette in various ways um in code, SVG, uh PDF, images, etc. Um
[21:12:27] so that way you have it and then you can also adjust the like temperatures, the hues of the palette, saturation of it of the colors that you've actually selected already, um brightness, temperature, etc.
[21:12:43] so you can get some more out of what you already like. Lesson goes over visual design, wireframing, prototyping, micro interactions, and interactive design. It's also essent um we're also today
[21:12:57] we're going to be focusing on essential elements of visual design. And as a quick recap of some of the things that we went over yesterday, uh we went over uh key visual principles like balance, contrast, emphas emphasis, and movement
[21:13:14] um as they enhance a design's visual appeal and functionality. We also went over the gassalt visual visual principles such as proximity, similarity and closure closure as they guide user perception
[21:13:29] and interaction helping to create intuitive and userfriendly designs. We also went over grouping relating grouping related elements close together grouping related elements close together um helps users quickly identify
[21:13:43] connections uh simp simplifying navigation and improving the overall user experience. And then last but not least, we learned that using contrast and color, size, or texture highlights essential components, ensuring users
[21:14:00] easily spot important buttons or calls to action. So, we went through the um one of the key elements of visual design, which was color yesterday. And I'm just going to fast forward us to typography because that's where we left
[21:14:16] off. All right. So typography. So for today's discussion, why do these logos look different? Look at these three logos and why do you
[21:14:30] think all of these all they all use different fonts and what message do you think each font style is trying to convey? We have Nike, Coca-Cola, and the New York Times.
[21:14:42] York Times. So typography is an art is the art and technique of arranging type to make written language legible, readable and visually appealing. So effective typography enhances
[21:14:55] communication and ensures the message is conveyed clearly and efficiently. So understanding type face versus font. Type face is the overall design of the letters, numbers, and symbols that make up a particular set of characters
[21:15:10] including shapes, curves, and unique characteristics that give a type face characteristics that give a type face its distinct visual identity. As far as its distinct visual identity. As far as font is, a font is described as a
[21:15:23] specific variation of a type [clears throat] face that includes styles such as bold, itallic, or regular and size. It represents how a type face is displayed in practice. So for example, um, and honestly I use
[21:15:39] Helvetica a lot. I know like it's very like simple and basic, but I also feel like simple and basic, but I also feel like it's very clean and um, lends like it's very clean and um, lends itself to a certain structure um that is
[21:15:51] easily digestible. Just personal preference there. Uh but how Helvetica for example is a type face is a family of related fonts where a font refers to a specific style or weight within that type face um as
[21:16:05] illustrated by different variations of Havetica shown here. So Havetica is a very robust uh type face. It has multiple size uh multiple weights um
[21:16:18] that you can leverage like regular oblique, light light oblique, bold and bold oblique. Um, and then there's also variations of Helvetica like Helvetica variations of Helvetica like Helvetica New that um, essentially give you the
[21:16:32] New that um, essentially give you the same um, variations of fonts, but they I want to say I've also seen some expanded ones as well. And then as far as type face categories, a type face is more than just a set of letters. It's a
[21:16:47] visual voice of your design shaping how your message is perceived. For example, a serif a serif type face, the ones with the little accents on small lines um type. A serif [clears throat] type face is with small lines or strokes at the
[21:17:04] end of letters. Um the perception is traditional, formal, and authorative. It's great for print and long form content where readability is key. Um for example, Times New Roman. Um, and that's a pretty standard systemized um, type
[21:17:20] a pretty standard systemized um, type face. And as far as stand type faces without the extra strokes and the perception is clean, modern and minimalistic. It's ideal for digital screens and modern sleek designs for
[21:17:34] example aerial and helvetica. Key principles of typography are um a that there are a few uh key principles of typography are to ensure clarity, readability, and visual appeal. Apologies, my monitor keeps like cutting
[21:17:50] out weirdly. As far as consistency, we want to stick to uniform type faces um sizes and styles throughout your design to create a cohesive look. So,
[21:18:02] for example, if you're um creating a body um the body copy or um input fields and drop downs, for example, you want to make sure you're using um the same not only the same type face, but things that are the same size
[21:18:19] and consistent um consistent weights for the levels of your designs. For example, if you're designing, all your headers should be um should stand out a little bit more than your body copy um in your like input fields. In terms of
[21:18:35] hierarchy, this is um goes into hierarchy as well. Um is to use contrast and type, size, weight and color to create a hierarchy and focus attention create a hierarchy and focus attention on key elements. Um then we get into
[21:18:50] alignment um which is in to ensure proper Alignment is left, right, centered or justified to keep text organized and structured. And then next we have proximity um which is to group related
[21:19:05] items together to create a visual connection between them. And then whites space. Use whites space effectively to prevent the design from feeling cluttered and to improve readability. Some best practices to enhance your
[21:19:20] Some best practices to enhance your design and improve communication are to choose appropriate type faces by selecting type faces that align with the tone and purpose of your design. Limit type faces, no more than two to three
[21:19:32] type faces in a design to avoid visual clutter and confusion. Um, for example, you can use a display font. Um, you can use a different font for your
[21:19:45] headers and then another font for your body copy if you really really wanted to and if you absolutely feel like you need to. Or you can just use a header font and a body copy. I would say most platforms and systems use where they may
[21:19:59] um depending on the brand they may incorporate a display font um especially incorporate a display font um especially in like hero images or header um header sections to like convey uh like tone or movement.
[21:20:16] Um next you want to limit the type faces to no more than two or three uh to avoid um then establish hierarchy uh by establishing a clear typographic
[21:20:29] hierarchy to guide readers by using different font sizes, weights and styles to distinguish headings and emphasize key points. Next op next you want to optimize for readability to ensure text is large enough for comfortable reading
[21:20:46] and on digital screens and avoid long line lengths to prevent eye strain. And then last but not least, consider accessibility. Ensure strong contrast between text and background to avoid overly
[21:21:00] decorative type faces that can compromise readability. Yes. Um, and then you also don't want to avoid, especially when it comes down to digital screens, using type faces that are too thin, um, because they can be
[21:21:14] hard to read, um, especially um, for certain user groups. Um, for example, if you're designing something that could potentially be read by um, elders, you may want to be mindful of, especially mindful of the sizing and weight weights
[21:21:29] that you use. So, online tools to elevate your designs. Here are a few tools to help create professional typography that suits your design needs like Google Fonts. It's free and easy to use um font library. Font pair
[21:21:44] simplifies finding complimentary font pairs. And then what the font um identifies fonts from images or websites quickly. And then Adobe font it offers premium highquality fonts or for creative professionals. And then you
[21:21:59] have Fontjoy, which helps generate and explore font pairings. In today's demo, we're going to find the perfect font pairing using Fontjoy. Um, so feel free
[21:22:11] to like open that up on your in your browser. Um, the objective is to generate a suitable primary brand font using Fontjoy to create the perfect font pairing for your design projects. Um, we're going to experiment with various
[21:22:27] styles and weights to ensure that you've chosen fonts that resonate resonate with your audience and elevate your designs, your design work. So, without further your design work. So, without further ado, let me pull it up. And so,
[21:22:42] [clears throat] this is Font Joy Font Perry's make simple generated font combinations with deep learning. So right now the fonts that we're it's kind right now the fonts that we're it's kind of operating um I think similarly to
[21:22:57] of operating um I think similarly to um colors um the site that we visited yesterday and I'll just pull that up for a quick reference. Um, we visited this site yesterday and went through
[21:23:12] the um, well actually I don't think we we did I I I think we went through a different one. Um, but I primarily use colors. Um,
[21:23:24] and this is kind of like the generation of like different colors on the on their site. But um it seems to operate similarly where you can lock and unlock
[21:23:37] similarly where you can lock and unlock um font pairings. And then while it's um font pairings. And then while it's not as user friendly um where colors you keep generating different color pal palettes.
[21:23:51] This one you have to like just press this button and then you can determine how similar the high contrast more contrast between the com combinations.
[21:24:03] Um and let's just look at the maximum extremes of things. Nisha, you're still on the coolers right now. >> Sorry. Thank you. >> Okay, great.
[21:24:16] So, I was just like toggling through the font pairings and just showing that it's not you can't use your space bar to like go through the font pairings or generate new ones, but you can just keep tapping generate and it'll keep giving you
[21:24:30] different pairings that work well together in terms of a display um a together in terms of a display um a subhead and then um even body copy. So this one is using Karaio um Libre Baskville and then Libre Franklin um
[21:24:46] Baskville and then Libre Franklin um which is in a way using two type faces still but then they're using uh excuse me yeah two type faces but using um in
[21:24:58] different fonts to look at the maximum extremes of this. Let's generate something that has high contrast. So
[21:25:10] these fonts they're saying have high contrast. They're using three different um excuse me three different type faces to communicate this. Brief dulium web and then rubic. And we have some
[21:25:24] web and then rubic. And we have some different ones here. Quanticoa and catamaran. And they seem to work well together for subtle differences. I think this one
[21:25:36] you know, like if you were writing, for example, like a story or um and maybe it example, like a story or um and maybe it had some mystery, if you will, as a as had some mystery, if you will, as a as an aspect or was the tone of it all. Um,
[21:25:51] and then something that is very similar, we have lectto mono and moleno and moleno and a few others that have um a bit s a
[21:26:06] bit closer of a relationship. And I can tell that these particular type faces, tell that these particular type faces, they both um I think they all seem a bit wide um as to why they um are deemed similar. um in terms of like the width
[21:26:21] similar. um in terms of like the width of certain characters. So, feel free to play around with this tool and discover your favorite fonts. Um discover groupings and pairings that you feel work well together. And I think
[21:26:37] what Font Joy um does well is that they show you it in um dark mode to kind of show you it in um dark mode to kind of like show you the contrast between the like show you the contrast between the um fonts, excuse me, the type faces and
[21:26:51] um fonts, excuse me, the type faces and the background. So, if you were adapting something on a color background, you kind of have a even playing field um here to like see it work in black and white essentially or gray um shades of
[21:27:07] gray if you will. >> Are there any >> Can you download these fonts from here somehow? Because like since they're so different, I just wonder just curious.
[21:27:20] No, it doesn't seem like you can. However, let me double check that. However, let me double check that. Yeah, it doesn't seem like you can Yeah, it doesn't seem like you can download them. Um,
[21:27:35] pairings when you click um and you download something from like Google Fonts for example or download a font add it to example or download a font add it to your typography library
[21:27:48] um in your a part of your like computer or laptop. Um you're able to still use or laptop. Um you're able to still use it on the desktop version of Figma. Feel free to, like I said, download and find your favorite fonts there. All right, so
[21:28:05] getting back into the lesson. Some key elements of visual design are images and icons. They quickly convey messages to enhance visual appeal and aid navigation, making designs more engaging and intuitive.
[21:28:21] engaging and intuitive. For example, images convey information that evoke emotions, enhance visual appeal um with purposeful and or you can enhance visual appeal with purposeful images. They also ensure clarity and
[21:28:35] professionalism with high resolution and then um well composed visuals. And then as far as icons, um icons are clearly they clearly aid navigation,
[21:28:49] represent actions or enhance understanding. They're simple, recognizable, and easy to understand quickly. They have a consistent style, size, and alignment throughout the design. And I I do want to stress that
[21:29:03] um making sure that your icons have similar to your typography um making sure they have consistent style, size, and alignment um is very important. You don't want to necessarily use something that looks drastically different um
[21:29:18] throughout your design. Unless you know, I don't know, you're making something that is truly a personal project that it can't really think of a way that it would. However, um making sure that your
[21:29:34] would. However, um making sure that your styling of your icons is is very um closely related. It's it does get a little tricky, especially when you're trying to find unique icons or um or truly um different
[21:29:51] unique icons or um or truly um different icons that express specific specific points. Um, and sometimes that may call for you to create things yourself and um have it kind of like line up to the weight of the line or stroke that the
[21:30:06] icon is using. But when um some icons are even more elaborate and illustrative, so just making sure that they're consistent um in your design.
[21:30:20] lines they serve various function such as separation of separating content creating emphasis and guiding the viewer's attention enhancing a design viewer's attention enhancing a design structure and flow. Uh straight lines
[21:30:34] create order, precision and structure often aligning elements for a clean, organized look. We have horizontal lines. uh they suggest stability and tranquility, creating a calm feel while dividing sections or adding balance. For
[21:30:51] example, if you look at certain um I've seen like certain spa websites, they use seen like certain spa websites, they use very thin horizontal lines to separate very thin horizontal lines to separate content and um kind of give that spa
[21:31:04] that feeling of spatial and elegance. Then you have vertical lines which imply strength and professionalism drawing the eye upward and creating a sense of height and importance. And then diagonal lines convey movement and energy
[21:31:19] introducing dynamicism and actively guiding the viewer's eye through the design. And then you have curved lines which bring softness and natural flow to the design evoking comfort and relaxation often
[21:31:33] linked to organic forms and can be seen as playful as well. And then you have uh as playful as well. And then you have uh wavy lines. I would suggest rhythm and fluidity fluidity. They adding playfulness and dynamic
[21:31:47] They adding playfulness and dynamic movement to make the design feel lively and engaging. And then next we're going to get into And then next we're going to get into shapes. Uh they create visual in they
[21:32:01] create visual interest, define space spaces and symbolize ideas playing a crucial role in the design's aesthetic and evoking emotions through through their forms. You have geometric shapes and organic shapes. to get into
[21:32:16] geometric shapes. They are described as regular precise shapes provide provide structure and clarity in design with their predictability conveying professionalism and organization. Squares and rectangles
[21:32:31] represent stability, relatability and order, whereas circles and ovals symbolize infinity, unity, and And then last but not least, triangles imply direction, balance,
[21:32:46] and dynamicism. Irregular um organic shapes are described as irregular natural shapes that bring fluidity and ease to design, that bring fluidity and ease to design, evoking comfort and creativity to create
[21:33:01] an invite an inviting space. We have free form shapes which are natural fluid shapes that are less predictable than ge geometric forms um conveying spontaneity
[21:33:14] and artistic expression. We have abstract shapes which are representational but not realistic. Um they often they're often used for artistic expression. So here we h have texture um which refers to the perceived
[21:33:29] texture um which refers to the perceived surface quality of a design elements surface quality of a design elements structure excuse me of a design element. Um texture creates depth dimension and tactile experience um even in digital
[21:33:42] formats. Um they add visual interest and can evoke specific emotions or reactions enhancing the realism and depth of design. Here are a few different types. Here are a few different types of
[21:33:56] textures used in visual design. First, we have tactile uh which is physical. It we have tactile uh which is physical. It provides the actual feel of a surface when touched. For example, it's roughness of the
[21:34:10] roughness of a sandpaper and smoothness of a glass. Then invisual implied of a glass. Then invisual implied is described as it gives the illusion of
[21:34:22] physical texture through design elements. For example, a photo of a tree bark or a pattern that mimics fabric. And last but not least, you have abstract, which conveys texture without physical interaction. It engage it's
[21:34:38] engaging the user's imagination and perception. For example, the soft flowing clouds in a painting or layered brush strokes in abstract art. Next, we have space, which refers to the empty areas around and between design
[21:34:55] elements, enhancing aesthetics, readability, and overall user experience. It plays a crucial role in visual design for organizing content, establishing hierarchy, enhancing readability and making designs
[21:35:10] more engaging and accessible. So we have types of space. Here are two types of spaces essential for achieving balance and harmony and visual design. First you have micro space and macro.
[21:35:24] Then next you have macro space. to get into microspace. It's referred to as small spaces between lines of text, letters, and other small design elements. It enhances readability and
[21:35:38] overall flow of text. And some examples are letter spacing is kerning and line are letter spacing is kerning and line spacing. Line spacing um is letting [clears throat] um and we didn't include that here. Um
[21:35:53] um and we didn't include that here. Um and then you have also have padding. Um the then you have to get into micro macro space, excuse me, which is of course more space involves larger spaces between major elements of design. It
[21:36:08] creates a balanced layout and allows each component to breathe. For example, some examples of macro space are margins, gutters, and then the space in margins, gutters, and then the space in between sections or modules. And now
[21:36:23] we're going to get into the introduction to visuals and UI for brand identity. Some visuals. Visuals serve as essential tools for conveying a brand's identity and narrative within UI. Design elements
[21:36:40] that shape a brand's identity and UI design are logo, color palette, typography, imagery sty, and imagery style. And these things you want to make sure that you're keeping consistent um with each
[21:36:55] particular category of course um throughout your design that they match up well together and they speak together nicely. For example, a tech startup might use a clean modern typography, a blue color scheme to communicate and a
[21:37:09] blue color scheme to communicate trust and innovation. How visuals convey brand identity and storytelling in UI. Visuals enhance storytelling in UI. Visuals enhance brand identity and storytelling in UI by
[21:37:22] um first by visual storytelling um is described visual storytelling and UI is described by using design elements to
[21:37:34] convey a brand's journey and message um that fosters emotional connections with users and creates memorable experiences. Um, an example of that is a fitness app
[21:37:46] that might use images of users achieving fitness goals to tell the brand story of empowerment and pro progress. Whereas the emotional connection through color and imagery is described as selecting colors and images
[21:38:02] carefully um brands can evoke specific feelings fostering a diff a deeper audience. A good example is of this is a wellness
[21:38:14] A good example is of this is a wellness app using calm calming pastel colors and scenery landscape images um which encourages users to feel relaxed and cared for and then how visuals convey brand
[21:38:30] and then how visuals convey brand identity and storytelling in UI. To continue that um we have consistency across platforms. is described as employing consistent color schemes, typography, and icon iconography
[21:38:48] across various platforms um as it maintains a unified experience. And this is something you want to make sure you're definitely keeping forefront. Um an example of that is Apple's clean minimalist design is consistent across
[21:39:01] its website, app, and product interfaces. It's using a recognizable um it's create it created and uses a recognizable brand experience.
[21:39:15] Next we have using custom illustrations to tell the brand story. Um applying custom illustrations reflects a brand's personality and helps visually differentiate the company from competitors. For example, Mailchimp uses
[21:39:29] playful and quirky illustrations throughout its platform, reflecting its throughout its platform, reflecting its friendly, accessible brand personality. How to choose the right visual style for your brand. Here are key factors to
[21:39:41] consider when choosing the right visual style for your brand. You want to focus on brand identity. Choose a style that reflects your brand's values. Uh your target audience cater to your users's preferences. For example, if they're
[21:39:54] corporate versus creative. uh making sure you're designing for your your niche essentially. Um and then user experience ensuring the style enhances usability and avoids slowing performance.
[21:40:11] And then last but not least, consistency whereas it uses the sty use style consistently across the platforms for a unified experience.
[21:40:23] the platforms for a unified experience. some visual styles in UI design. Um, now we're going to go over the overview of that. An introduction to visual styles in UI design. Um, are selecting the right um, sorry by
[21:40:37] selecting the right visual style. Um, as is as it is essential for an effective user interface. It also affects both aesthetics and user perception of the brand. First example of that is you have flat
[21:40:52] design. And to zoom in a little bit here, I if you can see that a little bit larger now. Um flat design is uh a charact is characterized by a minimalistic approach. It omits 3D effects like
[21:41:06] shadows and gradients and truly the graphics and um elements that you're graphics and um elements that you're using are truly flat to the page. Um 3D design adds depth and realism to user interfaces through shadows, gradients,
[21:41:18] and textures. Uh while abstract design relies on creative and nonre nonrepresentational [clears throat] elements like geometric shapes and fluid patterns and then you have handdrawn illustrations which brings a personal
[21:41:35] human touch to the user interface. The right visual style shapes user The right visual style shapes user perceptions, influences interactions, and reinforces a brand's identity. For example, as far as the design style
[21:41:50] of flat design, I just read a couple of these. It's um minimalistic 2D visuals these. It's um minimalistic 2D visuals with no gradient and shadows. Um some pros of that is that it's clean, fast loading, and easy to scale. A con
[21:42:06] is that it can feel overly simple and lacks depth. And then for an example of that is that tech companies and mobile apps um for examples like Google and Microsoft they all use like flat design.
[21:42:23] Microsoft they all use like flat design. Um another one that is I would say pretty popular is um 3D design. It allows the use of depth shadows and gradients for a realistic dynamic look. It's visually
[21:42:38] engaging and immersive and it's heavier on performance which can overwhelm users. Um meaning meaning that [clears throat] um some people um it's a lot sometimes to digest
[21:42:53] using and how you're using them. So making sure that you're using um your design styles for your audience as well. Um but for example gaming
[21:43:07] platforms and e-commerce um example Apple product pages they definitely Apple product pages they definitely leverage uh 3D design to convey in a leverage uh 3D design to convey in a clean way um what they
[21:43:21] or at least speak to their target audience. Um of course Apple is selling products so they want to show how robust their products are and um essentially make you feel like you have that product already. Um whereas gaming platforms
[21:43:37] already. Um whereas gaming platforms they use 3D um design a lot to show that you're a part of this experience or to give life and more movement to the characters u more dimension to the characters.
[21:43:51] Let's see uh next we have case study a case study um on Dropbox which illustrates is it goes over how illustrations transform the user experience. So a case study on Dropbox um Dropbox's use of illustrations.
[21:44:07] Dropbox is a leading cloud storage company um and it redesign it platform to emphasize illustrations that enhance approachability and user friendliness. Some challenges were the competitive market. Uh the Dropbox aims to
[21:44:22] market. Uh the Dropbox aims to differentiate itself in a saturated cloud storage market. Um complex communication where the service needed a simpler more relatable presentation. And then the
[21:44:36] brand identity issues were that the pre design lack previous design lacked a distinct brand identity. Um and then another challenge was user engagement where users found an the earlier design functional but uninspiring.
[21:44:52] The roles of illustrations. The redesign introduced a playful handdrawn illustration style throughout the interface which was used to simplify complex concepts clarifying Dropbox's features like file sharing and
[21:45:07] collaboration making complex workflows easier to understand. And then it set a tone. Um it allowed a reflection of Dropbox's focus on creativity,
[21:45:19] Dropbox's focus on creativity, um collaboration and openness to [clears throat] align the visual identity with its mission of effortless effortless organization.
[21:45:32] organization. It also um it also is used to enhance It also um it also is used to enhance user engagement which guides users user engagement which guides users through onboarding, provide helpful tips
[21:45:45] and celebrates achievements um by making the experience more interactive and [clears throat] The illustrations enhance the user experience, making the application more approachable and helping users better
[21:46:01] approachable and helping users better understand its features. Um, begin to transform functionality into creativity into creativity, establish brand recognition, and then enhance user experience.
[21:46:19] me two seconds. didn't set that up. All right. So, I'll just read it because it's gonna take me a little longer than I I didn't necessarily I know we didn't have much to do on
[21:46:35] I know we didn't have much to do on screen today, so all good. Um, but screen today, so all good. Um, but today's quick check is Maria is a UI UX designer. Uh she's creating the landing page for FitPro, a fitness app focused
[21:46:49] on empowering users and promoting personal achievement. Her goal is to design a page that reflects the app's energetic and motivational brand identity. Which design choice should Maria make to best convey FitPro's
[21:47:06] values? Is it a minimalistic design um and cool tones like blue and gray for calmness? Uh B, use bold typography, bright colors and images to images of users reaching
[21:47:23] and images to images of users reaching their goals to inspire motivation or C to incorporate soft p pastels and nature imagery for a relaxing atmosphere or D to opt for abstract geometric designs with neutral tones to highlight
[21:47:39] professionalism. Yeah, that one is definitely B. I think Yeah, that one is definitely B. I think we all
[21:48:02] just get into that. UX and UI designers often rely on widely recognized psychological principles known as UX laws to guide their design known as UX laws to guide their design choices.
[21:48:21] Um first we have Miller's law. Um next we have Hicks law and then um we have Jacob's law and then Fitz's law and these laws are based on how users naturally perceive pro perceive process
[21:48:36] and interact with inform with information. [clears throat] actually um yeah first to um that we're
[21:48:50] going to explain is Hicks law. It states that users make decisions based on the number of choices offered to them and the complexity of those choices. Like time plus choices plus a person who makes the decision equals the time to
[21:49:06] make the decision and the number of choices increases. Designers can simplify decision making by reducing visual options and breaking complex tasks into smaller and manageable steps. For example, an example of Hicks law is
[21:49:21] For example, an example of Hicks law is Google minimal minimizes decision making when entering key words by eliminating distractions, distracting content, and additional choices. An example of Fitz's law is that it
[21:49:34] states that the time to acquire a target is a functional is a function of the is a functional is a function of the distance to and size of the target. Um
[21:49:46] distance to and size of the target. Um where the pointer is located for example um near and big and then far and small um faster and slower are some examples. Now designers can create buttons and interactive elements that are large and
[21:50:01] easily accessible to enhance uh usability. An example of fits law is Airbnb effectively uses the edges of the homepage screen. Um objects near the edges are
[21:50:16] quicker to select than those near the center improving accessibility. Then you have Jacob's law. It states that users spend more most of their time on other websites. So they expect to they expect your site to work like all
[21:50:32] the other sites they already know. Designers should adhere to established patterns and conventions to align with user expectations and improve usability.
[21:50:46] Uh next, an example of Jacob's law is YouTube. Um, YouTube launched a new version in 2017 after years of essentially the same 2017 after years of essentially the same design. It allowed desktop users to the
[21:51:01] it allowed desktop users to ease into the new material design UI without having to commit. Users could preview the new design before um and become familiar with the um provide feedback and revert to the old version if
[21:51:17] desired. And then you have Miller's law as it states that an average person can only keep seven plus or minus two items in their working memory. So for example,
[21:51:29] what you see versus what you remember. You can see more than you remember. Designers should limit the items and menus list and UI components to five to nine to enhance usability and user experience.
[21:51:46] An example of that is Samsung's online store that uses chunking techniques like ne negative space and background color to help viewers differentiate sections.
[21:51:58] The page the page shows more than seven options. Viewers can easily memorize a product due to the visual separation. All right. And then we have a guided
[21:52:10] practice today. Um, I'm actually going to take a we're going to take a little break before we get into today's guided practice. Um, just to like give us a minute to use the restroom,
[21:52:23] stretch our limbs and stuff before we get into a 30-minute exercise. Um, get into a 30-minute exercise. Um, let's take a break. let's take a break. It's 11:54. Let's just round up. Um,
[21:52:38] It's 11:54. Let's just round up. Um, let's just come back at 11:15 and then, um, we'll resume the rest of this lesson. I do realize we're missing some folks today, so I hope everyone is
[21:52:51] some folks today, so I hope everyone is staying in good health and spirits. Um, oh, it's okay if you join late. Um, all good there. Um, I realize we're actually almost done with our second lesson for the week. So, I may um need to prepare
[21:53:08] the week. So, I may um need to prepare some more just to keep us going. Um, some more just to keep us going. Um, today's uh guided practice is that we will um in this exercise we will be applying typography and color to create
[21:53:22] applying typography and color to create a clear visual hierarchy in a UI design. This will help you understand how strategic use of font sizes, weights, strategic use of font sizes, weights, and color contrast and and color
[21:53:35] attention, guiding them through the interface for a more intuitive and engaging experience. So, let's just hop back over to our So, let's just hop back over to our Figma.
[21:53:51] >> I guess we can start in the playground that I was in yesterday. Um, I'm just though. All right, I just shared a link to my
[21:54:03] Figma screen. And sorry, let me just drag out another tab so I can see the practice as well as
[21:54:17] >> I clicked on the link but it says that uh I'm I need to request you know to be let in. Oh, never mind. >> Um let me change that link. Anyone with
[21:54:30] link? >> Thank you. No worries. And I gave you edit access, Joanna. So, And I gave you edit access, Joanna. So, Olivia, you're in here, too. Um, see, a
[21:54:44] Olivia, you're in here, too. Um, see, a couple people are in here as well. what I'm going to do is I'm just going to search for a um
[21:54:57] a template to like get us started. Oh, actually there is um so we're in here. We're basically um what I wanted to do today is basically
[21:55:12] what I wanted to do today is basically just take a font pairing that I'm going to verbalize and I'll just call on people to like put the actual pairing in. So, we're going to create a welcome screen to an app. Um that app is going
[21:55:28] screen to an app. Um that app is going to be a wellness app. So, I'm thinking to be a wellness app. So, I'm thinking something really sleek, elegant, modern, something really sleek, elegant, modern, um but also clean. So,
[21:55:41] let's have um let's have Do you want to uh find us um let's have Do you want to uh find us an image that embodies wellness? Um a
[21:55:54] clean, simple image that embodies wellness for us to use on our homepage. >> Okay. We'll do. >> Awesome. Awesome. And then let's skip this button and
[21:56:09] pathways in. I'll just color this black until we get I'll just color this black until we get that detail down.
[21:56:23] placements of my gradient here. here. So, we got some blue in the bottom. Let's see if we can use this. We may be able to keep the black button,
[21:56:37] but I want to see if we can use one of these other that may be nice. these other that may be nice. Yeah, I think that may be nice with Yeah, I think that may be nice with this color.
[21:56:55] some reason I want to take it off a bulb and like tighten it. You may have some space just a little bit to nudge your
[21:57:08] character up or subject rather. [clears throat] should um I have no like
[21:57:21] bias here, but do you guys feel like we should should left align or center align our text? I kind of like it the way it is, but I just wanted to know. And I'm just adding
[21:57:34] a little shadow underneath, trying to see how that may help visibility a And I'm just going to take [clears throat] this shape and make it
[21:57:47] our like logo symbol for now. I feel like we have to get a little bolder to match our
[21:57:59] bolder to match our our family over here. cool. All right, guys. And then I just stole their like logo for the most part. The hamburger I made
[21:58:16] yeah, I guess you can say I stole the button style too, but they didn't add any like depth or dimension to it where it's like we could if we really wanted it's like we could if we really wanted to. Um there's definitely room to
[21:58:30] to. Um there's definitely room to um especially like with the um the way the logo looks, I think it could look cool. Uh, let's see. Just playing around here. I did this one gradient this one time
[21:58:47] that was like it came from the color. So that was like I don't know. That kind of that was like I don't know. That kind of gave Windows 99 to me. Um, when it's like when there's a gradient coming from the bottom. For some reason, it just
[21:59:00] makes me feel that way. But um this one time I did like a gradient from the same from the top. Let's see. I think the green gradient looked the best. Yeah. Two slightly different signups. But I I do I will say that the blue is
[21:59:16] definitely more accessible where it's like you can still save the green. Like like you can still save the green. Like we still have it in the hamburger. Um we have it primarily in the logo. So, it still has a presence and it can still
[21:59:30] also be like filtered in to the app experience itself. But I think this a to remove that. >> I would definitely remove that if we
[21:59:42] >> So, let's just do one with the button and one without like one with the already have an account login. The already have an account login kind of just creates another screen or another step. You can essentially you're
[21:59:57] essentially telling the user to log in from the screen. Would you guys like to leave the button filled or not? So, just to get back into the today's lesson, going to switch my pardon me, my zoom out, but I'm going to
[22:00:11] pardon me, my zoom out, but I'm going to put my lesson tab back in and swap it out. So, that was fun. That was a great guided practice off the fly. Uh but some key takeaways were color uh color significantly influences user emotion
[22:00:27] significantly influences user emotion and interactions enhancing usability directing attention and invoking desired responses making it a vital tool in UI design. A well-chosen typography enhances legibility and visual appeal
[22:00:41] while conveying a brand's personality, improving readability, and strengthening the user brand connection. Strategic use of images, icons, and graphics simplifies navigation. It guides users through task and reduces
[22:00:57] guides users through task and reduces cognitive load and enhances the overall user experience while um maintaining consistent design choices across various platforms, including colors, typography, and
[22:01:10] layout. It also ensures a cohesive user experience, builds trust, and enhances brand recognition. And last but not least are there we have
[22:01:22] some resources. Um here are a few additional materials to help you enhance your knowledge available in the reference material section of the LMS. Um understanding the emotional tone of illustrations and in UI design. I think
[22:01:37] that's very important. Um ensuring consistency with the brand's visual language in UI design. um functional graphics versus decorative illustrations. Learning the difference between the two is definitely important
[22:01:51] there. And then steps to integrate graphics and illustrations. And here are a few readings. Um I'll paste the links in the chat, but they should still also be available to you um in the platform as well or at
[22:02:07] you um in the platform as well or at least accessible to you there as well. all. So research gate research gates and then So research gate research gates and then the
[22:02:23] familiar with the medium um and some readings u learning different going into the different laws of u uiux um some color theory and why color matters um and the role of branding in UI design. So we're going to be going over UX
[22:02:40] writing and its significance. So, just a quick show of hands. How many people actually like to write in terms of like stories,
[22:02:52] um, I don't know, book reports, poetry in any form? No writers in the group. Okay. Often times we partner with a UX writer. Um, but
[22:03:08] sometimes we do have to get our hands dirty and kind of get in there ourselves and uh simulate text until it may be refined by um a larger team or um a marketing department depending on the project. So without further ado, we're
[22:03:23] going to get into that. We went over colors impact colors impact emotions and guide user actions making them crucial in UI design. We also learned that good
[22:03:36] typography improves readability expresses the brand's personality and connects users with the brand in addition to effective use of images,
[22:03:48] icons, and graphics as it helps use users navigate easily and reduces mental effort. We also learned that consistent design choices, including colors, fonts, design choices, including colors, fonts, and layout create a cohesive experience,
[22:04:03] building trust, and reinforcing brand identity. We even built a um signup screen. And to get into today's engage and think, we're truly engaging with this one. Um, but it starts off with, "Did you know bad UX can confuse users
[22:04:22] and lead to frustration causing them to abandon task?" abandon task?" So, we're going to So, step one was to So, we're going to So, step one was to open the link. Um and for those joining
[22:04:35] open the link. Um and for those joining um virtually not live um virtually um in um virtually not live um virtually um in the recording um the website is userinface.com. So our first task is to open that
[22:04:50] website and fill out the form as quickly as possible. um and then record the time taken to complete the task and then afterwards we will reflect and discuss your observations um about how UX writing impacted your
[22:05:05] experience. Learning objectives are that by the end of this lesson you'll be able by the end of this lesson you'll be able to apply concise UX writing techniques to apply concise UX writing techniques to improve the clarity and simplicity of
[22:05:17] digital interfaces. You also be able to craft actionoriented micro copy to guide users effectively through the dig through digital experiences and reduce friction and be able to adapt tone and voice in UX writing to build emotional
[22:05:33] connections and enhance brand consistency as well as implement inclusive language inclusive language principles to create UX content that represents diversity and promotes accessibility for all users.
[22:05:48] users. We'll also be able to design effective voice user interface vui um interactions to enhance user experiences
[22:06:00] through clear and conversational prompts. So with an indu introduction to UX writing, what is UX writing? It is the practice of writing the text that
[22:06:12] appears in digital products like apps, websites and software. So some key websites and software. So some key characteristics are clear, concise and characteristics are clear, concise and intuitive language, focus on user needs
[22:06:26] and task in addition to consistent tone and voice across the product. Some examples of that are entering your email to continue that are entering your email to continue instead of just email
[22:06:41] um saying let's get started for a welcome message instead of start here. And the goal is to drive conversations to increase sales and to boost brand
[22:06:53] to increase sales and to boost brand engagement. So what is copyrightiting? It aims to persuade users to take specific actions like purchasing subscribing per like purchasing a product or
[22:07:07] subscribing to a service or engaging with a brand. Some key characteristic characteristics of copywriting are persuasive language, copywriting are persuasive language, brand voice, emotional appeal,
[22:07:21] brand voice, emotional appeal, and examples are get 50% off your first and examples are get 50% off your first month by signing up today. Um, don't miss out. Get free shipping on or on orders over $50. Shop now.
[22:07:36] or on orders over $50. Shop now. So, it's direct um CTAs with call to actions. um with incentive as well. So the goal um with incentive as well. So the goal is to drive convers conversions and to
[22:07:49] increase sales and to boost brand engagement. And what is technical writing? Technical writing it explains complex processes, products or sim or
[22:08:01] systems in a clear detailed manner to a spe specialized audience. It emphasizes precision, accuracy, and formal tone. Some key characteristics of technical
[22:08:13] writing are structured and organized. It's detailed instructions, objective and formal, and then step-by-step clarity. An example of that is a user
[22:08:25] manual explaining how to install and configure software. The goal is to educate users on how to use technical products to help users understand technical products. Next, we have comparing UX writing, copywriting
[22:08:41] have comparing UX writing, copywriting and technical writing. So, this table shows uh the key differences between UX writing, copywriting, and technical writing. in terms of aspect UX writing I mean excuse me in terms of aspect it's
[22:08:55] like purpose tone focus um common use cases and audience cases and audience so for UX writing um the purpose is to guide users through a digital experience while the tone is conver conversational
[22:09:11] concise and userfriendly and the focus is usability and task and and the focus is usability and task and usability and task completion
[22:09:25] messages, and navigation hints. While the audience is users of a of an interface that is broad that is broad and varied. Um, as far as
[22:09:38] copywriting, the purpose is to persuade and engage users to act. Um, the tone is persuasive, emotional, and brand centered. The focus is marketing, sales,
[22:09:50] and brand promotion. While the common use cases are ads, product descriptions, and landing pages. And for audiences, they're looking for
[22:10:03] more so um to target potential customers or brand followers. And then technical writing last but not least as the purpose of technical writing is to explain complex information clearly while the tone is formal, detailed and
[22:10:18] while the tone is formal, detailed and objective. Um the focus is instructions, processes and documentation. More common use cases f um focus on user manuals, use cases f um focus on user manuals, FAQs and knowledge bases. The audience
[22:10:33] are special specialized users needing detailed information. And then why UX writing is so important. It plays as we just saw it plays a crucial role in
[22:10:45] enhancing usability, improving the user experience and ensuring that users can easily navigate and understand the interface. It is important because it enhances clarity and simplicity while pro. It
[22:11:01] also provides guidance and instruction in addition to preventing it also prevents and recovers from errors, reinforces brand and brand brand voice and tone and last but not least and improves overall usability. some key
[22:11:17] principles that um help us master UX writing by clear by creating clear, concise and user friendly content are um to use
[22:11:29] conversational language uh keep copies concise to make them impactful as well as writing um descriptive headlines and avoiding overwhelming users with
[22:11:41] information. Um next we'll get into the role of a UX Um next we'll get into the role of a UX writer. Um role of a UX writer in a design team. A UX writer ensures the content is clear, concise and user
[22:11:56] centered. They collaborate with different teams to create an intuitive different teams to create an intuitive user experience. A key focus area is for key focus areas. There are three key focus areas to create a seamless and
[22:12:10] intuitive user experience. They are crafting micro copy, maintaining tone and consistency as well as enhancing usability and clarity. As
[22:12:22] far as microcopy and writing best practices, practices, microcopy in UX refers to a short text that guides users during their interaction with a digital product. It
[22:12:36] includes button labels, error messages, form instructions, and tool tips. Just to zoom in on this login screen here, it says online shopping, login, sign up, and then it has some subscript that's in Lauren Lauram.
[22:12:51] Um, for those that can't necessarily see it. Um, and then micro the microcopies in the image are oh just the micro copies in the image are online shopping login and sign up because they are short and clear pieces of text that guide
[22:13:07] users through actions or provide context within the app interface. And then the importance of microcopy is that microcopy is a plays a crucial role in a
[22:13:19] in creating a seamless and effective user experience. It guides users actions, enhances usability, reduces errors and frustration as well as builds trust and engagement. Last but not
[22:13:33] least, it supports accessibility which is very important in the world that we live in today. Key elements of effective microcopy is that it must include the microcopy is that it must include the following um to guide and engage users
[22:13:48] are clarity, brevity, actionoriented are clarity, brevity, actionoriented language, consistency and empathy. So some an example of effective microcopy. Um here's an example of how effective
[22:14:01] microcopy can enhance the user experience. So, first if someone says if a app says sign up for our newsletter um provide your email address and then submit versus
[22:14:17] sign up for our newsletter, provide your email address and then sign up. The image shows how using clear actionoriented microcopy like sign up is more effective and userfriendly than vague text like submit. So another
[22:14:33] activity is that um we're going to click the image below um and just visit Amazon the image below um and just visit Amazon and identify um microcopy elements on Amazon. And the reason why I say that is because
[22:14:50] And the reason why I say that is because it's more so like like subscript which it's more so like like subscript which can be considered microcopy at times but can be considered microcopy at times but um if if I understand what sponsor
[22:15:02] usually points to is more okay it's pointing to leaving ads. This is an ad required not relevant. Well, it's telling us that this is an ad
[22:15:14] Well, it's telling us that this is an ad and just allowing us to engage with it. and just allowing us to engage with it. So, I looked that up, uh, and it does say that, um, the sponsored is like small
[22:15:29] text or ad um, and appears above certain product listings and the purpose is um, to maintain maintains transparency um, and guidelines requ FTC guidelines
[22:15:42] require disclosure um, and it distinguishes ads from organic results. So does um count. Um it us writing angle is that it's neutral and concise but often styled in
[22:15:57] smaller lighter text balance and clarity with a nudge towards sponsored products. Some insight there. And then to get back into the lesson. Um next we're going to go over voice and
[22:16:13] next we're going to go over voice and tone in UX writing. So as far as brand voice, the unique brand voice is described as the unique personality and communication style a brand consistently uses always across all platforms and
[22:16:29] uses always across all platforms and interactions. While tone is described as the emotional emphasis applied to the brand's voice based on context, audience or or situation, the tone can change depending on the interaction or mood.
[22:16:45] Note, a brand's voice may always be friendly and conversational, friendly and conversational, but its tone might be more empathetic and customer service and more enthusiastic and promotional content.
[22:17:01] Yeah, for example, um what's a good example of this um what's a good example of this service and promotional content? Okay, I guess we can think about Apple for example,
[22:17:16] Apple for example, their voice, their tone of voice um as a brand in terms of when they're wanting to sell you that new iPhone to sell you that new iPhone or um promote a new um another new
[22:17:32] product like um for example, the AirPods that just came out. Um that just came out. Um there's always a like there's always a like sense of like clean clear um you need
[22:17:46] this um coming from Apple. Whereas when in terms of like Apple services and updates or at least getting your
[22:17:59] like your equipment serviced um their tone of voice is I would say consistent with their brand. It's clear. Um, it's pretty direct. Um, but at the same time,
[22:18:13] pretty direct. Um, but at the same time, it still has a a sense of support. Um, like we're here to support you. We're we're here um let us take care of that for you. Um kind of like a we got your back in a
[22:18:27] way. um is there like terms of service um tone of support um which is also still clear, clean and direct um similar to the like you need this um or you
[22:18:39] this or you deserve this in terms of their products. Why is voice and tone important? Voice and tone are essential in UX writing because they impact the
[22:18:51] in UX writing because they impact the user experience in the following ways. Ensuring consistency across user touch points, building emotional connection points, building emotional connection with users, guiding user behavior,
[22:19:04] differentiating and differentiating in a competitive market. competitive market. Some steps to define a brand's voice are to create a consistent and authentic brand voice. Follow these essential
[22:19:19] steps. Understand the brand's vision and mission. know the target audience, mission. know the target audience, identify key personality traits. identify key personality traits. So, a lot of what we um do in
[22:19:33] [clears throat] our research um time with research is truly helping um time with research is truly helping us to write um us to write um a clear and concise and intuitive user
[22:19:47] journey. Um that goes from understanding one our as a business um our stakeholder one our as a business um our stakeholder needs um what the what the overall brand
[22:19:59] needs um what the what the overall brand um brand's mission vision is and making sure that we understand what that is. Um knowing the target audience. So that goes down to knowing who your users are. um learning their niches, learning more
[22:20:15] about them, um what they like and dislike, and then identifying using that dislike, and then identifying using that data to um synthesizing that data um to identify key personality traits, identifying a um
[22:20:31] a uh identifying those user personas that help to um guide your your um user journeys. And then we want to tailor and tone the
[22:20:45] And then we want to tailor and tone the tailor the tone to match the context tailor the tone to match the context adapt tone for different platforms adapt tone for different platforms and then maintain empathy and relevance
[22:20:58] and um for example I have um I've been working on a project where the user working on a project where the user range is um 30 to 90 that's very interesting and very interesting user range, but um it's an organization and
[22:21:14] it's um a member-based organization where often times things that may be intuitive or clear to a 30-year-old may have to be
[22:21:26] or clear to a 30-year-old may have to be further explained to someone that is um 90 or maybe even a little bit younger than that um having to use the platform. So making sure that we often have to making we often have to refine and make
[22:21:44] sure that we're clearly addressing certain steps if we're explaining a certain steps if we're explaining a process. Um if we're um explaining a process. Um if we're um explaining a simple upload or login um a lot of times
[22:21:59] I find myself which was which even made today's uh quick check um a bit hard to kind of like just say yes it is a because it is clean and clear and simple. However, um often times I do find myself implementing longer form
[22:22:15] text in ter in terms of my input fields or um or um or in even my descriptions just a little or in even my descriptions just a little bit um just to make sure that I'm
[22:22:28] clearly explaining certain steps, certain um interactions that need to take place to move the user along in a certain journey. So, um, making sure that tailoring it to match the context of what we're doing, adapting it for,
[22:22:43] um, the tone for, of course, the platform that I'm on, and then maintaining that empathy throughout so that 30-year-olds and 90 year olds, um, can feel like they're using a clean and clear product um, without having it feel
[22:22:59] clear product um, without having it feel as wonky as the example um, that we used as wonky as the example um, that we used before um, we used earlier. some insight there. Um, some steps to define brand voice are to understand the
[22:23:14] brands. Did I go back? Okay, sorry about that. Um, and examples of brand voice and tone are um we're going to go through three examples today. Slack, Mailchimp, and Airbnb. So, with Slack, their voice is friendly, approachable,
[22:23:31] and slightly humorous. It's casual. Um the tone while the tone is casual for onboarding and general communication and then calm and supportive during errors or issues. And I would say we all use Slack um
[22:23:47] especially for this class. Um some people may use it in their other forms of um in other experience like group chats or
[22:23:59] in other experience like group chats or for work as well. So, um, but the next example, Mailchimp, we haven't necessarily used in class. So, has anyone used Mailchimp in the past?
[22:24:12] No Mailchimp users? Oh, wow. I guess I'm the only one. So, the voice of Mailchimp is fun, empowering, and confident. Mailchimp for those that don't know, Mailchimp is a a platform that allows
[22:24:29] Mailchimp is a a platform that allows you to design and um create design and you to design and um create design and create um newsletters and campaigns, create um newsletters and campaigns, email campaigns. Um,
[22:24:42] the voice is fun, empowering, and confident, while the tone is enthusiastic and encouraging for marketing emails and features, while reassuring when addressing user concerns or technical issues.
[22:24:56] And then Airbnb, we've we've gone through um some case studies and different examples and different aspects of Airbnb during class. So, feel like we're all pretty familiar with that platform. Um, the voice is welcoming,
[22:25:12] platform. Um, the voice is welcoming, inclusive, and trustworthy, while the inclusive, and trustworthy, while the tone is friendly and inspiring for tone is friendly and inspiring for marketing content. Um, is compassionate
[22:25:24] when dealing with customer service issues. And then adjusting tone based on content in UX writing. Adapting the tone to the context is crucial for delivering
[22:25:37] a user centered experience. The key considerations to adjust the tone are context. Um when we discuss what is the user doing? Uh emotion when we talk
[22:25:51] about how might they feel in this situation. And then when we last but not least when we discuss how can tone guide reassurance or celebrate users referred reassurance or celebrate users referred to as the response.
[22:26:05] Then tone for success messages. Success success messages are an opportunity to acknowledge the user's achievement and reinforce positive emotions. This tone
[22:26:17] should be encouraging, positive, and grateful. And some examples of success messages are like generic. You may say um success
[22:26:30] payment sent um or success and say what actually um or success and say what actually happened. your payment of $50 has been sent. Um helping them understand what was actually completed. Uh and then note
[22:26:46] was actually completed. Uh and then note the note is that um to keep the success message brief but provide the next steps if relevant. And then for every positive we also have a negative. So for ever messages, the
[22:27:03] a negative. So for ever messages, the tone is to um the tone is needed is to tone is to um the tone is needed is to be handled with care. Um the goal is to calm the user, provide clear instructions to fix the issue, and avoid
[22:27:16] placing blame. The tone should be reassuring, empathetic, and helpful. Some examples of error messages are um well, we have an inappropriate term uh
[22:27:28] whoops. Whoopde-doo. Uh, whoops. Something went wrong. Uh, the third party you're trying to connect to isn't responding and that's passing the blame.
[22:27:40] Uh, and then so we can fetch isn't passing the first and then I can identify the different parts. The third party you're trying to connect to isn't responding, so we can't fetch your data. Try again
[22:27:55] later. So the inappropriate term is whoops. Um So the inappropriate term is whoops. Um that's not necessarily seen or heard in that's not necessarily seen or heard in um UX writing. So um just simply saying
[22:28:09] something went wrong may be a a better of approach. Um and then the third party you're trying to connect to isn't responding is passing the blame. While responding is passing the blame. While so we can so we can't fetch your data is
[22:28:23] technical jargon. It's not really being specific as to what is going on or what we can't fetch your data. We we can't get your information. We can't pull your name. We can't pull your email. We can't what can't we do? Um and then try again
[22:28:41] you can try again later. It's just saying try again later. Um a more positive um a better example of [clears throat] an error message is say
[22:28:54] what what happened is you're un you're unable to connect your account unable to connect your account and then
[22:29:08] but you could not connect. Your changes were saved, [clears throat] but we could not connect your account due to a technical issue on our end. Please try connecting again. If the issue keeps happening, contact customer
[22:29:22] issue keeps happening, contact customer care. So, with the head with the header, we're unable to connect your account. We're unable to connect your account. We're saying what happened. but also um
[22:29:34] providing reassurance by saying your changes were saved, letting the user know like hey we have we have your changes, we have your updates. Um then not connect [clears throat] your account due to a technical issue on our end.
[22:29:51] due to a technical issue on our end. So we're taking ownership um and we're also seeing what happened and then please try again. police are connecting again is that we're helping them fix it and then we're giving them a way out by
[22:30:06] and then we're giving them a way out by um saying that if we can't fix it to contact customer care. Um the note here is to avoid technical Um the note here is to avoid technical jargon or in error messages and focus on
[22:30:19] guiding the user to a solution. Um technical jargon can be very trying to find a solution. It just seems like you don't care about helping me find the solution. It's just more so helping me um repeat the cycle that kind
[22:30:34] of got me here in the first place. So, um tone for neutral messages are that neutral messages often serve as status updates or small nudges. So, they
[22:30:48] don't require a strong emotional tone. The tone should be clear, neutral, and direct. um this is a vague tone. Uh the process you initiated has been completed. All
[22:31:05] tasks associated with it have been executed successfully. executed successfully. A way of making that more um clear and
[22:31:17] um a better writing example of a neutral message is that uh your monthly report generation is complete. You can now review the details in your dashboard.
[22:31:30] your monthly report is the timing is clear while um you can now review the details in your dashboard is providing the next step. You want to avoid overload overloading the user with too much information while keeping it
[22:31:46] concise and to the point. We're going to take a quick break take a quick break room and um come back at 11
[22:31:58] 11 11:20. Um, and then we'll pick back up with uh the tone for warning messages. Um, so the tone for warning messages are that warning messages are used when
[22:32:14] users are about to take an action that might have unintended consequences. The tone should be cautious, clear, and helpful. helpful. So, an example of a warning message is
[22:32:29] warning low storage space detected. Consider freeing up space or upgrading Consider freeing up space or upgrading your plan. So, the the portion that says low storage space detected. It lacks urgency. And then, consider freeing up
[22:32:44] your space or upgrading your plan is too many options. I'm going to be concise many options. I'm going to be concise here. So, warning, less than 10% storage here. So, warning, less than 10% storage left. that's clear and specific.
[22:32:57] Free up space now to avoid issues. Urgency is emphasized there. The note is Urgency is emphasized there. The note is to provide clear options for the user to confirm or cancel the action. Uh the case study [snorts]
[22:33:12] for today is Mailchimp's successful brand voice and tone. The problem is that Mailchimp entered a crowded market. Most competitors use the
[22:33:25] crowded market. Most competitors use the same formal communication style. Their challenge was that Mailchimp needed a friendly, approachable, and relatable voice to stand out. It also aimed to maintain professionalism while
[22:33:41] staying approachable. The solution was that Mailchimp adopted The solution was that Mailchimp adopted a friendly and humorous tone with simple communication. Its tone shifted depending on the
[22:33:54] context. With a with an empathetic voice, Mailchimp built an emotional con connection with its users. [snorts] So for the case study um with Mailchimp uh the result was that they had a
[22:34:10] stronger brand identity, a higher [snorts] user engagement and loyalty as well as leadership in the email marketing space. And then being a consistent voice across platforms. Maintaining a consistent voice across mo
[22:34:25] across platforms is crucial for reinforcing brand identity and building user trust. The key benefits are brand recognition, trust building and user recognition, trust building and user experience. And this goes um from like
[22:34:41] when you think about companies even like Amazon, they have different brands Amazon, they have different brands within their overall entity and how they keep that voice overall consistent in ways but with but certain variations of
[22:34:55] ways but with but certain variations of course for c for different products. Um consistent voice across platforms. So the screenshot below shows that Mailchimp consistently maintains its voice and tone across different
[22:35:09] platforms. Um you have their website um turns emails into revenue um with new customers when new customers with the number one email marketing and automations platform
[22:35:25] that recommends ways to get more opens, clicks, and sales. And then on their LinkedIn they say, "Stop emailing everyone and start emailing everyone. Start stop emailing everyone and start
[22:35:39] emailing everyone. Take them out of the c take them out of the customer with our personalization tools tools of the customer. Excuse me.
[22:35:54] It wasn't that clear to me, but hey, if you notice, the voice is fun, empowering, and confident on both platforms. accessibility and inclusive language in UX writing.
[22:36:09] What is inclusive language? Inclusive language avoids biases, Inclusive language avoids biases, stereotypes, and exclusionary terms. Um, it also it's acknowledging diversity and promoting equality to ensure users feel
[22:36:25] promoting equality to ensure users feel respected and valued. The key principles are use genderneutral terms, be culturally sensitive and then apply person first language.
[22:36:39] person first language. Examples of inclusive language um are in terms of genderneutral terms are to consider terms to consider man or are to consider terms to consider man or woman his or hers document salesman
[22:36:53] saleswoman he him versus she her hers man up female scientist male scientist. And alternative terms to use are person
[22:37:06] or individual. Um instead of his or her document, use their document, salesman, saleswoman, sales person, sales representative. Um using they, them, and
[22:37:18] theirs instead of he, him, and she and hers, etc. Um instead of man up, say be hers, etc. Um instead of man up, say be brave. And then instead of identifying scientists. some for culturally sensitive terms um
[22:37:35] for terms to reconsider in terms of minority say underrepresented group minority say underrepresented group um instead of tribe say community um instead of oriental say Asian or Asian-American
[22:37:50] um instead of third world country say developing country instead of saying developing country instead of saying blind spot say unnoticed area and instead of saying crusade say campaign or mission. And then some
[22:38:05] examples of language of inclusive language and person first terms are that instead of saying disabled person, it's person with a disability. person with a disability. Um, autistic person, person with autism,
[22:38:21] mentally ill, person with a mental health condition, health condition, an addict, a person with a substance use disorder, a wheelchairbound as a person who uses a
[22:38:34] wheelchair, a dwarf, a person of short stature. Then what is accessibility in UX writing? Accessibility in UX writing means crafting content that is easily understood and navigable nav navigable
[22:38:53] um by all users including those with disabilities. The key focus areas are visual accessibility, accessibility, auditory accessibility and cognitive
[22:39:06] accessibility. Best practices for accessibility in UX writing are to ensure accessibility. Um consider the following guidelines. Use clear headings and structure. Choose accessible fonts and colors.
[22:39:23] Choose accessible fonts and colors. Avoid relying solely on color to convey meaning. Provide text alternatives. and an example of accessibility in UX writing. Going to use um a platform
[22:39:38] called BBC. The screenshot shows clear headings, accessible fonts and colors, avoids relying solely on color, and then provides descriptive text alternatives for an ex
[22:39:54] effective user experience. And then UX writing for voice-based user interfaces. Voice commands are key to user interfaces and effective UX writing
[22:40:07] helps users interact easily with voice activated systems. steps to engage to activated systems. steps to engage to engaging VUI are um that it's
[22:40:19] [clears throat] under that it's so some steps to engaging um writing engaging steps to engaging um writing engaging VUI are understanding user cont user intent crafting conversational interactions
[22:40:32] personalizing personalizing responses based on context providing provide engaging feedback and acknowledgement and then handle errors and guide recovery. So with this activity, we're
[22:40:48] um looking at a ride book booking interaction um via voice assistant. So we're looking at to how they apply the five steps and u to make the interaction
[22:41:00] more engaging and user friendly. Just going to zoom in a little bit more here. So someone was requesting a quick ride. Um the voice asked them where they wanted to go and they told them Central Park. Um and then they doesn't show that
[22:41:16] they repeated it, but it says, "Is that correct?" And the user said yes. Um and they said, "Where are you now?" 123 Main Street. Okay. When do you want to be picked up? Now. And then they voice simply told them that their ride was
[22:41:30] simply told them that their ride was booked. So it was engaging feedback. Um, it gave it doesn't display the personalized responses, but just judging personalized responses, but just judging by the user's response in return as to
[22:41:43] confirm that yes, they were correct and that um that they were being picked up now by saying um thank you or at least confirming. Um it seemed it does seem like there were some sort of personalized responses based on the
[22:41:58] context that um they were provided. Key takeaways were simplification of text as it improves clarity and helps users quickly understand digital interfaces.
[22:42:10] quickly understand digital interfaces. Creating well-crafted microcopy guides users through interactions and minimizes confusion or hesitation. We also learned that consistent tone and voice build emotional connections and
[22:42:25] voice build emotional connections and reinforces brand identity. reinforces brand identity. in addition to using inclusive language as it promotes accessibility and respects diversity and UX content. And
[22:42:39] then last but not least, we learned that clear and conversational prompts and clear and conversational prompts and voice user interfaces prompts and voice user interfaces enhances the overall user experience.
[22:42:54] And then additional resources are what does a UX writer actually do? So I'm does a UX writer actually do? So I'm going to paste this into the chat. keep saying like oh this is my favorite
[22:43:08] keep saying like oh this is my favorite part, but the um visual design and the part, but the um visual design and the um interactive design are like kind of um interactive design are like kind of embodies my favorite part. So um without
[22:43:21] further ado, let's get into presentation mode.
[22:43:33] design, wireframing, prototyping, micro interactions, and interactive design. Today we're going to get into information architecture. Does anyone know what information architecture is?
[22:43:47] just like have an idea. Learning objectives are that by the end of this lesson, you will be able to recognize information architecture principles to organize content for improved user navigation and digital interfaces.
[22:44:03] You'll also be able to implement IIA organization schemes which is just a shorten information architecture um organization schemes to logically
[22:44:15] categorize content for better accessibility and usability in a website or application. We'll also be able to identify clear navigation systems that enhance the user's ability to efficiently find and
[22:44:31] user's ability to efficiently find and interact with with content in a digital product. And last but not least, we'll be able to utilize interactive design principles to create engaging and intuitive user interfaces that encourage
[22:44:46] effective user interactions. So some essentials for information So some essentials for information architecture are let's explain uh what information architecture is first and foremost it is the practice of
[22:44:59] organizing content so that users can easily find what they need. So, CAT was on the money with that as far as organizing information, organizing content, um, getting your foundation, if you will, and it helps create a logical
[22:45:14] flow of information within a product, improving user navigation, and making content accessible. So here in this visual just a well I
[22:45:26] will say that this one says welcome page and then you have two areas similar to when we were building that um the uh flowchart um during the research portion
[22:45:39] we basically had two journeys that or two um two starting well I wouldn't say two starting points one starting point but two breaking points as to what the user would experience based on what they selected. Ed. And on this page, it's
[22:45:54] similar. It's saying that you can either create your account or log in, similar to the screens that we've been building in our guided practices. Um, the create your account screen then lends to a bucket of information um that you would
[22:46:08] have to um that the user would have to input like email, password and um input like email, password and um and verifying um themselves versus logging in where you just simply um log in with your credentials.
[22:46:24] So the significance of information architecture and UX design are that creating an information architecture is imperative in UXUI design. It helps determine how and where the users can find information on a website or an app.
[22:46:40] Let's look at an example of a poorly organized website like Craigslist. I would say a sense of reflection or comparison. I think we were comparing Craigslist and Zillow um as far as their listing styles. So, some
[22:46:57] issues that Craigslist has is that it's overwhelming list of links. Uh the homepage shows a list a long list of categories with no clear order making it hard for users to navigate the website. It also lack includes a lack of
[22:47:13] It also lack includes a lack of grouping. categories like for sale, housing, gigs, and services are jumbled together. And then there's minimal navigation. Users are not guided by drop- down menus or global navigation,
[22:47:29] which forces them to scroll through text links. And the relationship between user research, personas, and information architecture. User research, personas, and information architecture are essential elements of
[22:47:43] UX design that connect to create a seamless user centered experience. The relationship between user research, personas, and information architecture are that user research provides essential insights into who the users
[22:47:59] are and what they need and how they engage with the product. It als it also involves collecting qualitative and quantitative data about their behaviors, goals, and pain points. In terms of personas, personas are
[22:48:15] archetypes presented as a single human character based on the data gathered in research. Each persona shows important traits and goals of a user group um of a
[22:48:27] user group helping the design team understand users and make better design choices. While information architecture is shaped While information architecture is shaped by user research, insights and needs
[22:48:41] identified in personas, ensuring content is organized logically and easy to is organized logically and easy to navigate is especially guided by the primary persona aligning the content structure with the main users needs and
[22:48:54] expectations. So similar to the way we designed for Matt Murdoch's that travel app, right? we had certain information that we knew um about him and certain information that we um included to make it more
[22:49:13] accessible to the character that we created. So we definitely um incorporated certain um key things making it more accessible um making sure
[22:49:26] that the information was organized in a way that the user would understand as well as easy to navigate for someone who has selective sight. So, um I I think even more about the project
[22:49:41] that I explained to you guys yesterday about the memberbased organization. Um it's a platform that I I work on. Um the design for and often times we're designing for the member base as a whole
[22:49:57] and of course that primary persona. Um and then we take another step where we start to design for like that secondary and tertiary persona. Um being that the
[22:50:09] user range the users on that particular platform range from 30 to 90. Of course platform range from 30 to 90. Of course we're not um designing everything for um in the eyes of a 90-year-old. However, um when we reassess and um test our
[22:50:26] product, often times we are able to realize and um see that there are more things that we may need to further explain or include for that user group.
[22:50:38] So just some insight there. And why do we need information architecture? It enhances usability and findability. So information architecture structures content logically and making it easy for
[22:50:54] users to navigate and locate where what they need. It also improves user experience and efficiency. Um information architecture reduces information architecture reduces confusion by providing clear labels and
[22:51:08] categories enabling users to accomplish their goals faster. And some key elements are um here here are the essential components and principles of information architecture. Um first we have um starting on the left side we
[22:51:24] have user centered design. Then we have content inventory and audits, content inventory and audits, organization schemes and structures, navigation systems, testing and iteration,
[22:51:39] wireframes and prototypes, search systems and labeling systems. And search systems and labeling systems. And for user centered design UCD, it is an in it is an inter it's an iterative design
[22:51:54] process. process that focuses on understanding and incorporating the needs, behaviors and goals of users through the design and goals of users through the design and development process. I will say um
[22:52:08] that often times when I see iterative especially um in this uh context it I do have to double check to make sure it's not saying interactive or um another
[22:52:22] like close eye word. Um, so approaches to consider are user research, conduct interviews, surveys, and usability tests to gather insights and user preferences
[22:52:34] and behaviors and personas. Create user personas to represent different user types and guide design decisions. Last but not
[22:52:46] least, scenarios. um develop scenarios or use cases to understand how users interact with the [clears throat] system. Content inventory and audits.
[22:52:58] These help these involve analyzing existing content to assess its structure, quality and relevance for optimization and improvement. Some approaches to consider are that content as far as content inventory is concerned
[22:53:13] as far as content inventory is concerned is that lists all existing content including pages, documents and multimedia. Um content doing a content audit evaluates the quality, relevance and accuracy of the content to identify
[22:53:28] gaps and areas of for improvement. So, for example, if you um happen to be working on a process and you're trying to make sure every step is accounted for
[22:53:40] um and every step is explained clearly, um this is essentially what that where that would come in at. Um listing everything out, listing all the steps out just in plain text, making sure it's easy to understand, easy to digest, and
[22:53:53] it's intuitive. It's an intuitive process from one step to the next. Um that way you're able to identify gaps and areas for improvement before even going into design. Um which can then definitely slow things up once you have
[22:54:07] to like remove and add things and separate things to just squeeze a step or um squeeze a step or um something relevant squeeze a step or um something relevant in place. Um organization schemes and
[22:54:20] structures. These involve categorizing and arranging content in a logical userfriendly manner to enhance accessibility and navigation.
[22:54:32] Some approaches to consider are organization schemes allow us to choose how to or to categorize content for example by topic task or user group.
[22:54:44] Hierarchy. Favorite part. Uh hierarchy is used to create a clear content hierarchy that shows the relationship between different content pieces. So that's where grouping comes into play. Um a lot of times you may start things
[22:54:59] off with a header and some body copy. Your sub subheader may be a little bit smaller than your main header or a lot smaller than your main header but emphasized in a different way. maybe bold or
[22:55:14] italicized. Um, making sure you're organizing just your making sure you're organizing just your your text content, grouping um certain your text content, grouping um certain things. Even if you have like a uh for
[22:55:27] things. Even if you have like a uh for example, if you're designing a um say you're designing a page that is about a um team, a basketball team, and showing the players, you would organize each
[22:55:43] player's information and photo with with themselves. So that it's essentially giving you not only their name, their player information, their stats, um but it's grouping that player with the information associated with them. And
[22:55:59] likewise for the next player and then taxonomy is to develop a classification taxonomy is to develop a classification system with categories and subcategories to organize content logically. Next we have navigation systems. These
[22:56:13] involve designing pathways for users to na navigate information efficiently using global, local, and contextual navigation systems.
[22:56:25] So approaches to consider in regards to global navigation is to provide access to the top level sections of the site or app through the main menu or navigation bar. And then local navigation, pardon me. Um, local navigation offers
[22:56:42] secondary navigation within a spec a specific section or page. And then contextual navigation includes links within the content that lead to
[22:56:54] related information. Labeling systems. These involve creating Labeling systems. These involve creating clear content and user friendly labels for navigation and content to enhance usability.
[22:57:07] Approaches to consider here are descriptive labels. Use clear and meaningful labels that accurately describe the content or function. Consistency maintains the terminology.
[22:57:23] maintain consistent terminology and labeling um conventions across the site labeling um conventions across the site or app. For example, if you're um or app. For example, if you're um labeling um say for example, you have um
[22:57:39] labeling um say for example, you have um things grouped and everything that is grouped with um say you have things grouped under like blue, red, and green. and you everything grouped under blue starts
[22:57:52] starts with an R. Everything grouped under G starts with a G. It's kind of applying that same rhyme and reason u making sure that you're using the same naming systems from page to page throughout your content on specific
[22:58:07] platforms just so your user is able to follow. And then search systems. These involve designing user-friendly search interfaces, effective algorithms and filtering options to help users find information quickly and efficiently.
[22:58:23] Approaches to consider are search interface um allows you to design a user-friendly search bar and results page. Search algorithms implement
[22:58:35] effective search algorithms that return relevant reser results. And then filters relevant reser results. And then filters and facets provide filtering filtering and faceted search options to help users narrow down results. And then
[22:58:52] wireframing and prototypes. Wireframing and prototypes are visual representations that outline the design structure and simulate user experience. So wireframes develop low develop low-fidelity wireframes to outline the
[22:59:09] structure and layout of the content. Next we have prototypes which is build highfidelity prototypes. Build highfidelity prototypes to simulate the user experience and test the navigation flow. Testing and
[22:59:24] iteration. Testing and iteration involves evaluating and refining the information architecture through user testing methods to enhance usability and
[22:59:36] Usability testing [snorts] conduct usability tests to observe how users interact with the information architecture. And then we use card sorting um card sorting exercises to understand how
[22:59:51] users categorize and label content. An example of that is Spotify is a good example of an effective information architecture. It organizes content intuitively prioritizing user experience and adapts
[23:00:06] based on user feedback. And Spotify is definitely one of those apps that leverages their user feedback, I think, pretty well, um, without
[23:00:18] completely disrupting their platform with, um, enhancements. You can tell the app is improving, but it doesn't feel overwhelming to find something new or um to engage with some of the new features that they have. Kind of feels intuitive.
[23:00:34] that they have. Kind of feels intuitive. Like for example, not too long ago, they Like for example, not too long ago, they included um seeing included um seeing the uh lyrics on songs um certain songs
[23:00:48] that may have them uploaded um or provided. They made that process not hard to find. It kind of just took over your display
[23:01:00] screen and you're like, "Oh, I can see the lyrics." And oftent times now I look the lyrics." And oftent times now I look for um if if it's a song that I like I try and look for like can I see the lyrics to this um cuz it I I enjoy that
[23:01:14] experience. Although I know that um Apple Music does include the lyrics I I would say pretty standardized. Um especially if the musician puts it in.
[23:01:26] especially if the musician puts it in. Um, however, I feel like I prefer Spotify's platform more. Um, especially in terms of their playlist and how easy it is to find a good playlist or a curated playlist. So, just some insight
[23:01:40] So, next we're going to get into organization schemes and information architecture. What are organization schemes? Organization schemes are methods used to sort and arrange content, making it
[23:01:56] easier for users to find and understand information on a website or an application. Types of organization schemes are exact schemes, hybrid schemes, and subjective schemes. And to
[23:02:10] get into those a bit more a bit more granular exact schemes organize content using clear and objective criteria. They are easy for users to understand. Some categories include alphabetical. It
[23:02:26] organizes content by title or keyword in an alphabetical order. Chronological arranges content by date or time. And then graphical categorizes content
[23:02:39] And then graphical categorizes content based on location. An example of that is Netflix organizes titles alphabetically in the search bar. It sorts content by release date and new releases and provides non-specific I mean excuse me
[23:02:54] it provides region specific content based on geographical location. For example, have you ever traveled and checked out the Netflix on in another country and it be like a bit different? >> Yeah, I've seen Netflixes where it's a
[23:03:10] lot better than the one in the United States. That's why people use VPN. >> Yeah. Um and even the like certain content that you may even like from the United States, you can't see it out of out of the country. But I do agree that
[23:03:23] the content that Netflix has for other countries is a lot better. other regions is a lot better. Um, thankfully they started to pull some of their content over, but still it's like before they pull it over they try and make make a
[23:03:37] new version of it to get us to adapt to it already like a Americanized version I would say. Um, but yeah, I think Netflix was a great example of that. And then subjective schemes. Subjective schemes organize
[23:03:52] content based on user perspective or context. They are more intuitive but can context. They are more intuitive but can vary with individual preferences. vary with individual preferences. So some categories include topical um
[23:04:05] organizes content by subject or topic or metaphorical uses similar uses familiar metaphors to organize content. An example is Google Drive organizes files by topics and folders and uses familiar folders and file structure for ease for
[23:04:23] easy navigation. And then a hybrid scheme. Hybrid schemes combine exact and subjective methods offering flexible organization for offering flexible organization for diverse user needs and content types.
[23:04:36] Categories include alphabetical and topical. Um they combine combine alphabetical lists with within topical categories. And then chronological and task oriented. Organize events by date while
[23:04:52] grouping them by task type. An example is Trello organizes task into topical boards and lists them alphabetically. Uh due dates within each project phase also
[23:05:05] due dates within each project phase also sort task. I I've used Trello a lot in the past. Um it well before using notion I would say um because this has a similar structure of
[23:05:19] just organizing yourself um information projects um in a really I would say a really niche way. Um, it's a really high level, clear way if if you're um writing a to-do list of what you're you need to do
[23:05:34] for the day or if you're writing a project board um to organize your project in terms of steps um and processes to make sure you're checking certain things off. It's definitely a good way to leverage that. I just think
[23:05:47] good way to leverage that. I just think that notion um came in the came into the game and kind of like snatched up a lot of users from Trello um just from that same principle of like being able to organize content information, organize
[23:06:02] organize content information, organize yourselves yourself, your to-do list um yourselves yourself, your to-do list um at a high level. Um and then to some people notion can be overwhelming. So Trell still maybe has um retained some
[23:06:16] of their user base through that navigation and information architecture. What is navigation and information architecture? Navigation and information architecture refers to how users move through and interact with a digital
[23:06:32] product or website. Effective navigation ensures that users can easily find and access the information they need leading to a better user experience.
[23:06:44] And then why do we need navigation and information architecture within With navigation and information architecture, UIUX designers can structure content for easy navigation, enhancing use enhancing user experience
[23:07:01] enhancing use enhancing user experience and making interfaces more intuitive. This example shows us Etsy provides simple userfriendly navigation, enabling simple userfriendly navigation, enabling users to explore categories and filter
[23:07:15] products easily for a seamless shopping experience. it's like depending on how your algorithm is kind of set up when you first view the page, it can be a lot to look at because there
[23:07:30] especially when you're going to the app for like one specific thing. But if you know what you're searching for, you can simply search in the search bar or select categories from the drop down. Um, and then they have even quick um,
[23:07:45] selection things that might interest you like fashion finds or um, some home like fashion finds or um, some home favorites or um, even gift cards which are popular some of the popular searches I would say on Etsy.
[23:08:00] Um, displaying that to you as at a high level for you to engage with as well. And then next we have types of navigation systems and information architecture. Um, it is essential navigation systems and information
[23:08:14] architecture that enhance user experience. user experience. We're going to start from the left side. We have or we're going to go around this way. Um we have interactive navigation,
[23:08:31] faceted navigation, supplemental navigation, breadcrumb navigation, contextual navigation, local navigation as well as global navigation.
[23:08:43] And starting with global navigation, it provides access to main sections of a provides access to main sections of a site application from any page. It appears at the top or side of every page giving it contains primary
[23:09:00] navigation links such as home, about, services and contact and it it consists services and contact and it it consists of it is consistent across all pages.
[23:09:12] So, for example, this Walmart um Walmart's website, their navigation is here con and it's pretty consistent in terms of being stationary on all pages um allowing you to navigate um through
[23:09:29] certain certain categories at a high level. So, Walmart has a consistent top menu bar with links to departments like grocery, home, and electronics present um across all pages. And then it appears to to it it provides access to
[23:09:46] as far as local navigation. Excuse me. Local navigation provides access to subsections within a specific section of the site. So, here we have this side navigation on Walmart. It appears within a specific section of or page, often in
[23:10:02] a specific section of or page, often in a sidebar or secondary menu. It helps users explore content related to the current section without returning
[23:10:14] to the global navigation. And then Walmart provides local navigation within Walmart provides local navigation within specific departments um with additional subcategories for detailed collaboration, detailed, excuse me,
[23:10:26] exploration. And then next we have contextual navigation. It provides links to related content or actions within the context of the current page. It appears
[23:10:39] within the body of the page such as links embedded in text or a section as or section on related articles at the end of a post. It enhances the user's
[23:10:51] experience by suggesting relevant content or guiding users to the next steps. Walmart suggests related products or customers also viewed section um on product pages guiding users based on
[23:11:06] their insights. So for example you may see similar product similar items you might like and you see that on Walmart on Amazon quite a few platforms leverage on Amazon quite a few platforms leverage this to get you to um essentially buy
[23:11:20] more things. And then next you have breadcrumb navigation. It shows a user breadcrumb navigation. It shows a user path from the homepage to their current location showing each step taken within the site structure.
[23:11:34] Some characteristics there are it displays a trail of links representing the path from their homepage to the current page. It helps users understand their their current location and easily navigate back to previous pages.
[23:11:50] A good example here is that Walmart uses breadcrumb navigation to show users the path they have taken such as food, snacks, cookies, and chips and then snacks, cookies, and chips and then cookies and Oreos. So, showing you right
[23:12:05] here that breadcrumb aspect, which is very helpful for users to be able to like go back at times into say they don't want Oreos, say they want um a different type of cookie or different type of snack. Um they would be able to
[23:12:20] go back into those like subniches, say, "Oh, they don't want cookies anymore. They want chips." And they can go back into click snacks, cookies, and chips and see the full options that they have. And then next we have supplemental
[23:12:35] And then next we have supplemental navigation. It provides additional additional navigation options that support the primary navigation. It includes elements like footer links, utility navigation, for example, login,
[23:12:52] utility navigation, for example, login, register, help, and search functionality. It also offers links to pages that are less frequently accessed or have secondary features. And here you'll otherwise known as like a footer
[23:13:07] area. You'll see a lot of that information there. Walmart's footer includes links to customer service, privacy policy, and site map offering additional navigation options. And in faceted navigation, it helps users
[23:13:23] filter and refine content based on several attributes, making it easier to find specific items. Some characteristics here are um using e-commerce sites and search interfaces. It provides filters for attributes like
[23:13:40] price, brand, size, color, and customer ratings. And Walmart enables users to filter products by attributes such as brand, price range, customer rating, and more. It provides
[23:13:59] content. It includes elements like drop-own menus, mega menus, carousels, and accordians. It enhances user engagement and makes complex navigation
[23:14:12] more systems more manageable. Warmer offers drop downs, interactive carousels, and hover menus for quick product browsing and in faceted navigation that helps users filter and refine content based on several
[23:14:27] attributes, making it easier to find specific items. Some characteristics include it's used in e-commerce sites and search in e-commerce sites and search interfaces um providing filters for
[23:14:41] attributes like price, brand, size, color, and customer rating. And you'll see that in this like middle section here, as well as on the side with department's price, and brand. Walmart enables users
[23:14:55] to filter products by attributes such as brand, price range, customer rating, and more. And then next, you have interactive navigation. So, it provides dynamic interactive ways
[23:15:11] to navigate content. It includes elements like drop- down menus, mega menus, and carousels. Carousels and accordians. And you see that example
[23:15:23] here in the middle. It's like a carousel of different of different um categories or different um key topics topics and categories that you can search with. And for example, this $20
[23:15:37] and under um of course everyone everyone loves a good deal. So highlighting that too as well as holiday um incentives. It enhances user engagement and makes complex navigation systems more manageable. And Walmart offers drop
[23:15:51] downs, interactive carousels, and hover menus for quick product browsing. And then I think we have another guided practice that's pretty similar
[23:16:03] practice that's pretty similar um but this time it's with a it's with a um but this time it's with a it's with a um ride share. So just to keep us going um we're going to go over interactive design principles. What are interactive
[23:16:18] design principles? Interactive design principles guide the creation of effective engaging of effective engaging and user-friendly interfaces ensuring digital products are intuitive, responsive and seamless.
[23:16:34] A good example of interactive design principles is action in action is YouTube which features excuse me which offers intuitive navigation real-time
[23:16:46] feedback and consistent a consistent interface and clearly vis and clear interface and clearly vis and clear visibility of key elements. Some principles of interactive design are are feedback, consistency,
[23:17:04] affordability and visibility. Affordability, it makes the functions or interactive elements clear. It makes the elements clear. Um implementation of
[23:17:16] affordability looks like design elements to suggest their functionality. For example, buttons should look clickable. uh use familiar icons and symbols to
[23:17:28] convey actions. Ensure that interactive elements are distinguishable from non-interactive elements. So, for example, YouTube's platform is simple and intuitive, allowing users to easily navigate, search for videos, and access
[23:17:46] content without much effort or prior knowledge. And then next, you have visibility. It makes key features and actions easy to find and understand. The implementation looks like uh use
[23:18:00] clear and recognizable labels and icons, show users their current location and path within a site and highlight active elements of navigation.
[23:18:12] Next, place CTAs and display notifications and alerts in prominent locations. And last but not least, use clear headings and subheadings that are legible legible fonts, adequate con
[23:18:29] adequate contrast between text and background, and white space for content. For example, in YouTube, key elements like the search bar, video controls, and
[23:18:41] recommended videos are always visible. Allow users to easily find what they need and perform actions without confusion. And then last but not least, consistency. It maintains a uniform
[23:18:55] design to reduce the user's cognitive load. load. Implementation looks like use of use consistent visual elements for example buttons and icons across the interface
[23:19:08] and then maintain consistent behaviors and interactions. Adhere to established design patterns and guidelines. YouTube's interface is consistent across device devices whether on mobile desktop or smart TV apps
[23:19:25] ensuring users are familiar and how to use it regardless of the platform and then oh I thought that was the last one uh feedback feedback it informs users about the outcome of their actions um implementation that scenario looks like
[23:19:42] providing immediate visual or auditory feedback immediate visual or auditory feedback back for users for user actions. Uh, use animation or status indicators
[23:19:55] to indicate progress or challenges. Display confirmation pages for critical actions such as submissions. YouTube provides instant feedback through loading bars and video buffering indicators and interaction responses
[23:20:11] like like liking, subscribing, and commenting. So, I think this is a decent one. I wish I found a better one, but feel like this one is okay. And they feel like this one is okay. And they also show them adding
[23:20:26] also show them adding they also show that they added more they also show that they added more um to their lower menu and to embody some of the things that we we keep talking about um like home.
[23:20:39] [clears throat] We they have an order button. Um the offer which shows you like your what deals are nearby and then they have a a like button to show your they have a a like button to show your favorites. and then the profile. So,
[23:20:53] they don't necessarily point out the cart in their lower navigation menu, but in their top navigation menu, that's where they give you the option to see your uh cart, your payment wallet, as well as
[23:21:09] your location. So, this one is very well organized in terms of their information architecture and what they included. And maybe there's some things that we can um maybe there's some things that we can um leverage from here, especially um
[23:21:23] having a uh mobile delivery app and putting I haven't seen a search in the bottom in ages, but I was just kind of like doing it according to like the lesson prompt, but I haven't
[23:21:39] seen like a search in the in the bottom in ages just because it's not as in ages just because it's not as accessible as people think it is. Um, you would either have to hide something or have some sort of like really cool
[23:21:52] interaction in order for that to display correctly, especially with other things in the bottom. Whereas people want to be able to search full out. Like that's the first thing they're coming coming to your platform to do is to search for
[23:22:05] your platform to do is to search for what they want specifically. So, um, with that in mind, I think this is a great example, um, of a food delivery app and how they organize their information architecture in terms of
[23:22:20] their bottom menu and then leverage leveraging some of those other additional things that we keep talking about in terms of searching where the cart is and also changing location. So, I think that um, they did a good job
[23:22:34] I think that um, they did a good job here. Some key takeaways for today were that information architecture organizes and structures content, improving user and structures content, improving user experience by making it easier for users
[23:22:48] to navigate websites or apps and find what they need. Organization schemes like hierarchal or sequential structures logically categorize content, making it
[23:23:00] logically categorize content, making it accessible and easy to understand. While navigating systems, including global, local, and contextual, guide users effectively, excuse me, efficiently through a website or app, helping them
[23:23:15] quickly find relevant information. While interactive design principles such as feedback, affordability, consistency, and visibility enhance usability, making
[23:23:27] digital products more intuitive and engaging for users. continues with visual design, wireframing, prototyping, micro interactions, and interactive design. So, by the end of this lesson, you'll be
[23:23:40] able to identify the purpose and significance of wireframes in UIUX significance of wireframes in UIUX design, understanding their role in structuring user interfaces. You also be able to create a basic
[23:23:54] wireframe for a food delivery applying wireframing concepts to strengthen practical design solutions, excuse me, and then implement advanced wireframing techniques and methodologies
[23:24:10] by transforming handdrawn sketches into functional wireframes using AI based functional wireframes using AI based tools. Brief introduction to wireframes. So what are [snorts] wireframes? A wireframe is a visual design guide that
[23:24:25] illustrates the interface elements to be displayed on a web page. So you can see displayed on a web page. So you can see visually here someone did like an actual sketch. And there's been um times back in the day when I used to actually do um
[23:24:40] sometimes I might still like break out my notebook and do a quick sketch or if you have like one of those notebooks even that have like dotted lines instead of lines. Um, I tend to prefer those just so I can write and draw um with
[23:24:55] ease. But yeah, by all means, always um pen and paper is always a classic method. And you can even upload those sketches into Figma just so you can be able to document your work. And um just as you're building your portfolio, it's
[23:25:10] as you're building your portfolio, it's important to see um your before and your after. A lot of times it helps to tell the story of where you where your product has been or where the product has been before it got into your hands
[23:25:23] and what improvements you've made. So being able to show your in between and your thought process even more in depth is um definitely important for um recruiters and managers to see. A wireframe is used to complete the user
[23:25:38] centered design UCD process. Uh wireframe pages are tested for user wireframe pages are tested for user feedback before the creative phase. Wireframes are typically created using software like Balsamic or Figma. Uh
[23:25:57] though they can be handdrawn. The image illustrates a wireframe of Wikipedia. Yeah, everyone for the most part knows what Wikipedia is. And for those of you what Wikipedia is. And for those of you that don't, Wikipedia is basically um
[23:26:12] one of the uh I would say first few websites of finding um information um additional information or uh resources as to what something may be. As long as it was populated by something else, you
[23:26:28] may be able to find the information. However, um it served as like an online encyclopedia given its name Wikipedia. Um the controversy or the trust value in
[23:26:41] Wikipedia um while it is decent um it's not as high as other platforms or search engines because anyone can essentially
[23:26:54] unless they changed it. I'm not sure what they've done over the years, but in the past, anyone would be able to go into Wikipedia and and basically write
[23:27:06] content. Um, and it wasn't necessarily always coming from a trusted source. So, having to check your Wikipedia sources is a thing. And um a lot of times I
[23:27:18] remember being in school and um my professors and teachers professors and teachers u my instructors would always tell us to um all of our sources could not be Wikipedia. Um if we were citing
[23:27:32] something. So, just a little fun fact there for those of you that may not be familiar or u maybe a bit younger than myself that may not remember or not use Wikipedia um as a primary resource. We all we
[23:27:47] um as a primary resource. We all we often did um back in the day. So, all right. All right. Sorry, my kid is a snorer, so I guess he's trying to get into his like deep sleep. I don't know.
[23:28:02] um wireframe examples. These wireframes show the basic layout of an app including buttons, menus, and content blocks. They give clear they give a clear
[23:28:16] picture of how the interface is planned before the detailed design begins. Before the detailed design begins. Um, here you can see
[23:28:28] like someone potentially taking a wireframe of a website and then um condensing that from what it looks like to me. Um, they're maybe condensing that
[23:28:40] information into an app um and trying to plan out how it looks and feels. Um, of course, getting in to the login password screen. And if you don't want to log in,
[23:28:53] you can log in with Facebook or register. Um, and what the registration screen looks like. I can't really read this last one. Oh, it says, "Thank you for registering. A message has been sent to
[23:29:08] your email to complete registration." So just a simple way that you could plan So just a simple way that you could plan out a simple signup flow or registration flow rather. And some key elements of wireframes are that wireframes provide a
[23:29:25] clear overview of page structure, layout, architecture, functionality, intended behaviors, and design. So let's
[23:29:38] start with page structure. Page structure defines the basic organization structure defines the basic organization of the pages key elements. For example, a news site with a header, artic a news site with a header, a header, article
[23:29:53] area, sidebar for news, and a footer with contact info. And then next, layout with contact info. And then next, layout is described as maps out the placement of text, images, buttons, and other elements.
[23:30:07] For example, a product page features images on the left and details with an add to cart button on the right. Architecture shows how the pages are Architecture shows how the pages are connected in the navigation.
[23:30:21] For example, a university site links the homepage to sections such as admissions homepage to sections such as admissions and academics. And then user flow visualizes the steps users take to move through the site or app.
[23:30:36] For example, in a food delivery app, users choose a restaurant, add items to the cart, and check out. And as regarding functionality, um it outlines interactive features like forms, buttons, and menus. For example,
[23:30:54] a banking app includes a login form, and a drop- down menu for account types. The intended behavior behind this is that it illustrates how elements will behave such as popups or scrolling. An example is a travel site features a
[23:31:11] popup for special offers and a shrinking header during scrolling. And then as far as design, design provides a framework for the final design. It focuses on
[23:31:23] structure over visuals. An example there is a fitness app wireframe features a is a fitness app wireframe features a navigation bar, a workout space and a footer for social links. Wireframing usually takes place during
[23:31:38] the exploratory phase of the product. Um first we start with discovery and research and then we get into that exploratory phase. So in a natural progression of like where we've been with our course even um we finished
[23:31:54] doing research um doing all our user journeys and u persona mapping and journeys and u persona mapping and empathy mapping and now we're in the exploratory phase where we're taking that um syndicated um insight
[23:32:10] and we're helping to define the we're using it to help define the business using it to help define the business needs as well as the potential scope that um that we need to design for. Um that's aligning the product with the
[23:32:24] that's aligning the product with the user expectations. Um and then next we get into of course wireframing which is a bit more um adds a bit more meat and potatoes meat and potatoes [clears throat] to our
[23:32:37] exploratory phase. The initial iteration fosters collaboration. It gathers fosters collaboration. It gathers feedback and ensures approval clarifying the product structure before a detailed design. And this is of course um most
[23:32:52] ideal um in a scrum environment where you have time to constantly um excuse me you have time to constantly um excuse me where you have more time to take to be um intentional about every phase of design. Um from of course discovery and
[23:33:08] research all the way through to testing and launch. But you also have that time more so to go back and iterate and reiterate um based on your findings. So some key outcomes of wireframing are the key the key design principles and
[23:33:23] wireframe design ensure seamless structure navigation and functionality. First we want to start with uh consistent you having a consistent user interface. Um that could be through shapes, colors,
[23:33:40] fonts, making sure that your uh UI is consistent. And then um space and location, the spacing that you have and where you're placing certain elements, the spacing in between them. Of course, um, as we mentioned earlier in this
[23:33:56] lesson, things that are grouped together or color associated together, um, things that are grouped together and or sometimes colored the same can be associated with each other. And then of course, visual representation. U making
[23:34:11] course, visual representation. U making sure that um for example if you have like a certain breadcrumb that is um carried throughout your app or um making sure that important elements are visually represented um on your on your
[23:34:29] in your design. Um some essential guidelines for wireframing are to use gray and black. um it differentiates items without um it differentiates items without relying on co on color. And um a good
[23:34:42] way to also kind of keep your stakeholders um focused in a way. Um a lot of times they don't want to see especially when trying to understand the concept behind something. You don't necessarily
[23:35:00] and this can go for an existing brand that has colors established already or one that doesn't. But a lot of times you want to essentially separate out your elements, especially when you're working on screens. Um, the reason why it's in
[23:35:13] black and white or gray and black, if you will, is to not be distracting, to you will, is to not be distracting, to be able to clearly have your stakeholders and collaborators focus on the content at hand or whatever your
[23:35:28] your the story is that you're trying to tell, at least at a low level, to make sure it's grasp. is they're able to grasp it and follow along. And then um of course use one generic generic font. Um to maintain consistency
[23:35:45] by resizing a single font to indicate hierarchy. Uh use X to represent images. hierarchy. Uh use X to represent images. Mark image placeholders with a box and X for size and location. And then use a play button to represent videos. Draw a
[23:36:01] triangle with a play button icon in the center. Excuse me. Draw a rectangle with a play button icon in the center. And center. And use rounded angles for buttons. Label
[23:36:15] use rounded angles for buttons. Label buttons with a text line button or CTA to show functionality. And then use bold lines for headlines. Mark headline text with a thicker line at the top of the text area for emphasis
[23:36:31] at the top of the text area for emphasis and use thin lines for body text. Draw multiple thin lines stacked below the headline to indicate paragraph text and key steps for effective wireframe design. The wireframe structure is
[23:36:47] design. The wireframe structure is adaptable to user needs and project requirements and identifies the website goal. Understands users flow. Determines wireframe size.
[23:37:01] Determines wireframe size. Determines conversion points where you start the wireframe design and then removing redundant steps and then getting feedback. to continue the key steps and to further
[23:37:14] give some rhyme and reason behind them. When you identify the goal, you're defining the main objective to align with business and user goals. An example there [snorts] is the coffee shop website aims
[23:37:28] to let users browse the menu and order coffee for pickup. To understand user's flow, you want to map the user's journey to ensure smooth navigation and
[23:37:40] interaction. An example there is uh a user visits the An example there is uh a user visits the homepage, clicks menu, selects a coffee,
[23:37:52] and places an order. And then next, you want to determine wireframe size. Set want to determine wireframe size. Set dimensions based on target devices for dimensions based on target devices for responsive design. An example there is
[23:38:05] the wireframe should be designed to work well on mobile devices, tablets and desktops. And then to determine conversion points, set dimensions based on target devices for a
[23:38:20] dimensions based on target devices for a responsive design. An example there is the order now button is the key action and should be prominently placed on the homepage and menu pages to encourage quick user action. Next, you want to
[23:38:35] start with the wireframe design. Sketch the basic layout and key elements like the basic layout and key elements like headers, navigation, and content areas. for an example there is to sketch out the homepage with a simple layout
[23:38:54] with a simple layout and of course header with the logo and the navigation. The main content area should include uh the showing the coffee menu. Um, for example, if anyone's familiar with Starbucks, like that main bulk of where
[23:39:09] you're able to scroll through different different um coffee menu items or different um coffee menu items or breakfast items and a prominent order now button. Next, as far as remove redundant steps,
[23:39:24] we want to simplify the user journey by eliminating unnecessary steps. Um, a good example there is that if users need to navigate through many through too to navigate through many through too many pages to order coffee, uh, they can
[23:39:38] streamline the process by putting the menu on the homepage and adding an order button next to each item. And then in terms of getting feedback, it's okay. In
[23:39:50] terms of getting feedback, it's okay. In terms of getting feedback, um, you want to be able to collect input from stakeholders and users to refine the improvement, excuse me, to refine and improve the
[23:40:04] wireframe. Some examples there include sharing the wireframe with stakeholders and potential users to gather feedback on the layout. Um, it was I was just going over wireframe fidelity and tools. And then just to reiterate, what is
[23:40:19] wireframe fidelity? Wireframe fidelity refers to the level of detail in a wireframe from basic sketches to detailed mockups. And you've taken your design from a low fidelity, which is those basic
[23:40:33] those basic um wireframes and sketches to um medium fidelity, which is kind of enhancing improving um on that flow and then high fidelity, which is like a full design. Levels of fidelity. Um starting with low
[23:40:50] Levels of fidelity. Um starting with low fidelity. Uh it is the basic outline of a screen or web page showing the placement of buttons, text and interactive elements. It can be done on paper which is known as a paper sketch.
[23:41:06] So don't feel don't feel afraid to break out your pen and paper. And you know I out your pen and paper. And you know I also recommend um I often tell people about this app. If there's a better one, by all means, let me know. But when it
[23:41:23] comes down to like if I do draw something out and I want to scan it into make it an image and place into my file, I'll um put my um take a photo of my sketch and um on Cam Scanner um if anyone is familiar
[23:41:40] with that app. And I pretty much use this app for a lot of things. Just to scan documents, to scan my sketches, to scan pretty much anything that is at a grasp that I may need to upload into uh the computer or um or to my
[23:41:59] laptop. So, um it's very helpful, especially if you happen to like to sketch a lot. um even wanting to get your sketches um into like a digital form format and have it have that still sketch look um without like just taking
[23:42:17] a a photo. Yeah, you could take a photo by all means, but um it kind of just acts like as if you were to put this on a photocopy scanner and um it had that a photocopy scanner and um it had that digital process as well. So levels
[23:42:32] to continue with levels of fidelity and wireframes. We're next we're going to go into medium fidelity. And here's where you start to see a little bit more uh you start to see a little bit more uh emphasis. You see some digital design.
[23:42:44] It provides a detailed layout focusing on structure and key elements like on structure and key elements like buttons, forms, and navigation. It helps buttons, forms, and navigation. It helps assess user flow and design decisions in
[23:42:57] detail. It helps assess user flow and design decisions in detail without focusing on final aesthetics. And this is a good stage like I was saying to show your stakeholders or your dev team to kind of make sure like, hey,
[23:43:12] am I going the in the right direction here? Right before you start worrying about like colors and typography that could distract even your internal audience from what you're trying to communicate.
[23:43:27] Um I will also just emphasize um just different from this particular um this particular uh screen I would suggest to round just
[23:43:39] a little bit even if you don't have like a pillshaped button just a little bit round your buttons just so they're clear that they're buttons and not um that they're buttons and not um like a CTA or the login the login is
[23:43:53] aren't But I think they could be seemingly confusing if you don't round those corners. Um, at least a little bit. Like I'm talking like a fourpoint round, a eight point round. Nothing too crazy um
[23:44:08] or pillish looking unless that is a part of your intended design and you just want to go for it early. But by all means, um, just round your corners or your buttons a little bit just so it's clear um, when
[23:44:22] you're separating your CTAs and logos. And then next we're going to get into high fidelity. So on this level it provides a pixel perfect layout including actual content, images, and detailed UI elements. So we see a lot
[23:44:40] more here. Um, and excuse me, I thought the CTA above was not a button and turns out it is actually the button. And then the login is the second is put into a secondary or tertiary button. Um
[23:44:57] I think they did a good job of following their low Oh yeah, CTA and then action. Um they did a good job of following their low, medium to high fidelity and
[23:45:09] their low, medium to high fidelity and it was a natural progression um for this particular screen. It is ideal for exploring and documenting complex concepts such as interactive maps or menu systems. And then some elements of
[23:45:23] menu systems. And then some elements of fidelity in wireframes for example low and medium fidelity focus on like icons or logos, search fields, headers, share buttons, placeholder text and content.
[23:45:38] While high fidelity focuses on the navigation system, contact information, footers, typography, imagery, and partial colors.
[23:45:50] typography, imagery, and partial colors. And next we have wireframing tools. Um, wireframing tools help designers create the blueprint of a digital products interface. And you can use Figma, Sketch, or Adobe
[23:46:06] And you can use Figma, Sketch, or Adobe XD to create these wireframing tools. Uh so Figma is a powerful web-based design tool that supports real time collaboration. It uses vector graphics to ensure the designs look sharp and can
[23:46:23] easily be and can be easily resized. It also creates clickable models also creates clickable models modals of the designs without additional tools. And let's and then it also supports live
[23:46:37] collaboration enabling team members to design and give feedback in real time. And last but not least, it ensures designs fit various screen sizes
[23:46:49] automatically. um for the sketch is a leading Mac um um for the sketch is a leading Mac um oper a Mac OS tool um which is intuitive
[23:47:01] an intuitive interface and powerful vector-based design features. Um it creates designs that can be resized for different screens without losing quality different screens without losing quality and it provides tools for animations and
[23:47:15] and it provides tools for animations and automates tasks with add-ons. can also save and reuse design elements to maintain consistency. And then last but not least, it creates prototypes and adds basic animations to show how users
[23:47:29] will interact with them. And then next, Adobe XD is a vectorbased UI UX design and prototyping tool developed by Adobe. Um, it works seamlessly with other Adobe
[23:47:42] Um, it works seamlessly with other Adobe tools to share design elements. It also creates prototypes that respond to voice automatically generate smooth transitions between screens.
[23:47:58] It keeps designs uniform across different screens and projects. And last but not least, it allows multiple designers to work together on the same project simultaneously. So now we're going to get into AI and
[23:48:13] wireframing. Generative AI tools for wireframing. Generative AI tools are transforming wireframing by automating tasks making the process faster and more efficient. So, first we have Wireframe Pro by Machflow.
[23:48:29] Pro by Machflow. Uh, Sketch to Code by Microsoft. UI Zard Wiz I don't know how to pronounce Zard Wiz I don't know how to pronounce that one. User like Wizard but UI and
[23:48:45] Zard. And then Vizily, which is like visibility but silly at the same time. visibility but silly at the same time. Visally. So for wireframe pro by mockflow, wireframe pro is a part of the mockflow suite. It uses an AI assistant
[23:49:00] to suggest component placement and layout speeding up wireframe creation. AI powered components and templates. It creates AI power components and
[23:49:12] templates. It's real time collaboration and it also includes interactive wireframe generation. So essentially fasttracking all of what we just did. And there's another one I don't think it's included here, but I'll
[23:49:26] don't think it's included here, but I'll suggest in a second. Um, Sketch to Code suggest in a second. Um, Sketch to Code by Microsoft is an AI powered tool by Microsoft that converts handdrawn designs into functional HTML
[23:49:40] prototypes. Um some key components there are image Um some key components there are image to HTML conversion integration with development tools and then visual editor and then next you
[23:49:56] and then visual editor and then next you have um converting screenshots to have um converting screenshots to wireframes using sketch to code. Um, this is a lot of times if you're you happen to have a whiteboard in your
[23:50:08] office or in your room, um, and you're able to whiteboard some things out, Instead of pen and paper, you're on a whiteboard. Similar similar rhyme and reason and practice. Um, but you're
[23:50:20] taking your screenshot of your sketch and then um, it'll transform your screenshot into a wireframe. So, that's pretty cool. And then you have whimsical
[23:50:32] which is a wireframing and di diagramming tool that incorporates smart diagramming tool that incorporates smart suggestions and auto layout features. suggestions and auto layout features. The auto layout um so first one of the
[23:50:45] components is auto layout. Then they also have smart element suggestions and then real time collaboration. Um, UIZard is an AI powered design tool
[23:50:57] that quickly turns sketches and screenshots into editable wireframes and prototypes. Um, and then UIZard is an AI powered design tool that quickly turns sketches and screenshots into editable wireframes and prototypes, thus making
[23:51:13] design accessible to everyone. Some key elements there are automatic conversion of screenshots and then you have editable components and layouts and have editable components and layouts and last but not least seamless integration.
[23:51:27] Um and as far as converting screenshots to wireframes using UIS art, uh this is a quick example. Um say you have a screenshot here on the left side of a
[23:51:41] quick sketch that you made. their um process is turning that into a their um process is turning that into a seemingly like highfidelity mockup. Um so I think these are pretty good tools to use. Another one um
[23:51:57] I want to say just let me confirm the name. Hold on. Let me do it on my phone. I think it's called Reum. Yeah, it's called Reum. So just to pull that up really quick. I've used Remum a
[23:52:13] few times. Um but basically it's a similar process where you are um you can similar process where you are um you can import like say um for example say you
[23:52:25] have a design brief that was delivered to you from say you sorry I just wanted to open this to see what it was. Uh say you have a design brief or um uh
[23:52:37] documents that you that were provided to you from your stakeholders. uh just kind of giving you a lay of the land of what they expect and what they're trying to solve for. Um you can input that information into Reloom and it will
[23:52:51] generate not only site maps for you but it'll also allow allow um the generation it'll also allow allow um the generation of wireframes to be done. Um, and these wireframes are like about midlevel, I would say, not necessarily this lowlevel
[23:53:07] would say, not necessarily this lowlevel um, designs, but it's a lot more um midlevel. And I believe you can um I haven't tried to do any highfidelity designs in Reloom, but you can also export what you what you do on these
[23:53:23] plat on this particular platform. You can export that directly into your Figma. So that's a cool um cool feature there. And then next we have Vizaley which is an advanced design platform that uses AI to simplify creating
[23:53:38] wireframes and prototypes from rough sketches or images. Creating wireframes and prototypes from rough sketches or images. Uh some components there are automatic image conversion uh collaboration tools and AI powered
[23:53:54] design suggestions. And a good way to convert uh your screenshots to wireframes using visally is that um on the left you have a screenshot of a wireframe that someone sketched out pen and paper style and
[23:54:10] then they were they brought into Visily and they were able to transform that um immediately into a [snorts] a [snorts] um highfidelity mockup. Some advanced
[23:54:23] wireframing techniques enhance basic wireframes with interactivity, detailed wireframes with interactivity, detailed visuals, and in inative feedback. They provide deeper insights into user interactions and layout complexities,
[23:54:40] bridging the gap between concepts and the final product. Here's an example of converting a screenshot into a wireframe using Visly. So uh converting using Visly. So uh converting screenshots to wireframes using visally
[23:54:54] um on did I go back? I did my bad. Advanced wireframing techniques. So first we have interactive prototyping which involves creating wireframes with clickable elements, transitions and animations to mimic the actual user
[23:55:10] experience. It helps stakeholders and developers understand the intended user experience and flow. And some tools for this are Figma, Adobe XD and Xure RP.
[23:55:23] And then you have responsive wireframing which ensures the design adapts to various screen sizes and devices like desktops, tablets and smartphones. Sorry, my dog is like playing with his toy. But so the responsive wireframing
[23:55:39] it also um it ensures the design adapts to various screen sizes and devices like desktops, tablets and smartphones. But it also improves usability and accessibility ensuring a seamless experience across different devices and
[23:55:54] platforms. Um some tools for that include uh sketch with uh responsive include uh sketch with uh responsive layout plugins and then Xure RP for componentbased design. Um it is the practice of using reusable UI elements
[23:56:10] and design systems for consistent scalable designs. Um it enhances efficiency and ensures consistency across the entire project. For example, um I've worked on componentbased design when I was at WISH and um essentially it
[23:56:27] was a whole system built out um that we got to play with. Um similar to what you could do with um the Figma stuff. Um similar to what you
[23:56:39] the Figma stuff. Um similar to what you could do with the Hey, leave that alone. similar to what um you could do with uh the Figma design systems or other the Figma design systems or other elements that are um in Figma and
[23:56:55] similar [snorts] to what Alexandra posted earlier. um you can essentially take those elements and utilize them as your like UI library um and figuring things out um to create some of those lowfi um and midfi uh
[23:57:12] versions for user flows and journey mapping. It for user flows and journey mapping. It involves visualizing how users uh navigate through a product and interact with various elements. Uh it also
[23:57:25] provides a comprehensive view of the user experience highlighting potential user experience highlighting potential pain points and areas for improvement. And then last but not least, the tools include uh Whimsical
[23:57:37] include uh Whimsical and Figma um which are they both um require a user flow plugins. I'm not sure about whimsical but I know Figma requires user flow plugins to use that.
[23:57:52] And then next you have collaboration and real time editing which allows multiple team members to work on the same wireframe simultaneously and improves communication and reduces feedback loop speeding up in
[23:58:07] speeding up iterations and decision making. Um some tools that's used best for that are he likes to like eat his toys and then like chew on the fluff. I don't
[23:58:20] understand that. But um some tools are Figma and Adobe XD with co-editing uh usability testing integration. It involves integrating feedback mechanisms
[23:58:33] directly into the wireframing process and also validates design decisions uh frequently and enhancing the final product usability. And then um some tools for that are maze look back and user testing. Before we
[23:58:49] get out of here, some key takeaways for today were that wireframes improve communication by visually organizing structure, user
[23:59:01] flow, and functionality for alignment before detailed design. Wireframes vary in fidelity from low, medium to high, offering different
[23:59:13] medium to high, offering different levels of detail for each design stage. And then AIdriven tools speed up wireframing, wireframing, automating layout and component and
[23:59:25] refinement. >> Hello everyone, welcome to this video on Figma wireframes from SimplyLearn. Today I'm going to walk you through what wireframes are, why they are important, and the different types you can create.
[23:59:39] So what exactly are wireframes? Think of wireframes as the blueprint of a website or app. Just like an architect starts with a simple sketch before building a house, wireframes help designers map out where everything will go. Things like
[23:59:52] buttons, text, images, and menus. They don't focus on how things will look, but instead on how things are organized. This makes wireframes the foundation of any good design. Now, why do we need a wireframe? Imagine starting a design
[00:00:06] without a plan. It could quickly become confusing and messy. So wireframes allow us to focus on how users will interact with the design and make sure everything works logically. So by starting with a wireframe, we can catch any problems
[00:00:20] early and adjust the layouts before moving on to more detailed design work, saving us time and effort down the line. Now there are two main types of wireframes, low fidelity and highfidelity. Low fidelity wireframes
[00:00:33] are like rough sketches. They are quick to make and focus on the basic layout. You can create them on paper or digitally to get a rough idea of the structure. And highfidelity wireframes are more detailed and closer to the
[00:00:45] final design with more focus on specific elements and how they interact. These are typically done digitally using tools like Figma, so they can be shared and adjusted easily. And speaking of paper and digital wireframes, both have their
[00:00:58] quick brainstorming or sketching out ideas on the go. But digital wireframes like those made in Figma are far better for collaboration, easy edits, and adding more detail as you refine your design. So let's explore how to create a
[00:01:13] wireframe. So in this demo, I will show you an example of how we can create a wireframe for a LinkedIn page that from a mobile view. So I've already renamed my project as LinkedIn wireframe. And for the reference, I have saved an image
[00:01:26] from Google. So let's first drag and drop the image from the files to our Figma canvas like this. So we can just drag it and drop it over here. Make sure to resize it.
[00:01:41] Make sure to resize it. Yes, I hope it's visible. Now next we have to create a frame. So for that you can either go to the toolbar below or you can simply press F on your keyboard. Now after which you can select the
[00:01:54] device from the right side panel that you want your frame to be. So I'm you want your frame to be. So I'm selecting iPhone 14 plus. We just need one frame. Now we have to make sure that the screenshot or the
[00:02:08] saved image and your frame is of equal size so that your wireframing process will be easy. So let's just resize it to the you know size of the pick. Now while
[00:02:20] resizing which essentially means while zooming in or zooming out make sure that you press the shift key so that it resizes uniformly like this. Yes, I think this is fine. So now everything is set and let's start with
[00:02:35] wireframing. So basically we start by using the rectangles. So now again for rectangle you can go to the toolbar or simply press R on your keyboard. So as write your name. Then you have the profile photo, a background image,
[00:02:53] the profile bio, accept button, ignore button, more button, and about section and the featured. And finally, we have some tools down. So let's start to wireframe it one by one. So first let's just draw a rectangle over here.
[00:03:15] arrow button also. We'll, you know, place the arrow button inside it later. Now, we need another rectangle for the background image.
[00:03:32] And the profile picture is inside a circle. So either you can you know select a circle or again you can go to rectangle draw a rectangle and you can curve the corners right here on your right side. Corner the radius
[00:03:49] like this. I think this is fine. I think this is fine. We'll give this a different color.
[00:04:02] So we'll write the text later. Let's fill the boxes, our shapes first. Now here we have three buttons. Let's draw the rectangle and then corner the radius like before.
[00:04:16] I think this is fine. So I've cornered the radius to 48 as you can see here.
[00:04:29] Yeah. So now three more sorry two more buttons are needed.
[00:04:41] blueprint and it is mainly done so that the stakeholders or your team members don't have to waste much of your time perfecting the shapes and icons or the colors. So your main focus should be on the logic of the design. Now let's just
[00:04:54] mark the separations between each sections. For that also we'll use sections. For that also we'll use rectangle. We'll just copy paste this. Now we need some rectangles for the
[00:05:09] Now we need some rectangles for the featured section. you know corner the radius of these two sides just the upper part. So what you
[00:05:21] can do is you can select the upper part kept it 30. You can keep this 30 as well.
[00:05:43] radius of the top two sides. The bottom two sides are intact just like that. So that's why we basically use the rectangle for every shapes and then we corner the radius. Again let's do the same
[00:06:00] the image. So I just need to corner this particular side.
[00:06:13] top left corner. We'll keep this also 30 as well. Perfect. Now, let's move on to the text section.
[00:06:29] Now, again to add the text, you can go to the toolbar or you can just press T to the toolbar or you can just press T on your keyboard.
[00:06:50] select your text. Go to your right hand side. So, I think 24 is fine.
[00:07:09] Just drag it a little bit. Yes. particular box. So change the color to blue.
[00:07:26] Yes. Now let's just quickly write the text over here too.
[00:07:51] you know a bit of grayish over here. So what you can do is you can select the button go to the fill section. So let it remain black. You can adjust the opacity over here
[00:08:05] here like this and make it lighter. So this is how it's done. And also the box should not be in gray color. So what box should not be in gray color. So what I can do is I will just keep it white.
[00:08:20] outline for that. I'll just give a stroke like this. Perfect. So I think I'll just copy paste Perfect. So I think I'll just copy paste the same thing over here also.
[00:09:23] So, as of now, you can simply write description have seen in wireframes they just write L'Oreal lipum that this. So it's better
[00:09:35] give an idea about what this particular box contains. So now while people are this is the about section and here the description is to be written. Next is
[00:09:47] description is to be written. Next is the featured section.
[00:09:59] even this should go to the right hand side. Sorry, left hand side.
[00:10:45] So for each of the tools for time being we'll just draw rectangles before filling it inside. Again for wireframes you don't have to take attention about the spacing and everything
[00:10:57] because it's just a rough blueprint or a rough idea.
[00:11:13] shapes inside this. But before that, if you are interested in a career in UIUX, you can kickstart your career with the Caltech CTME UIUX boot camp by simply learn. It is an immersive geni power program designed to equip you with
[00:11:27] design tools and techniques. This boot camp offers a prestigious certificate from Caltech CTME along with up to 10 continuing education units. You'll build a professional design portfolio through capstone projects. Get end-to-end mentor
[00:11:42] support and master 21 essential UIUX tools like Figma, notion, and maze. The program also includes master classes by Celtic instructors and industry experts. With Simply Learns Job Assist, gain visibility from top hiring companies and
[00:11:56] take your first step towards becoming a UIUX design expert. Enroll now to transform your career and showcase your expertise. You can find the course link in the description box and pinned comments. So now let's see how to create
[00:12:09] shapes. Let's just zoom in a bit. So the first shape is of the homepage. first shape is of the homepage. So for that you have to select the pen. So let's just Yeah. What's the shape? Yeah. So again, you don't have to give a
[00:12:25] perfect drawing. It's just that they must understand what that particular position is for. So this is how you draw. draw. Click here. Just move your cursor.
[00:12:39] Mark this particular point. Move your cursor. Mark the point. So this is how cursor. Mark the point. So this is how you draw.
[00:12:56] understand this is for the homepage. So quickly let's just draw the rest of the icons. For rectangle the shortcut is O in your keyboard.
[00:14:37] created because it looks a bit tough. So basically what you can do is for this also you just have to use the pen icon. But then as you can see there is a curved edge. So let's see how that can be bought with a pen.
[00:14:51] So for making a curve you have to choose the pen. Click on your canvas. From this point drag the mouse till you get the required shape. Stop it.
[00:15:05] it. Then bring it back. Then bring it back. Yes. So, I hope you got it. I'll just zoom it and do it once more. So, take the pen,
[00:15:19] and do it once more. So, take the pen, click on the canvas, go to the point, just click and drag the mouse, leave it over there. Again, drag the mouse. And yes,
[00:15:34] And yes, you got the perfect curve.
[00:16:07] drawing the icons. I know it's not perfect but I think this is more than enough for the viewers to get an idea about what is there in each position. Now again similarly you know you can fill these text you can you know draw
[00:16:22] the arrow and everything. So yes this is how you can create your wireframe. It's quite simple, isn't it? So now we can also make our wireframe clickable for multiple pages by adding the flows between the frames. So let me show you
[00:16:36] how that's done. So for example, I've already wireframed the login page of LinkedIn over here. As you can see, it kind of looks exact. wireframe is just a blueprint. So don't waste much time perfecting the shapes
[00:16:52] and icons of the colors. Your main focus should be in the logic of the design. So now let's just make it clickable. For example, I want the user to go to his profile once he logs in. So let's just consider
[00:17:07] if this is that person's profile. So what I can do is I have a sign in button over here. So first go to prototype which is on your right side. So as you hover over the shape you'll find these plus buttons.
[00:17:23] So just click over there, drag it. Just a second. I have to zoom out a bit. Yeah. So I will drag it to this particular frame.
[00:17:40] want this page to come while I hover over it or you know while dragging it. I want it on click. So let's keep it on click. Action is navigating to the [clears throat] animate which means it's smooth. You can also
[00:17:56] you know change the duration the speed. So now let's just hit the play button. signed in here is the profile page.
[00:18:12] So as you can see this kind of gives a complete idea on where the user will go after he clicks the login button. Right? So yeah this is it. This is how you create a wireframe and then make it clickable. And now here's a quick tip to
[00:18:27] make this process even faster. So you can use the Figma community wireframe kits. Now the Figma community offers tons of free wireframe kits made by other designers that you can drag and drop into your project. So this is a
[00:18:39] huge timesaver, especially if you're in a rush or working on large projects. So to access these kits, you just have to go to the community tab in Figma and through the options. So there's something for almost every type of
[00:18:53] design project as you can see here. And they're customizable so you can tweak example, let's just check out this low fidelity wireframe.
[00:19:11] this has so many examples which you can just you know drag and drop like for example if you want this particular section instead of creating like if this actually you know drag and drop it to your canvas
[00:19:24] and you can also customize it and edit it. So this is pretty handy. So that wraps up our demo on how to create a wireframe using Figma. I hope you found this tutorial helpful in understanding how wireframes help organize your design
[00:19:38] before jumping into finer details. We also talked about how Figma's community wireframe kits can save your time and effort. So, be sure to explore those if you want to speed up your work. >> Usability evaluation and testing.
[00:19:51] Understanding the basics of usability evaluation. Today's engage and thank focuses on companies like Airbnb and Spotify. Um, credit their rapid growth and usability. These platforms are known for providing
[00:20:06] seamless user experiences that keep people coming back. Have you ever recommended an app or website to someone because of its excellent usability? What because of its excellent usability? What made it stand out? It's like a um
[00:20:22] I don't know if you guys are familiar with like early or there used to be things that you could like download to your phone and you can have like your social media in one kind of like interface and toggle between your apps
[00:20:39] interface and toggle between your apps in one kind of screen versus like I got in one kind of screen versus like I got to leave I have to leave Twitter or X to go to like completely leave X to go to
[00:20:53] Instagram. But the the way the phones um that most phones operate now, it's not a that most phones operate now, it's not a a difficult process of doing that versus when you're on your laptop and you have your Slack channel and you have your
[00:21:09] email and then you have your Spotify because you want to listen to music and then say you want to check your Facebook really quick, but you also
[00:21:21] what was the last one I used to put in there? You also want to uh check your there? You also want to uh check your notion board. Um single box is kind of like you can log in and add your credentials from all of your platforms
[00:21:36] that you have like accounts with pretty much um that you use primarily and not maybe not every single platform I would put into Single Box, but all of my emails I would put in there. all of my socials and I know it's like highly
[00:21:49] confidential but I had to like purchase this I had to purchase an access key. So once you purchase an access key essentially you purchase an access key essentially that um is giving you like your own
[00:22:03] version of this product in a way it's like a it's a it's a um it's not a I don't believe it's considered a web app. I think it's considered like a
[00:22:15] desktop app. But it basically just allows you to navigate through a lot of say if you have like a if you have a job or you
[00:22:27] have like a couple of jobs, you can kind of just stay organized a bit more in one centralized place on one kind of screen and toggle between the tabs versus you have a million um tabs open and different windows and
[00:22:42] you're trying to find it all. And and the reason why I brought that up is the reason why I brought that up is because the the prompt was about um keeping people coming back to their platform. And I'm like I know a platform
[00:22:55] I just I don't really ever want to like I don't ever really It's not that I never interact with like Google Chrome or Safari, but for the most part this is like always in my kind of like sidecar if you will um a single box. So at least
[00:23:12] on my like personal devices. So for today's learning objectives are that by the end of this lesson you will be able to apply the principles of usability to assess the user experience of a
[00:23:27] product or service. You'll also be able to conduct a usability evaluation to analyze potential usability issues in a product or ser or website. product or ser or website. You also be able to utilize Neielson's
[00:23:43] 10 usability heristic horistics to evaluate the effectiveness of the products interface design. An overview of usability.
[00:23:56] Usability refers to how effective, efficiently, and satisfactorially. Satisfactorially, a specific user in a particular context can use a product or
[00:24:08] design to achieve a defined goal. It focuses on how intuitive and userfriendly a design is. Understanding usability in UX is assessing usability
[00:24:20] can be challenging, but the Nielson Nielson Norman group identifies five essential components that make it easier to evaluate product usability. starts with learnability, efficiency,
[00:24:34] memorability, errors, and satisfaction. This method is commonly known as the LMER's
[00:24:49] as a subset of UX is understanding the key differences and their impact on design. So, usability is how easy and um how much friction it has. That's something that you may want to um think
[00:25:04] something that you may want to um think about more um in depth at this time. If about more um in depth at this time. If if your um project or your process is um potentially has hurdles for users or maybe um h having some
[00:25:20] difficulty or ease to like sift through. We call that friction. Um, sometimes you sometimes you don't want too much friction in your flow. For example, when
[00:25:33] friction in your flow. For example, when I worked at Wish, uh, we had to amplify the, uh, we had to increase the amount of friction in our sign up process versus just letting people kind of come in and do what they want. Um, and that
[00:25:48] was for the needs of the business and um, federal regulations as well. So just some food for thought there. Um to continue >> uh usability is how easy and efficient a product is to use. It focuses on partic
[00:26:04] on particular elements like task completion, navigation and efficiency. completion, navigation and efficiency. It also the example that we have is in a food delivery app like Uber Eats. Usability refers to how easy it is for
[00:26:20] users to search for a restaurant, place an order, and check out. an order, and check out. And then for uh user experience, UX, it And then for uh user experience, UX, it covers um how the product looks and
[00:26:34] feels and the emotional response it evokes. UX is about UX is about the entire interaction with the product from first impressions to long-term satisfaction. An example there is the overall
[00:26:48] An example there is the overall experience includes ease of use, how good the app looks and then delivering delivery tracking and the enjoyment of ordering food. And then next you have factors of usability. Usability
[00:27:03] encompasses three core factors. First we have guidance, satisfaction, and then next we last but not least we have efficiency.
[00:27:15] So to go over guidance, it refers to how well a product helps users navigate and complete a task by providing clear directions or support.
[00:27:27] For example, Uber provides excellent guidance on its map interface with an automatic location detection enabling users to set up set pickup and drop off points accurately for a seamless booking experience.
[00:27:44] Efficiency um is the context of usability focuses on how quickly and with minimal efforts and actions a user can accomplish a task
[00:27:56] within a system or interface. It is about improving the user. It is about improving the user experience. For example, [snorts] you for example, Uber simplifies ride booking with a few taps using
[00:28:13] save locations, estimated arrival times, and payment options like Uber Wallet and Apple Pay. And then satisfaction. Satisfaction measures how enjoyable and
[00:28:25] fulfilling a user experiences when interacting with a product. Uber interacting with a product. Uber enhances user satisfaction by overall by excuse me by offering realtime ride tracking, fair estimates, and a post
[00:28:39] ride rating system. This creates more enjoyable and trustworthy experience that boosts user retention and loyalty. I didn't create a a quick check window today um a quick check view today, but I'll just read it from the screen. Alex
[00:28:56] is using a new banking app to transfer funds. He finds the app visually funds. He finds the app visually appealing and easy to navigate, but the transaction process is slow, taking multiple steps to complete. Which
[00:29:10] usability factor needs improvement in this scenario? Introduction to usability evaluation methods. What is usability [snorts] evaluation? Usability evaluation assesses how easy and enjoyable it is
[00:29:26] for users to accomplish their goals when interacting with a product. First you interacting with a product. First you have requirements and then you have um surveys and going into your analysis and design and then you have early design
[00:29:40] testing um which is another point of evaluation and then you have implementation and then usability evaluations um excuse me and then testing
[00:29:54] excuse me and then testing followed by analytics and A and B multi- variative testing and and then deployment. It ensures that a product meets user needs and delivers a smooth, frustrationfree experience.
[00:30:09] [snorts] An example um of usability evaluation is An example um of usability evaluation is a good example is Venmo. Um how many people use Venmo? Every once in a while. Oh, I have to send my friend something
[00:30:23] for some pizza. Cool. A couple people use it. So VMO which tests how users send money, split bills and view payment history. Um this bills and view payment history. Um this helps make it easy to use and secure
[00:30:37] and secure and ensure smooth transactions. Why is usability evaluation important? Usability evaluation evaluation improves UX design by making product
[00:30:49] improves UX design by making product product intuitive and user centric. It starts with user centered design followed by problem identification followed by problem identification and iterative improvement
[00:31:03] followed by cost reduction and last but not least competitive advantage. Some types of usability evaluation uh methods are classified as qualitative offering insights into user behavior and quantitative measuring usability with
[00:31:21] metrics like success rate and time on task. The three main types of usability evaluation are usability inspection, usability testing, and usability inquiry. Here are some common techniques used in different
[00:31:37] usability evaluation types. Uh first we have heruristic evaluation. each one separately. Sorry. First we have heristic evaluation, cognitive walkthrough, um expert and expert reviews.
[00:31:53] And then for usability testing, uh we actually went through a lot of this. Uh we went over user testing uh A and B testing, remote usability testing, eyetracking studies and then think out loud, think aloud protocol.
[00:32:09] And then for usability inquiry, uh we have surveys, interviews, and then focus groups, which we also went over. So usability inspection types, here are the
[00:32:21] excuse me, the differences between key usability inspection types. starting with heristic evaluation um and then followed by um cognitive
[00:32:34] walkthrough and expert reviews. Uh heristic evaluation is described as experts review a product against predefined usability principles to find usability issues and it's best to use this um early in your design process
[00:32:50] this um early in your design process before um before user testing. The benefits are quick, cost effective, no real users required, and it highlights real users required, and it highlights major issues early. The limitations um
[00:33:04] are that it lacks direct user feedback and it may miss real real world um Then [snorts] you have cognitive walkthrough. Um the description there is walkthrough. Um the description there is evaluators simulate user tasks to
[00:33:19] evaluators simulate user tasks to identify issues in task flow and ease of learning. It's best to use this during the design phase particularly for learnability. And then last um excuse me and the next benefits include identifies
[00:33:32] and the next benefits include identifies task flow and sequence issues. And then last but not least, the limitations include time consuming and require skilled endeavors, excuse me, skilled evaluations. Um, expert reviews. Um, the
[00:33:47] evaluations. Um, expert reviews. Um, the description explains it as usability description explains it as usability experts provide quick insights based on industry standards and guidelines. It's best to use this early in design or when
[00:34:01] rapid evaluation is needed. And then the benefits include quick inexpensive benefits include quick inexpensive valuable insights based on standards and then limitations are that it lacks real user feedback may reflect expert biases.
[00:34:18] So heruristic evaluation heristic evaluation is a process in which experts apply usability guidelines or heristics to independently review user interfaces and identify issues. It is essential because it quickly identifies usability
[00:34:35] because it quickly identifies usability issues early in the design process allowing for cost effective improvements without needing real users. Some of the phases of huristic evaluation. These phases uh provide a clear structured
[00:34:52] approach to identifying identifying prioritizing and resolving usability issues effectively. And here's a breakdown of those key phases. At first, you have pre-evaluation training. Next, you have
[00:35:06] evaluation, followed by severity rating in addition to exposure assessment, and last but not least, debriefing. we're going to go over what are Nielson's 10 usability heristics.
[00:35:24] These are a set of general principles for user interface design formatted by for user interface design formatted by Jacob Nielson that are widely used for Jacob Nielson that are widely used for heristic evaluations and they are
[00:35:37] visibility of system status, match between system and the real world, user control and freedom, consistency and standards
[00:35:49] and then of error prevention. Next you have recognition rather than recall, flexibility and efficiency of use, aesthetic and minimalist design
[00:36:04] aesthetic and minimalist design help users recognize, diagnose and help users recognize, diagnose and recover from errors and then help um help and documentation. Hence we'll go over the visibility of
[00:36:17] system status. The system should always keep users informed about what is keep users informed about what is happening through timely and clear feedback. Good example of this is when uploading a
[00:36:31] or syncing files to Google Drive. Um it displays processing indicators and notifications keeping users informed about the status of their uploads and a match between system and the real world. The system should The system
[00:36:48] should use familiar language and concepts that offer, excuse me, concepts that users understand following real world conventions to make interactions world conventions to make interactions intuitive. For example, Airbnb uses
[00:37:03] familiar terms like check-in and checkout when describing dates for booking, which match real world experiences of saying of staying in accommodations. User control and freedom. Users often
[00:37:18] make mistakes. So there so there should be easy ways to undo and redo actions be easy ways to undo and redo actions like back and cancel buttons. An example there is Microsoft Word allows users to undo and redo their
[00:37:34] actions through clear buttons in the toolbar helping users easily correct mistakes. We have consistency and standards. The system should follow platforms conventions and maintain consistency in
[00:37:50] design and terminology across the interface. Facebook maintains a consistent interface design across its app and website making it easy for users to transition between devices without
[00:38:03] relearning interactions. Next, you have error management. The design should manage errors by offering users confirmation options or highlighting potential mistakes before they occur. An example
[00:38:19] there is when creating an account, if the chosen username is unavailable, the system suggests alternative options to simplify the process. Next, you have recognition rather than recall. The design should reduce the
[00:38:35] need for users to remember information by keeping visible options. Visible options, instructions, and actions readily accessible.
[00:38:47] For example, Amazon keeps past orders easily accessible, allowing users to easily accessible, allowing users to reorder items without needing to re remember exact product names or search
[00:39:02] for them again. And I even noticed now um and this has been for some time now the subscription portion of things like you don't if you really take your vitamins or use something within maybe like 30 60 or
[00:39:15] like 90 days um span and it's a frequent product that you use you just subscribe product that you use you just subscribe and save even more money um just and save even more money um just subscribing to continuously order that
[00:39:28] product. So and then flexibility and efficiency of use is described as the system should cater to both novice and expert users by providing shortcuts and accelerators that increase efficiency for frequent
[00:39:43] users. And feel free to like remember some of And feel free to like remember some of these like hot keys if you will um on certain platforms. like I pretty much use them all the time just to make sure
[00:39:56] use them all the time just to make sure that I'm being a little bit quicker. But for example, uh Photoshop offers power user shortcuts such as the following um and there there's more um hotkeys as well.
[00:40:11] Aesthetics and minimalist design interfaces should avoid unnecessary information and focus on what is essential for the user to complete task minimizing clutter. An example is Gmail's app interface examples
[00:40:27] exemplifies minimalist design with a clean layout featuring a search bar, sender info, subject line, content preview, and subject line, content preview, and timestamp for quick access.
[00:40:40] Um next you have help users recognize, diagnose and recover from errors. Error messages should be clear, indicate the problem and suggest solutions in
[00:40:52] simple understand solutions in simple understandable language. For example, when users are offline, Spotify shows a clear message prompting
[00:41:04] them to check their connection and try again. help and documentation. When the best designs are intuitive, sometimes users need help. Uh we want to provide easily accessible,
[00:41:20] concise documentation or support that explains how to complete tasks. An example here is GitHub offers a comprehensive help center with clear documentation and guides on using
[00:41:37] features like using repositories pull requests and using repositories pull requests and workflows ensuring users can easily find workflows ensuring users can easily find the assistance they need. So I'm in the
[00:41:50] the assistance they need. So I'm in the file the heristic evaluation file. file the heristic evaluation file. Um, basically we want to prioritize and evaluate the severity of usability issues and enabling teams to focus on
[00:42:03] issues and enabling teams to focus on their efforts more efficiently. Um, so basically we're going to rate things from zero to four. Zero meaning um you don't agree that this is a usability problem at all. one meaning it's a
[00:42:19] problem at all. one meaning it's a cosmetic problem only not um it may not need to be fixed unless it's extra there's extra time or availability on the project and then two is minor usability uh problems fixing um this
[00:42:35] usability uh problems fixing um this should be given low priority and then three major usability problem important to fix so um this should be given a high priority And then four is um use is a cat
[00:42:51] And then four is um use is a cat catastrophe. Um it's imperative to fix catastrophe. Um it's imperative to fix this before product can be released. out the additional information of your evaluator,
[00:43:04] uh your date, your product, and your task. And then some of the things that we went over today like visibility of system over today like visibility of system status. um you observe those issues and
[00:43:17] rank the severity of that and your recommendations as as to potentially improve it. So can you keep going through that? through that? Let's also open up the Airbnb
[00:43:32] um platform. So, in another screen or another window. Um, and I can just open it here so we can like toggle back and forth for
[00:43:44] the recording. [snorts] So, first we're going to um open the Oh, I didn't switch. Hold up. So I'm sharing the Airbnb tab
[00:43:58] and we're basically going to evaluate the visibility of system status um using the visibility of system status um using horistic principle and add our observations and severity in the template.
[00:44:12] template. So um let's take for example, let me refresh the screen. the website's loading indicator loading indicator um provides like clear visual feedback.
[00:44:25] Um yeah, the example that I'm I'm looking at um is basically suggesting that um the first one is observation. Um the website's loading indicator provides a clear visual feedback
[00:44:39] reassuring users that the system is actively processing the request. Um and actively processing the request. Um and I think that is somewhat true. Um,
[00:44:54] see at the bottom when you scroll to the bottom is showing that there's still more there. Um, I think that's what they mean by the loading indicator. mean by the loading indicator. So, you would place that in
[00:45:14] you place that in your first section here. Um, let me just copy that. All right, let me actually I didn't realize I didn't make a copy of this.
[00:45:27] realize I didn't make a copy of this. Um, while for us to get access to that. So, what I'm going to do is I'm going to duplicate it to my drafts and see if it'll
[00:45:43] just pull up a editable version and then maybe I could share that with you guys. maybe I could share that with you guys. Yep, I can edit that. Cool.
[00:45:56] Here you go, guys. Probably a better [snorts] uh version of that. Yeah, I agree, Alexandra. That's why I'm like even the um reference guide that
[00:46:09] I'm I'm using now. Um it's a bit outdated from the current Airbnb outdated from the current Airbnb interface. So, just kind of like I interface. So, just kind of like I understand what they mean in a way. Um
[00:46:41] And then next you want to evaluate the match between system and real world real world heristic principles on the Airbnb website and add your observations and severity in the template. So when we toggle back over to
[00:47:03] when we talk about going over to Airbnb, I'm trying to I just want to make sure my screen is still visible.
[00:47:17] realize my screen stopped sharing. Um, we just filled in that first bucket, visibility of system status with the website loading indicator language. And website loading indicator language. And then next we're discussing the uh match
[00:47:31] then next we're discussing the uh match between system and real world. So that looks more like um using familiar logos and icons such as payment gateways like AMX, Visa and social media pages like Facebook, Twitter and Instagram creates
[00:47:46] a sense of familiarity famili familiarity and trust. familiarity and trust. And just to go back into
[00:48:01] at the bottom you can see the social media icons being linked there. Um when media icons being linked there. Um when you go to actually pay um you're able to see me just get there. um
[00:48:20] recognition even once you provide your your actual information and then um choosing your payment method. I I vaguely remember that they still have some I don't know if they indicate which card
[00:48:34] I don't know if they indicate which card type anymore, but um I think if you have other payment methods, they'll indicate what they are and that also provides a layer of trust as well.
[00:48:47] as well. And then next uh we have the way that they evaluate the user control and freedom heristic principle on the Airbnb freedom heristic principle on the Airbnb website and um add observations and
[00:49:01] website and um add observations and severity in the template. severity in the template. So, for example, if I were selecting my specific checkout dates or check-in dates,
[00:49:15] oh, I'm on check out. Say my check-in date is the 12 and my checkout date is the 22nd, and I'm searching for places to look. I and I'm searching for places to look. I can also get to this screen and engage
[00:49:29] with like my price estimate. Users have controls over their actions such as refining search filters. um exploring listings and managing bookings. This interface allows them to navigate between different sections easily. So,
[00:49:44] if um these are all things that are primary for you, like you need a washer, you need um somewhere to park and you need to make sure that you're actually including that in your
[00:50:00] including that in your potential stay. because a lot of this is outdated um from the notes that I have to include
[00:50:12] here. I think it would be cool to like use the evaluation to show the severity of how how much this needs to be improved as to what the priority of improved as to what the priority of improvement should be. [clears throat]
[00:50:32] Next we have um consistency and standards. So when it comes to consistency and standards in relation to in relation to how things um appear on Airbnb,
[00:50:54] how things appear on Airbnb's website. Um we want to be u make sure that like the fonts are consistent um shapes colors um
[00:51:07] to create a cohesive and visually appearing appealing interface. So I appearing appealing interface. So I think that is essentially accurate u the same. Everything looks pretty clean and clear.
[00:51:24] even their corners rad like roundedness is around the same.
[00:51:37] And then next we have error prevention. Error prevention um is a heristic Error prevention um is a heristic principle on the Airbnb website um that it proactively prompts users to check their card details and notifies them
[00:51:51] their card details and notifies them when they are required that any required details are missing and are properly updated preventing potential errors and I couldn't um agree to that like if there's any information or if you if
[00:52:05] you're um there's issues with your booking. Airbnb does a pretty decent job of letting you know like, hey, this is um
[00:52:18] this is um like you may want to may want to be aware of this or bring things to to be aware of this or bring things to your attention.
[00:52:31] than recall. uh for recognition and um rather than recall. Um we want to make sure that they well Airbnb does use a lot of like clear labels. Um going back to this check in checkout screen
[00:52:47] again. Um that serve as visual cues um basically helping users understand and navigate the interface without relying genuinely
[00:52:59] on their memory. So, I don't know how many I don't know exactly how I know it needs to be somewhere from the 12th to the 22nd and I don't know exactly how I would need but it's 10 nights
[00:53:12] apparently when I see the indicator here. Um I I know that I'm looking for homes in a certain price
[00:53:27] range. I want to make sure that I'm getting things in a certain um getting things in a certain um price range and budget and definitely on the certain day. So,
[00:53:40] making sure that your labels are clear is really important to making sure that you're booking. Yes. Has anyone ever booked the wrong like travel arrangements or staying accommodations?
[00:54:00] wrong flight is or it wasn't a flight. I was actually catching a bus was actually catching a bus um to from one area that I was in and it um to from one area that I was in and it basically I had to like
[00:54:15] just let me on cuz they saw the way I booked it. It was like flipped but it happens. Yeah. Just clicking that link. Thanks
[00:54:27] Yeah. Just clicking that link. Thanks Alexandra for sharing that. and efficiency of use. And that looks more like um Airbnb
[00:54:41] offering various filters and search options allowing users to find suitable accommodations based on their preferences and efficiency. preferences and efficiency. So that's like all the way over here. um
[00:54:56] indicating what you need, you need a type of place, number of rooms, etc.
[00:55:13] categorized as the platform's clean and uncluttered uh design experience. um enhances visual appeal and reduces cognitive load.
[00:55:32] And then next we have um helping users recognize and recover errors. Um Airbnb's error messages are clear and provide guidance on how to correct mistakes during a booking process or account management. Um, for example, if
[00:55:46] account management. Um, for example, if you had if you needed to um include your profile photo or um update your card information. I've even had issues where um I mean, while they
[00:56:04] didn't help me recover from it, they made me aware of the issue. Um, and I had an issue with uh my actual stay and for some reason my reservation kept getting cancelled
[00:56:18] through the system and saying that I did it. It's totally weird, but I continuously got those notifications. um they didn't necessarily provide clear they didn't necessarily provide clear guidance on that issue but um
[00:56:33] the the messages the error messages were clear
[00:56:47] documentation uh for heristic principles on Airbnb's website, uh we first want to like just look at everything that they have um to offer essentially at a high
[00:57:02] level. And I can honestly say Airbnb does have a a decent I mean even though it didn't work out in that particular case I have
[00:57:14] work out in that particular case I have utilized Airbnb's support team and they have been helpful in other at other times for me um times for me um the they offer tips FAQs
[00:57:28] um the support feature to assist users um they have a hell help center um that allows you more insight. I'm just they're constantly sharing knowledge and insight as to how to best use their platform. Um so
[00:57:45] yeah just [snorts] by following these steps you have successfully conducted a heroistic evaluation of the Airbnb interface uh using established usability principles
[00:57:59] and then this process has helped to identify key usability issues and provided insights into improving the user experience user experience and feel free to um
[00:58:13] expand on this if you would like. Um indicating the severity of the issue and then potential recommendations or solutions rather for how to um solve
[00:58:25] or solutions rather for how to um solve for the issue.
[00:58:37] making sure that screen is shared. All right. right. And then Steps for conducting a heristic evaluation include defining the scope
[00:58:52] and setting objectives, selecting the heristics, recruit and prepare the heristics, recruit and prepare the evaluators and then conduct independent evaluations. Um you also want to consolidize
[00:59:05] consolidate and analyze the findings and then report the findings. um and make recommendations. Last but not least, um implement design Last but not least, um implement design improvements.
[00:59:22] usability. Imagine you're a UX designer for Amazon's Amazon's mobile app. You notice users rarely use the voice search and scan
[00:59:37] rarely use the voice search and scan features due to difficulty locating or ex or difficulty locating or activating them. To address this, you conduct a heristic evaluation to improve their vis their visibility and usability.
[00:59:59] the product will be evaluated and define define the usability goals. Uh the first action is to identify key user tasks and scenarios. Specify rather the entire product or specific features will be evaluated.
[01:00:16] Uh followed up by clarifying objectives such as addressing navigation or form such as addressing navigation or form usability. And then scope. Um the scope usability. And then scope. Um the scope for that is uh focusing your evaluation
[01:00:30] specifically on the voice search and scan features. And then your objective would be um identify and resolve usability issues related to feature discovery feature discoverability and user accessibility
[01:00:50] Choose a set of usabil usability principles to guide the evaluation. Uh you have Neielson's 10 usability heristics are commonly used. Um
[01:01:03] heristics are commonly used. Um the action would be select the select or customize a heristic framework based on the product. An example there would be the product. An example there would be um visibility of system status,
[01:01:16] consistency, error prevention and flexibility. And then the potential uh solution uh would be to improve visibility and ease of use for the voice search and scan features. Uh choose visibility of system
[01:01:33] status and recognition rather than recall as your guiding heristic. And then your approach would be to align heristics with user issues that uh focus on key design aspects and provide targeted feedback.
[01:01:51] Next, you want to recruit and prepare the evaluator evaluators. I select three the evaluator evaluators. I select three to five usability experts to perform the evaluation. A diverse group ensures broader issue identification. And next
[01:02:04] you have action which allows you to choose evaluators with relevant experience, excuse me, relevant expertise or experience. Um, brief them on the product users, the product users and evaluation context and
[01:02:21] then provide access to necessary materials like prototypes or wireframes. In this real world real world scenario, you'd recruit usability experts for the
[01:02:34] evaluation. And then for now, imagine your team has experienced evaluators with mobile app and e-commerce design expertise. Your approach there would be to provide background on Amazon's target users and
[01:02:48] feature goals to guide evaluators focus feature goals to guide evaluators focus during the evaluation. evaluators independently review the product focusing on task and applying
[01:03:04] product focusing on task and applying heristics to find Your action here would be to walk through the interface noting issues tied through the interface noting issues tied to specific heristics. document those
[01:03:19] issues um based on severity and location and then rate the severity of each issue. For example, minor, moderate or major. And the way this looks in real real life uh is provide evaluators with at least
[01:03:35] with the latest Amazon app version and set up realistic tasks like finding a product via voice search or viewing similar items with the scan feature. similar items with the scan feature. Your approach is use real world tasks to
[01:03:49] allow evaluators to experience the app from a user's perspective, making from a user's perspective, making usability issues easier to identify.
[01:04:03] Um, you want to also gather and analyze all findings to identify patterns all findings to identify patterns and prioritize issues.
[01:04:15] As far as consolidating and analyzing the findings, your actions include combining all EVA, excuse me, [cough] combining [clears throat] all evaluators [snorts] findings into a master list,
[01:04:28] group similar issues, and remove duplicates, and then prioritize issues duplicates, and then prioritize issues based on consensus and severity.
[01:04:44] each evaluator independently reviews the voice and scan features, noting issues like icon visibility, activation feedback, activation feedback, and clarity on feature status. Your
[01:04:58] approach is to document each issue with the violated heristic and severity rating to aid in prioritizing fixes during analysis.
[01:05:11] and make recommendations. Prepare a detailed report that includes the issues, their severity and suggested solutions. Your initial action there would be to organize the report um with an executive
[01:05:28] summary u methodology and findings. Use screenshots or annotations to illustrate screenshots or annotations to illustrate usability problems. Prioritize solutions based on impact on user experience.
[01:05:42] And then in the more context on that is after evaluations compile a master list of issues grouping similar problems like visibility and feedback
[01:05:54] and prioritize critical usability issues affecting user experience. Your approach there would be to organize findings by severity. Um to highlight patterns and focus on high impact areas needing immediate attention. So similar to that
[01:06:10] ranking of like one through four um four being like this is a this needs to be changed like immediately. Um and of course one being we can change it if we
[01:06:22] have time. It's not that big of a deal. It's more subjective. um implement the design changes and
[01:06:36] re-evaluate the product to conform usability improvements. Uh the actions there are to share the report with design and development teams while addressing uh critical issues first.
[01:06:53] We also want to consider a follow-up evaluation or user testing to validate Make sure they're worth the actual overall budget of time and cost. And
[01:07:07] then based on your findings, create a report that's a report with, excuse me, based on your on your findings, create a report with specific recommendations for
[01:07:20] the design team, such as making voice and scan options more prominent. Adding visual feedback, for example, glowing borders to show active status, um that
[01:07:32] changed. Go through that. and then including a tool tip for firsttime users including a tool tip for firsttime users explaining these features.
[01:07:44] just a quick little information um tab or hover over that just reveals um or hover over that just reveals um additional uh content information to help the guide the user through the experience. Uh the approach is that they
[01:07:59] offer clear structured um recommendations to guide the design team in enhancing user experience making voice search and scan features more intuitive and accessible.
[01:08:20] um to implement design improvements. After conducting the heristic evaluation and implementing the design improvements, the scan and voice search option icons are placed in the search bar.
[01:08:38] take a closer look at the key benefits and drawbacks to understand when and how and drawbacks to understand when and how it should be used effectively. Some benefits include cost effective, it's time efficient,
[01:08:53] cost effective, it's time efficient, it's flexible, it's early identification of usability issues, it provides expert insights, it's minimal resource requirement, it's exhaustive and compatible and can be repeated
[01:09:10] regularly. Uh some drawbacks are that it lacks real user feedback. uh subjective jud subjective judgments uh limited scope, scarcity of usability
[01:09:23] experts, potential false narratives, potential false narratives, and then overlooking contextual factors. And then we have another quick check. Uh this quick check,
[01:09:36] uh Jordan is designing a navigation system for a mobile banking app. He wants to ensure that users can easily see the current status of their transactions as they navigate through the app. Uh is it a flexibility and
[01:09:52] the app. Uh is it a flexibility and efficiency of use, b uh visibility of system status, c aesthetic and minimalist design, or d consistency and minimalist design, or d consistency and standards.
[01:10:15] and I I feel like you guys have been spot on today. Good job. Um, yes, the answer is B. Um, just some context behind that is visibility of system
[01:10:28] status is one of Nielson's 10 usability heristics. It means that the system should always keep users informed about what's going on through appropriate feedback within a reasonable time. In this case, Jordan wants users to easily
[01:10:45] see the current status of their transactions which directly relates to transactions which directly relates to ensuring visibility of system status.
[01:11:01] evaluation types usability testing. What is usability testing? It is a method used to evaluate how easy and userfriendly a
[01:11:13] product, service or system is by testing it with real users. It focuses on observing users as they interact with the product, identifying usability problems, gathering both quant
[01:11:26] qualitative and quantitative data, and understanding user behavior and preferences. Why do we need usability testing? It is essential for creating user userfriendly products. Um, and here are some key
[01:11:41] benefits that it offers. increases user satisfaction and reduces development costs and then supports
[01:11:55] development costs and then supports business goals. So, just to go over the usability testing types, um, user testing, AMB testing, remote usability testing, eye tracking studies,
[01:12:12] um, basically seeing where your eyes are scanning, and then think aloud protocol scanning, and then think aloud protocol or your eyes or your mouse.
[01:12:24] And then usability uh testing user testing a method where real users perform predefined task while being observed either in person or remotely um to identify usability issues and user preferences based on their behavior.
[01:12:41] when to use a various at various stages of development from wireframes to final of development from wireframes to final products. Uh benefits it provides direct feedback from users and helps uncover usability issues and user preferences.
[01:12:56] Limitations include it can be time consuming and costly it can be time consuming and costly especially when
[01:13:12] large scale or on a large scale. Some examples there include Shopify's conducted usability testing to refine the information architecture of expert
[01:13:24] profiles, ensuring that merchants could easily find relevant information and easily find relevant information and feel confident in hiring decisions.
[01:13:38] >> A comparison method that tests two or more value versions of a product or feature to determine which one performs better based on predefined metrics like conversions rates conversion rates and click-through rates. And when to use
[01:13:54] this is during the development phase or after launch to optimize specific design elements. Benefits include it provides objectives
[01:14:06] uh driven a datadriven insights into user preferences and design performance. Limitations include it requires a large sample size for strategic
[01:14:20] excuse me for statistically val statistical validity and is only statistical validity and is only suitable for testing specific elements. [snorts] An example there is Ben, a budget telecom provider based in the
[01:14:35] Netherlands, conducted A and B testing on its product page by changing the on its product page by changing the placement or of the phone color palette, making the color options more visible to users related in a 17.63%
[01:14:51] users related in a 17.63% increases in the conversation.
[01:15:03] similar to traditional user testing but condi conducted remotely allows users to condi conducted remotely allows users to complete task in their own environments while researchers observe and gather unmodderated data.
[01:15:17] When to use this is best um when testing a with a geographical diverse audience and when in-person testing is not feasible. Some benefits include that it is cost-effective, scalable, and allow for
[01:15:31] a larger more diverse participate participant to participant pool. Limitations include it lacks control over participants
[01:15:43] environments um and may encounter potential technical issues. For example, Slack conducted remote usability testing to gather feedback from international users, helping them
[01:15:56] from international users, helping them understand how the app performed across different devices and network network conditions.
[01:16:10] Uh a method using eyetracking technology to analyze where users focus their attention on a screen. Identifying what captures users attention and areas that captures users attention and areas that may be overlooked.
[01:16:31] Hi. Um that may be overlooked. When to use this is best applied when evaluating visual design, content hierarchy, and identifying areas of confusion. identifying areas of confusion. Some benefits here include
[01:16:45] some benefits here include um it provides rich qualitative data on user interactions and thought patterns. It also it also includes limitations um that allow partic that
[01:17:02] restrict participants um from finding it may find it unnatural or distracting to speak while performing tasks which could I've done that too before where I'm doing a test and I have to like
[01:17:18] essentially say my thoughts, speak my thoughts out loud or speak my actions out loud and it can be a little distracting to let's say say you forget to say a step or you're trying to speak through each and every
[01:17:33] trying to speak through each and every point. Um could be a little bit uh experience. And an example of that is LinkedIn And an example of that is LinkedIn conducted
[01:17:49] protocol study to observe users navigating their platform and identify areas of confusion particularly with with features like restriction, excuse me, reaction icons and feed sorting options.
[01:18:10] while there are several other types of usability testing, each suited to different stages of the product development cycle, each are suited to different stages of the product development cycle and specific research
[01:18:23] goals. And here are some. You have task based or scenario-based testing. based or scenario-based testing. Then you have concept testing, Then you have concept testing, accessibility testing and then
[01:18:38] accessibility testing and then survivability testing. formats. These are common formats of usability testing each suited to
[01:18:54] different stages of the product development cycle and specific research goals. So, first we have moderated testing, which is someone hosting it. Um, unmodderated testing, which is probably just more self-paced. No one's
[01:19:08] hosting it or at least guiding you through in-person testing. And then you have um which self-explanatory. And then you which self-explanatory. And then you have remote testing.
[01:19:27] The usability testing process is efficient preparation for testing is essential to ensure the process runs smoothly and provides
[01:19:40] valuable insights. Here are some key steps to provide excuse me to prepare effectively. You want to first define objectives You want to first define objectives followed by developing a test plan.
[01:19:54] Preparing testing materials. Uh recruiting participants and then setting up test setting up the testing environment, creating a moderator's guide and then conducting a pilot test
[01:20:10] and then ensuring ethical considerations. And just to elaborate a bit more on a few things like defining your objectives. Um yes, you want to seek feedback but what are your actual
[01:20:23] objectives um from that to do with that feedback? Um what are you hoping that feedback? Um what are you hoping that the um your objective for the user even
[01:20:38] hope that they will accomplish? um we're defining that during the objectives segment. And then I just wanted to further um reiterate during wanted to further um reiterate during the preparing test materials um that
[01:20:52] isn't always just showing your prototype. Sometimes it's a walkthrough, prototype. Sometimes it's a walkthrough, an introduction, um a a survey afterwards. Um so prepare all your testing materials and then um just as
[01:21:06] well as you want to develop a test plan. um and your test materials. You also want to create a moderator guide so that the moderator isn't um being suggestive
[01:21:19] in what they're communicating and they're making sure that they are um leading the conversation um clearly and effectively as well.
[01:21:32] So to continue usability evaluation and testing, we're going to focus on testing, we're going to focus on exploring usability testing tools today. So quick recap of yesterday. Uh we went over usability in we went over and
[01:21:47] learned that usability ensures that a product is easy to use, helping users complete tasks quickly and without frustration. Usability evaluation methods such as heruristic evaluation, cognitive walkthroughs, and user testing
[01:22:03] help assess a product's effectiveness [snorts] and user friendliness. Usability tests involves real users performing tasks to find any issues in the product's performance.
[01:22:17] In today's engage and think, we'll use Google Maps to find a new restaurant. Uh you use Google Maps to find a new restaurant. You follow the directions, but you miss a turn because the instructions are not that clear. It's
[01:22:33] frustrating, right? What went wrong here in the user experience? Is there any way Google Maps could have checked this issue? Especially um I find it happens more so when locations may be new um or certain
[01:22:52] addresses. um when I say locations meaning um they're like they're newly developed in terms of like having um not a
[01:23:05] pre-existing business or not a preex existing um establishment. So, I find like when things are like new developments, like new buildings or um
[01:23:18] they it's a little bit harder to find sometimes or at least at first on um Google Maps where things may be or how to access things. objectives are that by the end of this lesson, you will be able to identify
[01:23:35] popular usability testing tools to understand their features and applications. We'll also demonstrate usability testing We'll also demonstrate usability testing in maze to gather actionable insights on
[01:23:47] user interactions. We'll apply data analysis techniques to interpret test results and improve user experience as well as analyze key usability metrics to assess product effectiveness and identity improvement
[01:24:04] areas. Last but not least, we'll construct usability reports to communicate findings and recommendations. So, conducting usability testing and we've seen a similar diagram before,
[01:24:17] right? So, um efficient preparation for usability testing ensures the process runs smoothly and provides valuable insights. insights. Here are key steps to conduct usability,
[01:24:32] excuse me, to conduct the test effectively. Um objective define objectives. Develop a test plan. Prepare testing Develop a test plan. Prepare testing materials. Recruit participants.
[01:24:46] materials. Recruit participants. Set up the test the testing environment. Create a modular guide. Conduct a pilot and then ensure ethical considerations.
[01:24:59] This lesson builds on the usability testing process and focuses on leveraging various tools to conduct usability test effectively. So conducting testing conducting usability testing essential
[01:25:13] tools. Usability testing tools are specialized software or platforms that help designers observe user behavior. These tools allow you to track how users interact with your interface.
[01:25:30] Um, collecting feedback is where we gather verbal and written feedback from users. Then followed up by analyzing performance metrics where they can measure task completion rates, time spent on task and click paths.
[01:25:45] spent on task and click paths. Then next will um be able next the next tool is to generate reports. Um they summarize findings to help communicate issues and suggest improvements.
[01:26:01] So um popular usability testing tools. Usability testing tools help us understand how users interact with products, identify usability challenges, and enhance the overall user experience.
[01:26:16] Here's a quick look at some of the most popular usability testing tools. First we have maze, um, hot jar, user testing, and look um, hot jar, user testing, and look back. Has anyone used any of these tools
[01:26:31] before? No, sorry. You were saying that you use um maze or was it I think it was called Maze or similar to that. Uh, that's Maze or similar to that. Uh, that's similar to uh Google Maps.
[01:26:45] >> Oh, ways. Sorry, not Maze. It was I thought it was another one called Maze. try ways. >> Yeah, ways. Um W A W A Z E is a um it's
[01:27:02] a basically a navigation app. >> Okay. Yeah, I have to try that one to see how it compares. >> Yeah, they have cool voices sometimes to >> Yeah, they have cool voices sometimes to like help you help guide you. Um at one
[01:27:15] point I had Cookie Monster. Another point I think I had um I think they had Keani and Christine Aguilera.
[01:27:33] but Maze is like a is a usability testing tool that's a little bit different. >> Okay. ways is uh so gamification. You could say uh like you know you see the little cars, you could tell them
[01:27:48] that if there's an obstruction on the road, if there's a police nearby, you know, you could like notify other drivers when you're on it. Yeah, it gives you like I don't know what the points go towards,
[01:28:03] but you essentially like you can report you essentially like you can report things. Um they'll ask you it's they'll ask you if um you see something if to confirm if something is on the road.
[01:28:16] confirm if something is on the road. They'll ask you if you see it still. Um I guess to make sure it's moved or check and see if it's moved. Um, if there's a that. >> Yeah. If there's a pothole, which is
[01:28:30] really, you know, that's that's really, you know, good. >> Yeah. What >> what I've learned is it it's more so about like it truly is um users aiding to their own experience because if you
[01:28:44] don't report something or if someone else doesn't report it, you won't know. So, um, like if there, for example, if there's a cop on the road and you're like speeding and someone reports it, you can see it on your map that there's
[01:28:58] a like there's a there may be a cop coming up. Um, and if someone doesn't report it, then you won't see it. I have to say that uh because I used to
[01:29:11] use ways a lot [clears throat] and Google maps they're really like they're they're basically after ways to make it so they're comparable with with ways uh Google maps like you can like report in like there's a cop on the road there's
[01:29:23] they're like they're they're gunning for them. >> Oh they did they get to that point yet where they you can see the >> they absolutely have. Yeah. >> Yeah. Finally. Finally. Now, we need
[01:29:37] Apple Maps to get there, too. I know we're definitely using Maze for I know we're definitely using Maze for sure today. Um, we've sure today. Um, we've talked a lot about user testing um, in
[01:29:50] the past as well. So, some of these you guys are familiar with. Um, a few you have to like, you know, of course dive into a little bit more today, but some of them you've used.
[01:30:04] some of them you've used. So regarding Maze, Maze is a rapid testing platform for validating prototypes and concepts through taskbased testing and in-depth reporting. Some of the pros about Maze
[01:30:20] integration with design tools like Figma, enabling quick feedback loops. Uh cons are that it's restricted functionality for conducting complex usability studies and recruiting participants.
[01:30:35] Maze offers both free and paid plans with the free version having limited with the free version having limited features compared to premium options.
[01:30:50] tool that provides heat maps, session recordings, and user feedback to help understand user behavior and user behavior on websites. Some pros here are
[01:31:03] its easy setup, its visual insights through heat maps, um, and effective user behavior tracking. The cons here are its limited interaction insights compared to more in-depth usability testing tools. A quick note is that Hot
[01:31:19] Jar offers both free and paid plans with advanced features available in the premium version. And then we have user testing which is a
[01:31:31] platform that facilitates remote usability test test by offering access to a vast pool of participants and capturing video recordings of user capturing video recordings of user sessions. A pro there is that it's easy
[01:31:46] setup uh detailed user feedback and a diverse participant pool. diverse participant pool. Some cons are it's not uh it's not cost Some cons are it's not uh it's not cost effective for frequent use and limited
[01:32:00] effective for frequent use and limited control over participant se selection. A quick note there is that user testing is a paid tool with various pricing plans designed for organizations that need comprehensive usability testing
[01:32:14] features. And then last but not least, we have Look, which is a remote research platform that supports live and recorded usability test with real time interaction between researchers and
[01:32:29] participants. [clears throat] Some of their pros are real-time interaction and easy to use interface [clears throat] for moderated sessions. The cons are it's stable and strong
[01:32:43] internet connection required for smooth real-time sessions. And then a quick note is that lookback is a paid tool offering different pricing tiers based on the features and number of sessions needed.
[01:33:00] So tools some tools for moderated or unmodderated test. Our moderated test invol testing involves real time interaction while unmodderated testing lets participants work independently which is ideal for larger user studies.
[01:33:18] which is ideal for larger user studies. Unmodderated testing tools include um user testing and look back. Excuse me. Moderated testing tools include user testing and look back
[01:33:31] whereas unmodderated testing tools include user test also include user testing in maze. Um user testing has the ability to do both um u moderated and and unmodderated testing and offers flexibility based on your
[01:33:47] and offers flexibility based on your research needs. tools. Uh screen recording captures user actions on screen while feedback
[01:34:00] analysis collects and examines user comments to gain insights. These are a few tools that enable researchers and designers to capture user interactions and analyze feedback effectively.
[01:34:15] effectively. Uh user testing again um look back crazy Uh user testing again um look back crazy egg and full story analysis tools. Um here are a few popular tools in this
[01:34:32] category. First we have uh user testing. Uh the key features there are video recordings of user sessions, automatic transcription of user feedback and then transcription of user feedback and then participants demographics and insights.
[01:34:47] Last but not least, taskbased testing with user prompts and then look back. Their key features are live screen sharing and recording, insession notes and tagging, participant interaction analysis, and then real time collabor
[01:35:04] collaboration tools for team discussions. And then next we have Crazy Egg. Their key features are heat maps, scroll maps,
[01:35:18] and user session recordings. uh they include it includes A and B testing tools to compare different versions of a page and then insights into user page and then insights into user engagement and and conversion rates
[01:35:33] and then followed by full story. Uh the their key features are session replays their key features are session replays to watch user interactions in real time, advanced search filters for specific user journeys, convert conversion funnel
[01:35:49] analysis and then followed by feedback tool feedback tools integrated into the So choosing the right tool for your needs. First, we'll be able to define your testing objectives,
[01:36:05] followed by uh determining the type of usability testing, considering your budget, evaluate key features, assess usability and integrations, research tool,
[01:36:21] research tool reputation and support, and then try and experiment with the tools functionalities. So briefly we're going to do a quick uh So briefly we're going to do a quick uh demo where we are uh setting up
[01:36:36] basically our like profile account in Maze and then um doing some setting up how to demonstrate how to set
[01:36:49] up a and conduct usability testing basically. So, without further ado, I'm going to grab the link and share it with you guys in the chat. Um, or you can you guys in the chat. Um, or you can just go to the website, but give me one
[01:37:04] second. Should be off.maze.co. If you type in So, I'm going to just log in with Google.
[01:37:28] I'll just say just browsing for now, but um I just put in my credentials. Um and I'll pause there while everyone pulls it up and um hops in. So, um
[01:37:43] next to access what would we like to use Maze for? Today I'm just going to say just browsing. Um, but feel free to choose what you may want to choose. Um, but I'm just going to say just browsing for now. And then next we're going to
[01:37:57] for now. And then next we're going to continue. this. Um, when everyone gets to this screen, can you guys raise your hand? Just so I can
[01:38:09] you guys raise your hand? Just so I can know like a lot or at least a good know like a lot or at least a good amount of you are getting to this point.
[01:38:24] seconds. So, first we're going to start with um So, first we're going to start with um creating a study.
[01:38:41] unmodderated, AI moderated, and then moderated interviews. We're just going moderated interviews. We're just going to click on unmodderated for now. Onyx not. We're just going to click unmodderated
[01:38:55] We're just going to click unmodderated maze because there's an add-on for sorry, let me go back. There's an add-on for the AI one and then moderated interviews um is a part of the premium feature. So, just to stick with our free
[01:39:08] unmodderated and then we're going to [snorts] select start from scratch. So, we're going to rename our project and we're going to rename it to be the food delivery
[01:39:24] [snorts] >> How did you get that screen? Sorry. >> How did you get that screen? Sorry. >> Oh, I clicked on the I hovered over the um area where the name >> Okay.
[01:39:39] >> the name of it. Okay. It's clicked to. Okay. Thank you. No worries. Okay. And then when you guys get there, um, we're going to click add block and then we're going to select
[01:40:00] Um, first we're going to add a task. Um, that can look something like determine the user experience of the food delivery app. app. And so you guys have it. Um
[01:40:16] something like determine the user experience of the food delivery app. And then the description could be something like order a cheeseburger using the app. I know you guys um had different food types. So feel free to best base it off
[01:40:31] types. So feel free to best base it off of your food type that you had. And then we're going to And then we're going to add the prototype. You'll see a screen that pops up that
[01:40:43] You'll see a screen that pops up that says allow maze to access Figma. Um, I'm going to select continue and then it should sync up to your Figma account. Granted, you're using the same browser or same laptop or device. Um, is every
[01:41:00] everyone when everyone gets to this step, um, can you just raise your hand? Just a few of you just so I can know it may be safe to move on. So, we're going to allow it to maze to access the um Figma, our Figma file.
[01:41:17] access the um Figma, our Figma file. Uh importing Figma prototypes in maze. Uh importing Figma prototypes in maze. Um we can make where it's to reduce the loading time for testers. We recommend
[01:41:32] copying only the necessary frames to a dedicated file. Or you can get your link and make sure your prototype permissions are set to anyone can view. And then you are set to anyone can view. And then you can just import it into Maze allowing
[01:41:47] can just import it into Maze allowing people to navigate through your files they want. Anyone well at least view your file. Um, just for the sake of time, I'm going to
[01:42:01] just for the sake of time, I'm going to give it a link. So, let me go to my Figma.
[01:42:18] In order for this to work that the pages in that Figma file need to be like in that Figma file need to be like linked, you know, the flows, right? linked, you know, the flows, right? >> Yeah. You need side question.
[01:42:30] >> Yeah, you would need to basically have your like prototype. >> Got it. Okay. >> Yeah. Um >> I'm like I know mine won't work cuz they're not linked yet.
[01:42:43] was. I was just like, let me see what this this >> No, that's that one's not mine. >> Let's try it out. Are you okay with that, VJ?
[01:42:58] >> Yeah, I'm I'm all good with that. That's fine. >> Looks gorgeous. >> Cover did not look like this is what I clicked, though. I don't know what it looked like. Yeah, I've been doing some
[01:43:10] work on my free time. Whenever I get bored, just add something. >> All right, we're gonna ignore that message for today, but I think it it's pretty clear as to what it's talking about. Um, it did import the
[01:43:25] >> Oh, sorry. >> Sorry. >> All right. So, I'll just refresh that. Um when I uploaded the prototype basically it said it was heavy and it can cost cause tester drop off um to
[01:43:40] improve the experience and reduce loading time uh to copy only necessary loading time uh to copy only necessary frames to a dedicated file. So I'm going to ignore that particular message for right now just just to like continue
[01:43:52] like setting it up. So we're going to import that anyway. Um, with that being import that anyway. Um, with that being said,
[01:44:09] select goal based. And then the goal could be >> the next thing I was going to do is make a like a dedicated cart, like a uh what
[01:44:23] do you call it? Recent orders or like a cart list. So, I guess that could be my cart list. So, I guess that could be my next path. Okay. So, I'm going to select the goal really quick. So, the start of the flows
[01:44:39] here. So, I'll just say the goal is to is here or basically the the goal well the um
[01:44:51] idea behind selecting a goal is that you're telling um the system what your um what are successful actions that you want the
[01:45:03] user to take. essentially what do you what screens do you hope they um navigate to or interact with or um things that you want them to complete? For example, if like this was if this were like an onboarding screen um or at
[01:45:19] were like an onboarding screen um or at least like the portion of the sign up um least like the portion of the sign up um and you had on screen like this the screen was your start, you're welcome. Um the screen was like
[01:45:35] Um the screen was like I guess sign in um or sign up and then you have your like onboarding screen. Um it's like third that could be an it's like third that could be an example.
[01:45:50] success criteria that you want to follow. follow. So
[01:46:04] there's not many screens? Cuz I can give you my uh fashion app link that has more screens and it has a better flow. Might be able to have a better example.
[01:46:16] >> or is it just is there something else that I'm not understanding? Well, yes, I I'll take your fashion app if that's cool, but I um
[01:46:33] if that's cool, but I um I'm not sure why it's not letting me. I'm not sure why it's not letting me. >> Yeah, I gave it to you in the uh direct message chat. >> Oh, okay. Great. Thanks.
[01:46:48] I've really worked on one screen. If I think it'd be the flow would work. I work better if I had a couple more screens attached to it.
[01:47:05] on [clears throat] it in various ways, but it it wasn't it was more so like the in-class assignment, so I wouldn't worry too much about it.
[01:47:21] from this app and like Atlassian stuff from here. I don't know. [snorts] >> In ways I can see why you say that.
[01:47:33] >> I don't know. Maybe it's just the design of the color, the blue. Maybe. environment in these like kind of three buckets too. Could be a
[01:47:47] factor. So, let's select a goal. Um,
[01:48:06] let's see, our goal is to view our profile, right?
[01:48:22] after we basically create that um that goal, we're able to
[01:48:43] We can add multiple goals like going to your profile or checking a wish list. your profile or checking a wish list. Um, I've set the overall objective to like buy a shirt. So, I'm just going to select this U number one screen since I
[01:48:58] select this U number one screen since I see shirts there. Um, and then choose the um
[01:49:14] I'll leave the interactive components off for now. Um, questions. So, if you scroll down here, you'll see open-ended questions
[01:49:27] you'll see open-ended questions as your block title. as your block title. Um, and then for example, you can ask things like, "How was the user experience while ordering a shirt?" Or
[01:49:41] if you still have your food delivery app up, um, a cheeseburger or pizza, you can say, um, but try and keep it simple just for class. And then
[01:49:55] for class. And then after that, um, image to this to support your, um, what you're asking them to do, but nothing
[01:50:08] distracting, of course. Um, and then next, you are also able to add an opinion scale. So, show you what that looks like
[01:50:20] briefly. Um, it's this green star over here. Um, did you like this app?" Um, and we've seen that at the end of using certain
[01:50:35] platforms or certain apps, right? How did you rate your experience? How did you enjoy this? Um, that's pretty much the first thing they want to know.
[01:51:01] you can select the number of stars to preview um what you receive look for users. um walk through each task
[01:51:19] ensuring the instructions are clear and check all prototype interactions as they check all prototype interactions as they are needed. Um
[01:51:36] from here we can go to
[01:51:54] and then we'll we should be ready to um navigate after that. So, there. It doesn't say um
[01:52:24] get to the screen you'll be able to copy your link so that way you can share it your link so that way you can share it with potential testers. Um,
[01:52:41] and basically it looks like this. So, I copied my main screen over to So, I copied my main screen over to another tab and opened it.
[01:52:57] So this is um basically walking your user through your your app um alongside with them interacting it with it. Um you're asking them to determine their you're asking them to determine their user experience of the of the app um and
[01:53:10] what task to complete. Um simulating that they log in, they want to shop they want to see something else.
[01:53:26] after you've completed interacting with whatever app or platform you either are interacting with or designing either are interacting with or designing the app, it prompts you to to say how
[01:53:40] the app, it prompts you to to say how was the user experience and then was the user experience and then bad rate this app? So, just doing like some quick research. Um, Maze is an AI
[01:53:57] powered product research. Enhances your product research with the suite of AI powered tools that reduce bias, uncover deeper insights, and accelerate analysis. Um, it helps you craft the perfect
[01:54:11] question. um dynamic flows, dynamic followup that uh digs for more insights. And then
[01:54:25] it shows some of the higher level trends that that are easier. Like for example, if it's if it's easy to use, if it's product performance, customer service,
[01:54:37] and do you have you ever had from what it seems like even this particular it seems like even this particular feature AI moderated interviews um could be similar to having like where user testing um I don't know if they have an
[01:54:52] I don't think they have an AI component yet, at least not in this way, but similar to the way you talk to chat GBT and you're like and they have the voice um aspect of it now. Um it seems like Maze has their own voice um AI where
[01:55:10] they can essentially speed up or amp up rev up the hiring process. Um, sorry. Um, where certain platforms
[01:55:23] Um, sorry. Um, where certain platforms you can essentially I've used certain AI tools where you can um fasttrack the hiring process and um fasttrack the hiring process and you're talking to like AI. Um, but it
[01:55:36] seems like for these for this you can essentially prompt your questions and the AI is interacting with your potential user in a similar way that potential user in a similar way that I've like spoken to certain jobs and
[01:55:49] instead of speaking to a recruiter or AI representative, I start speaking with um AI first and there there's an AI bot essentially asking me questions and
[01:56:01] capturing my native language and asking me follow-up questions based off of what Has anyone ever interacted with something like that before?
[01:56:13] I hope everyone was able to stretch their limbs and get some water, get some coffee or some tea or something. Um, tea or something. Um, so picking back up on
[01:56:27] today's lesson on key with key key usability metrics tracked by tools. uh usability key usability metrics tracked by tools. Uh in usability testing,
[01:56:39] certain metrics are essential for evaluating the effectiveness and evaluating the effectiveness and efficiency of a product's design. Here's a quick overview of the key usability metrics.
[01:56:51] First, we have success rate um followed by error rate. Uh sorry. First we have success rate followed by error message and followed by um
[01:57:06] sub subjective feedback and last but not least time on task. Uh with success rate it is the percentage of tasks that users complete successfully. The purpose there is to measure how well users can accomplish
[01:57:22] measure how well users can accomplish intended goals. An example is Amazon optimizing its one-click purchase feature. Um, if 90 out of 100 users complete their transactions without any hassle, the success rate stands at 90.
[01:57:39] This metric helps this metric helps Amazon perfect its seamless buying experience, ensuring millions of shoppers enjoy a frictionless checkout.
[01:57:56] the number of errors made by users while attempting to complete a task. The attempting to complete a task. The purpose here is to ind it indicates purpose here is to ind it indicates areas of confusion or poor design. An
[01:58:09] areas of confusion or poor design. An example is on popular accommodations um booking platforms like Airbnb. The um booking platforms like Airbnb. The error message, the error rate measures
[01:58:21] mistakes users make, such as selecting the wrong check-in date or entering an incorrect address for a reservation. If 20 out of a 100 users make these errors,
[01:58:33] the error rate stands at 20%. Signaling a need for design changes to make the booking process clearer and more intuitive.
[01:58:45] >> average time users make, excuse me, average time users take to complete a task. Um, excuse me. Time on task is the average time users take to complete a task. The purpose here is to assess task
[01:58:59] purpose here is to assess task efficiency and end user proficiency. An efficiency and end user proficiency. An example is on a banking app like PayPal. Uh, time on task measures how long it takes users to spend money. um to send
[01:59:14] money. If most transfers are completed within one minute, but some users take four minutes due to unclear steps, it signals potential areas for streamlining the process to enhance efficiency and user satisfaction.
[01:59:40] It's user opinions. It subjective feedback is where user opinions and satisfaction levels gather um gathered through surveys or interviews. The purpose here is to provide qualitative insights into user
[01:59:56] provide qualitative insights into user experiences and emotional responses. An example is that on a popular streaming app like Netflix, subjective streaming app like Netflix, subjective feedback includes user comments such as
[02:00:09] the content recommendations uh fail spoton. Uh the autoplay feature is frustrating or the insights help um Netflix refine and
[02:00:23] refine the user experience and improve overall satisfaction. Some techniques to interpret usability data effectively are uh data analysis
[02:00:36] data effectively are uh data analysis techniques. Uh these are methods for processing and interpreting data to extract insights and guide decision making. Usability testing provides valuable qualitative and quantitative
[02:00:50] data that helps improve user experience. Knowing the right technique for analyzing the data helps us derive meaningful insights. Qualitative data analysis techniques are thematic analysis. It involves
[02:01:05] identifying patterns in qualitative data through familiarization, coding, theme development and re refinement. Next we have affinity diagramming. It groups
[02:01:17] have affinity diagramming. It groups similar insights to organize qualitative data by collecting feedback recording insights and clustering recording insights and clustering related related notes to find patterns.
[02:01:29] Uh the content analysis involves coding and categorizing qualitative data to identify trends define categories and analyzing and analyze patterns for insights.
[02:01:45] qualitative data analysis techniques. Um, an example there is that during the Um, an example there is that during the usability testing of an app or on usability testing of an app or on recipes, users highlighted issues like
[02:01:59] recipes, users highlighted issues like difficulty finding recipes and confusing step-by-step instructions. To address these concerns effectively, three analysis techniques were applied. First, we have thematic analysis, which
[02:02:14] identified themes like limited search filters and unclear instructions with users saying, "I couldn't filter recipes by cooking time and the instructions were too vague for beginners." And then
[02:02:29] we had affinity diagramming um grouped related feedback into um grouped related feedback into clusters like search issues and instruction clarity making platforms clearer for prioritization.
[02:02:45] And third we have content analysis which is categorized in quantified data now revealing that 40% struggled with search filters and 35% had trouble with
[02:02:58] instructions guiding improvement efforts.
[02:03:11] um quant quantitative data analysis techniques are descriptive statistics uh techniques are descriptive statistics uh where it uses uses statistics to summarize usability data and assess user performance.
[02:03:26] It involves comparing us usability metrics across user groups by collecting data and using statistical tests to identify statistical tests to identify significant differences. Heat maps and
[02:03:40] clickstream analysis uh visualizes user behavior through heat maps and clickstream data by tracking clicks and scrolls to highlight engagement areas scrolls to highlight engagement areas and analyze navigation paths.
[02:03:55] Uh a quick example here are quantitative analysis of an e-learning platform focused on metrics like course time, quiz completion, and click behavior quiz completion, and click behavior using three key techniques. Uh the
[02:04:10] descriptive statistics revealed that students spent 20 minutes on less lessons but only 5 minutes on quizzes indicating low engagement. Uh comparative analysis showed that users who retook the courses completed them
[02:04:25] 40% faster highlighting improved performance with famili familiarity familiarity. And then third we have heat maps and
[02:04:37] clickstream analysis which identified frequent clicks of navigation on navigation but minimal scrolling suggesting the a need to reorganize
[02:04:49] suggesting the a need to reorganize content. when it comes down to analysis techniques. uh triangulation which integrates qualitative and quantitative data for comprehensive usability
[02:05:05] data for comprehensive usability insights, insights comparing both to validate findings and understand user
[02:05:17] behavior. And then next we have user journey mapping which creates a visual map of the user journey combining feedback and metrics to highlight touch points and pain points aiding design improvements.
[02:05:35] analysis um with mis mixed methods on travel booking platform combined qualitative and quantitative data to understand user behavior.
[02:05:48] This was achieved using the following techniques. Triangulation which combined techniques. Triangulation which combined user feedback and an analytics to reveal the most reveal that most users got frustrated while searching for options
[02:06:01] that led to a 30% drop off rate on the search page. Followed by user journey mapping which visualize the booking process combining feedback and metrics to identify pain points like search difficulties and
[02:06:17] points like search difficulties and payment confusion. And then we have another quick check. This time we are going to imagine
[02:06:32] we are a UX designer analyzing. We are UX designers, right? So, we are UX designers. Uh, we're going to imagine that we are analyzing data to imagine that we are analyzing data from a usability test for a e-learning
[02:06:46] for an e-learning app. Users often pause during the quiz feature and heat map data shows most engagement on the lower half of the quiz screen. Which technique
[02:06:58] would best help you understand these issues? Is it a thematic analysis, b issues? Is it a thematic analysis, b affinity affinity diagramming, c
[02:07:10] descriptive statistics or d heat map and clickstream analysis. So the reason why the answer is a thematic
[02:07:24] analysis is that theatic analysis is the best technique here because it helps you interpret qualitative insights from the usability test. Uh specifically understanding why users are pausing or interacting more with the lower half of
[02:07:41] the screen. While heat maps and click streams uh heat maps and click streams uh data shows that shows what users are doing. Thematic analysis helps uncover patterns and
[02:07:57] reasons behind their behavior by analyzing user comments, thinking think aloud feedback and user and excuse me and interview data.
[02:08:09] and interview data. Are there any questions about that?
[02:08:22] picking things back up. I know. Um, that one's a little tricky, especially one's a little tricky, especially because they essentially It's not that he didn't work. It just was the elaborative
[02:08:34] elaborative the elaboration as to why um the medic the elaboration as to why um the medic analysis was correct. And then we're going to get into generating usability reports
[02:08:48] generating usability reports with tools. from testing with stakeholders offering insights and actionable recommendations
[02:09:03] to improve user experience. Here is a guide to structuring it. Uh first we want to provide excuse me first we want to list usability issues recommend and recommend solutions followed by
[02:09:27] observations and summarizing a conclusion. And next we have include appendencies. Uh present key findings, describe methods used for data collection,
[02:09:42] define objectives and scope of of the usability study. And then last but not least, we have to provide an executive summary.
[02:09:56] The methods mentioned help illustrate user behaviors and issues making data easier for stakeholders and to understand and act on. First we have heat map. Uh next we have graphs and charts. And then last but not least we
[02:10:12] have session replays. Clear visual representations are essential for effectively presenting usability findings, helping stakeholders easily understand and engage with insights.
[02:10:30] heat map before on a website or heat map before on a website or interacted with one themselves?
[02:10:50] They're kind of like a weather map. If you um ever like watch the news and see the weather forecast, it's kind of like a weather heat map in a way, but this is
[02:11:03] just tracking um movements and interactions on a certain site or platform. Uh the purpose is to show where users Uh the purpose is to show where users click, scroll,
[02:11:20] hover most frequently. The types are click heat map, scroll heat maps, and click heat map, scroll heat maps, and hover maps. Their best used um best use hover maps. Their best used um best use is to identify navigational issues,
[02:11:33] analyzing content, visibility, and understanding interaction patterns.
[02:11:45] they're present they present quantitative data such as success rates, error rates and task completion times in a digestible format.
[02:11:57] In a digestible [clears throat] format. Uh these types are include bar and line Uh these types are include bar and line charts, pie charts and histograms. charts, pie charts and histograms. Uh best uses are summarizing complex
[02:12:10] data for easy comparison and highlighting trends or patterns.
[02:12:27] purpose is to provide real-time recordings for user interactions to visualize how they navigate through your product. A best use here is to understand is understanding user pain points and frustration. For example,
[02:12:42] points and frustration. For example, repeated clicks and drop off rates.
[02:12:54] Some usability reports for stakeholders um in the presentation driving actionable changes. To communicate findings in a comp
[02:13:07] compelling and strategic way, consider the following approaches. One, tailor your presentation. Structure your presentation. Uh use visuals. uh highlight business impact. It's very important. And then keep it keep it
[02:13:21] important. And then keep it keep it concise. Um especially on your screen, people want things that they can easily digest and grab um versus having to read digest and grab um versus having to read long paragraphs and long presentations.
[02:13:34] Um and then facilitate discussion. Uh provide a full excuse me, provide a provide a full excuse me, provide a summary report.
[02:13:46] into Maze. And then this time we're going to be following the exact path to going to be following the exact path to conduct usability testing. So just pulling us back up. All right. So I'm going to start a new
[02:14:00] All right. So I'm going to start a new study. and feel free to open up your um pull up your apps. Um, and I feel like this time
[02:14:12] maybe I can switch it. I'll pick someone's food delivery app. I'll pick someone's food delivery app. Actually, um I believe Cat had a pretty
[02:14:26] Actually, um I believe Cat had a pretty um expanded one. >> I've already tested mine. It didn't test out very well to be honest. >> Sorry. [laughter] >> No worries. No worries. Um, I was
[02:14:39] wondering if we could use it for the exact path one because we're not trying to get to a specific screen, but let me see who else. I'm trying to remember who see who else. I'm trying to remember who else did that. Well,
[02:14:52] else did that. Well, um, Swift East? Can we use this one? Um, I think this is living. >> Yeah, that's mine. It's not the cleanest, but we can use it.
[02:15:07] >> Okay, cool. So, let me grab a link and then I'm gonna hop back. >> I already
[02:15:20] >> I was going to say I have a link for mine if you want to use that one. Maze. I mean, but let's But for this I assume you want to create a new one.
[02:15:33] Yeah, I just wanted to create a new one because um
[02:15:52] All right. Um this time instead of doing Um this time instead of doing so I go back to lesson instead of doing the direct screen or like the screen that we intended the user to land on
[02:16:06] that we intended the user to land on this time we're doing the exact path um which is a different option in the platform.
[02:16:29] and then we're going to add a block prototype we're going to add a block prototype test.
[02:17:06] All right. >> Yeah, I have it. I just I accidentally >> Yeah, I have it. I just I accidentally copied it in the wrong spot. So,
[02:17:26] my like prompt instructions. before, but it's all right for now. going to import that. Anyway, I'm just
[02:17:40] going to import that. Anyway, I'm just changing the task. Um, determine the changing the task. Um, determine the user experience on the app. Um,
[02:18:09] either last time we did our success criteria based off of a goal, which is landing on a specific screen or interacting with a specific screen. But interacting with a specific screen. But now we're going to follow an exact path.
[02:18:22] So, our first screen is our home page right here. And then we can click through the prototype
[02:18:36] to determine what we want our like how we want the sequence sequence to be
[02:18:54] bottom buttons is basically what it kind of goes through. >> Nice. >> I guess I shouldn't tell you that that's experience, but this is just for creating it.
[02:19:08] creating it. >> No, I understood. I understand. Um, so after we develop the success criteria and click through the prototype to like and click through the prototype to like sync it up. Um
[02:19:26] in the preview tab to define the path. Um
[02:19:38] so now we're going to start testing or preview it. And I'll just drop my link here after it finishes loading up. [snorts]
[02:20:15] into the
[02:20:41] Hold on one second. Trying to Okay, here's the link. Got that. There you guys go.
[02:21:01] the demo. Um,
[02:21:14] >> oh, this is fun. We'll get some fun feedback. So, determine uh your the user experience of the food delivery app. Um,
[02:21:27] just going to click through again. Sorry about that, Livia. Uh, about that, Livia. Uh, so
[02:21:39] I don't know why I just switching between these two screens, but
[02:22:01] toggle between those two screens. I'm not sure why. Um
[02:23:13] trying to find where find where uh
[02:23:28] I'm trying to find where I open this up again at. Um
[02:23:58] in this browser. I'm not sure, but there are analytics coming through on the app. are analytics coming through on the app. I know it's probably a lot of I know it's probably a lot of wonkiness just because of the way
[02:24:25] well correct me if I'm wrong Olivia you prototyped yours right >> I did prototype it just for like just this the simple stuff like clicking this the simple stuff like clicking through it and and the one
[02:24:38] like a ton in there, but it's mostly just clickth through prototyping. >> I got it. No worries. I just wanted to know.
[02:25:23] didn't put this one in my Figma. I forgot. Um so a UX researcher needs to present usability findings to stakeholders to gain support and design
[02:25:36] changes for design changes. Uh what approach should the researcher take? Should is it a present all techniques excuse me all technical details without
[02:25:48] linking to business impact. uh use visuals to highlight key insights and business relevance. Uh deliver findings casually
[02:26:00] without a structured approach or list issues without providing actionable issues without providing actionable recommendations.
[02:26:56] All right, I feel like you guys are doing well with this one. Um, doing well with this one. Um, the answer is B. Uh we use visuals to highlight key insights and business relevance. An explanation for that is
[02:27:09] presenting usability findings to stakeholders. The goal is to communicate insights clearly and persuasively, not overwhelm the tech with technical overwhelm the tech with technical details like visuals or using visuals,
[02:27:22] excuse me. using visuals, charts, uh screenshots, user user quotes, journey and journey maps and conducting findings to business goals or impact is more helpful for stakeholders to quickly grasp why
[02:27:38] for stakeholders to quickly grasp why design changes matter and encourages buy design changes matter and encourages buy in for improvements.
[02:28:16] Um, iterative usability testing. Iterative use iterative usability testing is a crucial process for enhancing user experience through continuous feedback and refinement.
[02:28:31] continuous feedback and refinement. Uh the roles of UX designers in play um UX designers play a crucial role in usability testing and encourages
[02:28:43] accurate participant selection and actionable insights to improve design actionable insights to improve design outcomes. UX designers are, excuse me, UX designers contribute to this process by one defining the
[02:28:59] this process by one defining the audience um identifying key users audience um identifying key users using demographic, age, location and behavioral criteria like habits and performance,
[02:29:12] excuse me, excuse habits and preferences. Uh creating screen creating screening questions. um to develop excuse me creating screening create develop screening questions to
[02:29:27] ensure participants match the target user profile. Uh collaborating with marketing teams work with marketing teams to leverage audience data and teams to leverage audience data and refine testing segments.
[02:29:47] step-by-step approach to running iterative iterative usability tests efficiently. At first, we have define clear objectives like set goals like validating design concepts or
[02:30:00] improving navigation and choosing metrics like success rate or error rate metrics like success rate or error rate to measure
[02:30:14] to measure usability. um plan and prepare for testing. Next, we want to develop prototypes and recruit diverse participants. Uh design realistic test scenarios that align with your objectives.
[02:30:29] [clears throat] usability tests. uh which involves using moderated tests for which involves using moderated tests for directed for direct observation or unmodderated tools for independent insights.
[02:30:45] tools for independent insights. Both methods provide vis excuse me both methods provide valuable data for enhancing design. And then last but not least, we have analyzing findings, which is the process
[02:31:00] analyzing findings, which is the process of reviewing the data to identify common challenges and organ or organize feedback. Um, organizing feedback into themes like navigation or labeling issues.
[02:31:25] iterative usability testing are user centric design. It ensures design centric design. It ensures design decisions are based on real user experiences. It also includes reduced risk of
[02:31:43] check. Um, this quick check goes over um where a UX researcher working on a new fitness app. After testing, uh, users mention
[02:31:56] difficulties with navigation and unclear labels. What's the best next step? Um, labels. What's the best next step? Um, is it A, make all changes immediately? is it A, make all changes immediately? Uh, B, use an impact versus effort
[02:32:11] Uh, B, use an impact versus effort matrix to prioritize issues. Or is it C? matrix to prioritize issues. Or is it C? Skip analysis and test again. Um or D uh Skip analysis and test again. Um or D uh log findings without changes.
[02:32:24] log findings without changes. Yeah, guys. All right. So the answer is Yeah, guys. All right. So the answer is B as well. Uh using impact versus effort matrix to prioritize issues. Uh the explanation behind that is that after
[02:32:37] identifying usability problems like navigation difficulties and unclear labels, the next step is to analyze and prioritize them before making changes. Um, an impact versus effort matrix helps you
[02:32:52] determine which issues will have the greatest effect on user experience and greatest effect on user experience and um will be um will be the least amount
[02:33:04] of development effort. Um this ensures design resources are used effectively and improvements are strategically implemented. Um inclusive design for advanced application.
[02:33:19] So inclusive design for advanced applications. Uh design ensures that digital products are usable by the widest range of people regardless of ability or background. Key principles include consider diverse needs. Uh
[02:33:34] include consider diverse needs. Uh design with a focus on accommodating various physical, cognitive and sensory abilities. Um other flex offer abilities. Um other flex offer flexibility enable you enable user
[02:33:47] customization such as adjusting text size or modifying color contrast to enhance accessibility. Ensure ease of use. Uh simplify
[02:33:59] interactions and provide intuitive guidance. Uh clear errors message clear error messages and meaningful feedback. And then we have use use accessibility
[02:34:12] tools. Uh use accessibility tools like screen readers, color contrast, screen readers, color contrast, analyzers and keyboard navigation. And then next we have design for multiple disabilities design for visual hearing,
[02:34:28] disabilities design for visual hearing, motor and cognitive impa impairments. uh applying WGAC and dynamic systems. The web content accessibility guidelines
[02:34:43] The web content accessibility guidelines provide otherwise known as WC A uh provides a a set of comprehensive standards to create accessible content standards to create accessible content focus focusing on key principles.
[02:34:58] um [snorts] is perceivable uh making content adaptable and distinguishable for example providing text alternatives for example providing text alternatives for images um it's operable ensuring users
[02:35:12] images um it's operable ensuring users can interact with the interface uh using multiple methods input methods like keyboard navigation it's understandable
[02:35:25] keyboard navigation it's understandable um to make to make text instructions well as robust uh supporting assistive technologies and providing
[02:35:40] excuse me providing compatibility across various platforms. um introducing WCAG levels. The web content accessibility guidelines are a set are a set of global standards aiming aimed at making digital content
[02:35:56] accessible to everyone including individuals with disabilities. U below individuals with disabilities. U below our success criteria that um and levels that ensure inclusivity for diverse user needs. Level A is basic
[02:36:13] needs. Level A is basic standards. Level AA is enhance access enhanced usability and inclusivity and AAA is advanced standards for AAA is advanced standards for comprehensive accessibility.
[02:36:26] Level A example is X formerly known as Twitter lets users view alt text on images and GIFs by selecting the alt button um with or without a screen
[02:36:39] button um with or without a screen reader. uh for double A uh Airbnb improve color contrast and text resizing to meet uh to
[02:36:52] contrast and text resizing to meet uh to meet WCAGA standards enhancing usability for travels travelers in all environments. the text in the search environments. the text in the search fields. For example, where uh check-in
[02:37:04] fields. For example, where uh check-in date and more appears to have sufficient date and more appears to have sufficient contrast against the white background.
[02:37:21] compliance with single with sign language videos and high contrast designs improving accessibility for visual and hearing impaired users.
[02:37:40] So some of the uh the criteria for WCAG outline actionable requirements uh to outline actionable requirements uh to create accessible and userfriendly digital interfaces for diverse audiences. Here
[02:37:53] are some of the success criteria for each WCAG compliance level. First we have a of course uh the criteria for that is text alternatives for non-ext that is text alternatives for non-ext content functionality accessible make
[02:38:08] sure functionality is accessible via keyboard and then clear navigation and identifiable page titles. Uh double A is a contrast ratio at least four, five and
[02:38:21] a contrast ratio at least four, five and one for text and images of text. Four to five for text and images of text. And then text is reusable up to 200% without loss of content or functionality.
[02:38:36] Excuse me. Resizable. um consistent navigation and put input um consistent navigation and put input labels um provided and then for AAA we have contrast ratio of at least 7.1
[02:38:51] um for pre-recorded media and then mechan mechanisms to prevent errors in data entry such as input input validation and
[02:39:04] confirmation. The impact of WCAG on user experience. Um the impact extends beyond compliance ex enhancing us usability, accessibility
[02:39:18] and overall satisfaction for all users. Uh it removes barriers for users with disabilities. Enhancing use enhances usability for broader audiences
[02:39:30] usability for broader audiences including those in diverse contexts. um example noisy environments or low light conditions. Um and it also improves overall user satisfaction by creating seamless and frustrationfree
[02:39:45] interruptions. And then next we have Apple's turn over screen, excuse me, vers Apple's voice over screen uh screen reader not only
[02:39:57] supports visually impaired users but also enhances hands-free usability for also enhances hands-free usability for broader audiences.
[02:40:12] are that um below are tools that assist designers and developers in identifying and resolving accessibility issues ensuring resolving accessibility issues ensuring WCAG compliance and inclusive UXUI
[02:40:26] designs. So first we have wave. Um this evaluate So first we have wave. Um this evaluate web content for accessibility issues. And then um Harvard University uses wave to audit and maintain the accessibility
[02:40:41] to audit and maintain the accessibility of its online courses. And then we have ox um or x uh automate accessibility testing
[02:40:53] during design and development. Example here is IBM uses them to de uses them in uses ox in their development pipeline to test product interfaces and compliance
[02:41:06] test product interfaces and compliance with WCAG.
[02:41:25] color contrast analyzer which verifies the text and background colors meet WCAG contrast ratio requirements. An example there is Adobe XD integrates integrates it dur during prototype testing to ensure accessibility and UI designs. And
[02:41:41] ensure accessibility and UI designs. And then next you have Figma. You have Figma plugins for accessibility plugins like contrast and stark
[02:41:54] ensure contrast color contrast and accessibility compliance during design. accessibility compliance during design. For example, Spotify's design team uses Figma plugins to test and refine UI components for better accessibility.
[02:42:13] Quick case study about Airbnb and their achievement. um quick case study about Airbnb and they how they achieve accessibility
[02:42:27] they how they achieve accessibility through WCAG compliance. Um right now we're going to learn about how Airbnb tackled accessibility challenges um with tackled accessibility challenges um with the WCAG standards and a creating how
[02:42:39] they created a seamless and inclusive experience for all users. So some context here. Airbnb is a leading global rental platform. Identify
[02:42:51] um change identified accessibility challenges that hindered user experience for individuals with disabilities. Uh their legal and ethical requirements their legal and ethical requirements pushed the company to adopt WCAG
[02:43:05] standards. And then problem solving uh is And then problem solving uh is navigation barriers. Users with users with visual impairments uh struggled with low contrast and keyboard
[02:43:22] struggled with low contrast and keyboard in accessibility. Uh content issues. There was a lack of descriptive alt text for images and descriptive alt text for images and in accessible forms.
[02:43:36] Compliance issues. Airbnb needed to meet WCAG standards to ensure inclusivity and WCAG standards to ensure inclusivity and avoid potential legal issues.
[02:43:49] Um some solutions there were that they adopted WCAG2.1 which is a level doublea compliance and improve color contrast for um by four
[02:44:02] improved color contrast to that 451 ratio. Um and added all text all text for images enabled full dashboard navigation. It conducted dashboard navigation. It conducted usability testing in assisted technology
[02:44:17] usability testing in assisted technology user with assisted technology users. Um user with assisted technology users. Um it also results 30% um increase in sessions during the duration for users with um assist
[02:44:32] duration for users with um assist assisted technologies. It also gave 20% reduction um reduction in bounce rate for users with disability and enhance brand reputation as an inclusive platform. Key takeaways
[02:44:47] here are that for UIUX designers integrating with WCAG principles early integrating with WCAG principles early and in iterative iterative iteratively
[02:45:00] ensures accessibility and improves user experience for all usability evaluation and testing. So, an introduction to usability inquiry inquiry techniques in
[02:45:13] UIUX. And just to confirm everyone can see my screen, correct? All right. And a quick recap of what we went over last week, uh, usability testing tools play a crucial role in understanding how users
[02:45:27] interact with products, [clears throat] spotting usability challenges, and enhancing the overall user experience. A usability report shares key findings from testing with stakeholders, offering insights and actionable recommen
[02:45:41] [clears throat] recommendations. These recommendations improve the user experience. Um, last but not least, we also learned that iterative usability testing is a crucial process for enhancing user experience through
[02:45:56] continuous feedback and refinement. And today's engage and think is pretty brief. Have you ever left a website or app because it was too difficult to use? Uh what frustrated you the most? Feel free to um take a second to think about
[02:46:10] free to um take a second to think about that and then um unmute and share if you would like. Um just to answer Anushka's question. Um I feel good. I I'm also a bit tired from the gym. Um but I like I said I will be
[02:46:26] going again after class. um pretty disciplined in that way. Um and I guess as far as I'll go first. Um as far as a website or app that I felt
[02:46:38] as far as a website or app that I felt was difficult to use, um I feel like I'm constantly downloading new apps to see how I like them. Um, one app in [snorts] particular that I was using, um,
[02:46:55] there was a one there was a fitness app that I had downloaded and it was just, um, what's the word
[02:47:07] because I I think it could be a a factor of the gym that I was in as well, but every time I would go to the gym, it would like freeze or glitch every time I was trying to like see certain um movements or exercises because they gave
[02:47:23] movements or exercises because they gave a video explanation of like what the movement was, but often times when I'm at the actual gym, I wouldn't be able to see it. So, um I really just didn't like [clears throat] that that factor and so
[02:47:37] I just stopped using it. Um, and I know that's like a pretty like simple reason because outside the gym it was fine. But if I if I can't use it in the facility facility that I'm that I'm in um
[02:47:52] then it kind of just makes it not worthwhile for me. Does anyone have like a different story or something similar? So moving on, today's uh learning objectives are that by the end of this lesson, you will be able to identify
[02:48:07] lesson, you will be able to identify core usability inquiry techniques for evaluating user experience during product development. Design is a design a user feedback survey to gather qualitative data for improving product
[02:48:21] usability. You'll also be able to apply user interview techniques to gain detailed insights into user behavior and preferences and as well as analyze focus
[02:48:33] preferences and as well as analyze focus group discussions to extract actionable group discussions to extract actionable themes for enhancing product usability.
[02:48:45] So first uh the introduction to usability inquiry techniques. Usability evaluation types. Here are some common techniques used in different usability evaluation types. First we have um
[02:49:02] just going from left to right usability inspection and usability testing. Um inspection and usability testing. Um once you get into usability inquiry, we're now focusing more on surveys, interviews, and focus groups. Um we've
[02:49:16] already explored testing and inspection in previous lessons. In this lesson, we'll just mainly focus on the inquiry techniques. Uh what is usability inquiry? It gathers user feedback to improve
[02:49:30] design. It improves collecting. It involves collecting qualitative and quantitative data to identify usability issues and enhance user satisfaction.
[02:49:42] Some core techniques are surveys, interviews, and focus groups. So, going from left to right, um here are essential here are three essential techniques to gather uh user feedback during usability evaluation phase. Uh
[02:49:58] purpose and how how it works and then give an example. So starting with surveys, the purpose is to collect quantitative and qual qualitative feedback from a large audience. Um it
[02:50:11] feedback from a large audience. Um it work how it works is that users answer structured questions including rating scales and open-ended qu open-ended queries. An example of that is a net promoter a
[02:50:26] net promoter score otherw otherwise known as NPS uh how likely are you to recommend our group responses might highlight navigation is issues for usabil for user interviews uh the purpose is to gain an in-depth
[02:50:42] understanding of individual user experiences and pain points while how it works is to conduct one-on-one conversations to explore specific specific challenges or pre preferences and details.
[02:50:57] Um, an example is that after low MPS scores, interview users scores, interview users interview users to discover they they find the app's bill play bill payment feature hard to locate. So, um, if
[02:51:13] if you're getting a pass through notification or a late payment notification and you're trying to pay that particular bill, being able to locate that easily is pretty important. Um, and then focus groups. The purpose
[02:51:29] of focus groups is to gather diverse opinions through group discussions to explore broader user needs and and preferences. It works. How
[02:51:41] it works is it facilitates it's a facilitation um discussion with multiple user a facilitated discussion with multiple users um where
[02:51:53] to collect to collect collective feedback and identify common themes. Um feedback and identify common themes. Um so just to like reword that a bit um
[02:52:05] so just to like reword that a bit um it's facilitated or hosted by um the it's facilitated or hosted by um the research team. Um usually one individual would be essentially the speaker or the host. Um and they would facilitate a
[02:52:19] discussion with more than one person uh multiple users to collect their feedback. Um and then they gather this feedback sim similar to what we discussed during the research portion of things. Um but they
[02:52:34] gather this feedback, synthesize it and find common themes that um based on the group's um feedback. An example of that is a group. A focus
[02:52:46] group reveals that users want a simplified layout and customizable options for the dashboard. some techniques uh and research
[02:52:58] questions. Um before learning about surveys, it's essential to understand the difference between qualitative, which is open-ended, and quantitative, which is structured uh research questions to ensure you select the right
[02:53:12] approach for data collection. Um qualitative research questions tend to be open-ended questions. They aim to explore how and why people think, feel,
[02:53:24] or behave. And then methods include interviews and focus groups. It's allowing um thus thus allowing for in-depth responses and storytelling. in-depth responses and storytelling. And then quantitative research questions
[02:53:40] um quantitative research questions um are more more structured questions. They aim to measure how many and how much um using numerical data uh typic typically used in surveys uh which provide
[02:53:56] used in surveys uh which provide standardized comparable responses. Usability inquiry techniques. Um first we'll go over surveys a little bit more we'll go over surveys a little bit more in depth.
[02:54:12] Designing a user feedback survey for a mobile app. And this is um discussion uh imagine a survey as a focused conversation with a very a
[02:54:24] varied group of individuals. Its purpose is to gather meaningful Its purpose is to gather meaningful actionable insights to make it easier. Now let's break down the process step by step using a familiar context and clear
[02:54:38] problem statement. So the context is you are part of a design team working on Fit Track, a mobile app that helps users track their workouts, log their meals, track their workouts, log their meals, and set personalized fitness goals.
[02:54:53] and set personalized fitness goals. Recently, app store reviews have been become mixed. Your task is to design a user
[02:55:06] feedback survey to uncover pain points and gather insights for improvement. and gather insights for improvement. Your problem statement is your team need your team needs to your team needs to design a survey that
[02:55:22] will help gather feedback from fit tracks users to understand why engagement is declining which features users find valuable or frustrating and then what improvements or new features users would like to see.
[02:55:38] Step one would be defining survey goals. What specific insights do you hope to gain from this survey? How will these insights influence the next steps in your design process?
[02:55:50] And then step two is identifying the target audience. Who should be surveyed? Should your should you target all users or only those who have recently stopped or only those who have recently stopped using the app? Uh step three, crafting
[02:56:03] effective questions. What types of questions? included? For example, multiple choice, open-ended
[02:56:17] rating scales. Uh how should how can you ensure that your questions are clear, ensure that your questions are clear, unbiased, and relevant?
[02:56:33] engagement. How can you encourage users to complete the survey?
[02:56:45] to keep the survey short but informative? And then step five is testing and distribution. How will you test the survey before sending it to a larger audience through which channels? Uh is it face to face? Is it via email,
[02:56:59] telephonic, which is on the phone, um or online? Uh should the survey be distributed for maximum participation? Um, these are some of the things you want to think about when you're distributing your survey. And then step
[02:57:13] distributing your survey. And then step six is analyzing and acting on feedback. Once you've collected the data, how will you prioritize the feedback?
[02:57:27] translate the feedback into actionable design improvements? the steps to create a survey to gather user feedback and evaluate a product's
[02:57:41] usability. Step one is defining the survey goals. Um, step two, identifying the target audience. Step identifying the target audience. Step three, crafting effective questions.
[02:57:54] three, crafting effective questions. Step four, ensuring survey engagement. distribution. And then step six, analyzing and acting on feedback. And screenshot of this so you can remember the steps as you go along.
[02:58:16] right survey delivery method. Several factors should be considered when selecting a delivery method for products
[02:58:30] most efficient and userfriendly approach. Here are some factors to consider. One, your target audience. One, your target audience. Uh the survey's length and complexity.
[02:58:42] Uh the survey's length and complexity. Uh the budget that it would take to conduct this survey. uh the response rate, rate, the data collection and analysis, and
[02:58:54] the data collection and analysis, and then the timeliness. All right. And we've made it to our first demo. So today's demo is creating
[02:59:06] a usability feedback survey for Instagram using Typeform. Um we've all Instagram using Typeform. Um we've all used Typeform before in the research portion of the course. Um, so today we'll be opening that up again and just
[02:59:20] continuing to use that uh but a little bit differently. We'll create a survey to gather feedback on users overall satisfaction with Instagram uh with Instagram their feature engagement, app usability, interaction with new features
[02:59:37] and suggestions for improvement. Steps to be followed are to access type form. Add a title and an introduction. Add a title and an introduction. Add an overall satisfaction question.
[02:59:53] Add an overall satisfaction question. Add a feature usage question. Add a navigation usability question. usability question. and then add a question about engagement
[03:00:05] as well as a question an open-ended question for feedback. Last but not least, we'll preview and test the survey. So, all right. Um,
[03:00:20] all right. Um, so just sharing my type form tab really so just sharing my type form tab really quick. Um, yeah, they don't really make it easy to log in, but I was here earlier and I saw
[03:00:34] this. So, I just click the sign up again and then it gives you the option to log in from there. This is not the type form account that I This is not the type form account that I want to use right now. So,
[03:00:48] want to use right now. So, give me one second.
[03:01:46] >> Yes, we can. Okay. Awesome.
[03:02:03] So, um if everyone is already logged in to because this is not All right. Maybe that'll help.
[03:02:29] Okay. I don't know why it's not letting me scroll.
[03:02:56] logged in, then we could just go to the step two.
[03:03:15] to start a new survey. So let me just drag mine down here just for context.
[03:03:40] once you create a new form, um you're going to select build from scratch. screen here, but um it may not look like that on your version. Um, but under the
[03:03:54] that on your version. Um, but under the AI prompt, you should see the um like a button or um like in a light gray box, start from scratch. start from scratch. And once you select start from scratch,
[03:04:13] introduction first.
[03:04:26] You can um I see they chose to add a statement um as their title introduction at a you can either use that or um a welcome you can either use that or um a welcome screen um if you so choose um either the
[03:04:40] statement or the welcome screen. Uh, the statement clearly explains the purpose of the survey and encourages users to provide honest and valuable feedback. Um, and I'm going to paste some text into
[03:04:56] and I'm going to paste some text into the chat just so um we can go through it just a bit quicker. Um, go through it just a bit quicker. Um, but essentially
[03:05:16] Instagram. We'd love to hear your feedback and improve our experience. This survey will take just a few minutes. minutes. So, we can start there.
[03:05:40] just wanted to temperature check. Is everyone following? Is everyone okay?
[03:06:01] Great, great, great. Thanks, guys. Um, so for step three, we're going to add an overall satisfaction question. Um, click the add content the add content and you'll see this right above um right
[03:06:14] and you'll see this right above um right above your the right above the window where you see the the questions or the survey kind of preview. You're going to select add content to your first question and then choose
[03:06:29] to your first question and then choose multiple choice in your [clears throat] experience right now. I'm going to just switch to the um
[03:06:48] to Acrobat [clears throat] really quick just to display the PDF. Um, so you're gonna choose multiple choice. Can everyone see my screen? Just to Can everyone see my screen? Just to double check.
[03:07:04] >> Yeah, we can. >> Okay, great, great, great. And then enter the following question and add these options. How satisfied are
[03:07:19] you with the overall experience on Instagram? Is it very satisfied, Instagram? Is it very satisfied, satisfied, neutral, dissatisfied, or very dissatisfied? [snorts]
[03:07:45] Just make sure you're setting it up similar to the way this screen displays.
[03:08:04] usage question. U let me know when you guys are finished with step three so I can know it's safe to move on.
[03:08:28] a feature usage question. Uh we're going to select add content again uh to add a new question and choose multiple choice one more time. or enter the following question and provide options allowing the user to
[03:08:44] select these choices. Which Instagram feature do you use the most? Um, and allowing them to select stories, reals, direct to select stories, reals, direct messages, posts, IGTV, or shopping.
[03:09:07] >> [clears throat] >> Can I get a thumbs up? add a navigation usability question. Uh
[03:09:22] select add new content again and then choose opinion scale. section of rating under rating and ranking.
[03:09:47] following [snorts] question and create a scale from 1 to five. So [snorts] once you select that, paste in the question again into the chat. Uh how easy is it
[03:09:59] again into the chat. Uh how easy is it to navigate the Instagram app? Uh one being very difficult, two uh five being very easy.
[03:10:21] just put a thumbs up and so I just know safe to move on to step six.
[03:10:34] pretty smoothly at the end. Um it would be nice to see a at the end. Um it would be nice to see a couple um how you may have created it if couple um how you may have created it if you care to share.
[03:10:50] to the the rating once again? What was what is for one and what is for five again? Sorry. Oh. Um, one was very difficult and five was very easy. >> Okay, got it. Thank you.
[03:11:06] >> Okay, got it. Thank you. >> No worries. Of course, three was um neutral. Just FYI there.
[03:11:26] All right. And then next we're going to add a question about engagement. Uh selecting add content again. Um and this time we're going to choose a yes or no. Uh yes or no is under the purple section of choice.
[03:11:50] following question. um pasting it in the chat now. Have you have you used Instagram's newest features like reals, remix,
[03:12:02] newest features like reals, remix, and collaborative post? Um and then they and collaborative post? Um and then they can answer yes or no from based on that.
[03:12:19] um if it's safe to go on to step seven or when it's safe.
[03:12:33] an open-ended ended question for feedback. Uh so once again, select your add content and then this time select long text question for detailed long text question for detailed feedback.
[03:12:48] question. Um the long text, excuse me, option under text and video. following question. What's one thing you would like to see improved on Instagram?
[03:13:05] And I [snorts] just pasted that into the chat as well.
[03:13:19] test the survey. Click the preview button to check how Click the preview button to check how the survey looks.
[03:13:31] you're testing the whole survey to ensure everything appears and works as intended. Uh by following these steps, you have successfully created a post survey for Instagram using Typeform. This survey
[03:13:45] captures valuable feedback from users with their excuse me, from users on their experience with the app, allowing the Instagram team to improve user satisfaction, optimize navigation, and focus on features that matter most to
[03:14:00] focus on features that matter most to the community.
[03:14:16] All right. Does anyone want to share their uh type form? I mean, feel free to drop a link to each other um either here or in Slack or if you feel like um showing out loud, feel
[03:14:31] you feel like um showing out loud, feel free to cam up and unmute.
[03:14:48] just went ahead and changed around some colors to make it look more Instagrammy.
[03:15:03] accessibility issues here, but I think it follow I think I see where you're going. I'm trying to like get into the Instagram color palette. Yeah, I just went ahead and looked up uh Instagram background and went ahead and
[03:15:16] Instagram background and went ahead and added it in there and then um edited the buttons to look like the color scheme. But yeah, I definitely see what you mean by accessibility. >> Yeah, other than that, it's pretty spot
[03:15:30] >> Yeah, other than that, it's pretty spot on to what we we just um went through or shared. So, good job.
[03:15:49] just took Oh, I have to make a selection. Okay, great. selection. Okay, great. Um that's a good point that um just to bring out um I did notice that it didn't necessarily tell us to require make
[03:16:04] certain fields required but um when you are making certain surveys certain fields will be required for in order for the user to move on to the next step. So make sure you're catching that as well. >> Okay. Um, and then for like future
[03:16:18] surveys too, how do you um decide which ones should be required and which ones really don't matter to your survey for future survey? Well, >> I would say it depends on your
[03:16:31] organization. Um, for example, oftent times any core identifying information is always required. So information is always required. So asking for any names, uh emails,
[03:16:45] um contact information, things that can essentially um provision like either a verified user or
[03:16:58] um making sure that you're not having duplicate users essentially. So that's the reason for like identifying information usually being required in surveys. um but also depending on the needs of the actual survey um and the
[03:17:13] what the question is kind of entailing. So for example, if you're pulling So for example, if you're pulling merchants for um Amazon and um the first merchants for um Amazon and um the first question is are you a merchant?
[03:17:29] >> Um yes or no. That would be another required question because it's required question because it's essentially um in in order to move experiences from we need merchant experiences, not
[03:17:44] people that are in merchants. So if you don't if you don't classify yourself or categorize yourself as as a merchant, then the survey wouldn't necessarily be for you. >> Okay? And then you can later on filter
[03:17:57] of going, "Oh, these people said no to being a merchant, so it doesn't really matter if they surveyed." >> Correct. Or depending on how you and I up in type form this way, too. If someone selects no to something that is
[03:18:13] a core identifying information or not, yeah, they don't enter core identifying information or says no to a question that is required to move on in the process. that there's often times where you can split the um pathway and
[03:18:31] essentially show that that user show that user a different path of like that user a different path of like hey um weren't able to um continue on with your survey because of x y and z reasons or you don't qualify. Um, I've
[03:18:47] definitely had those th that happened to me uh before. And I'll just show you really quick um what I'm talking about as far as that pathways um split.
[03:19:09] Okay. So, you can go into the workflow. So, this is the content. We've mainly worked in the content view of type form, but in the workflow, you can um
[03:19:27] it. Uh drag to another question to add branching logic. So essentially, branching logic. So essentially, if your logic is
[03:19:48] selection, right? Um after you enter your information, always go to question two. See your availability, always go to question three, right? But always go to question three, right? But say you get to question two and um I'm
[03:20:04] asking are you available on this this day at this time and if the person day at this time and if the person um
[03:20:20] is a survey that I was putting together about availability and if I ask a person to select their availability right and I'm mainly looking for people that are available on Friday, right? But anyone that selects if your availability is
[03:20:34] Wednesday, um then you go to the next question, right? Then you go to question four. Um add condition um and if your availability
[03:20:47] is Saturday, availability is Friday, then go to question four. Um,
[03:21:02] or if your availability is Wednesday.
[03:21:18] It has to be split up. So maybe it's well, excuse me. I have to structure it differently just for the sake of this example. All right, scratch all of that. >> But I can see what you mean is like saying that if they chose the wrong
[03:21:31] answer, you can then immediately put them to the end of the survey and tell them, "Oh, well, this is this is it. If you're not available Friday or Wednesday, >> right?" So, like say if my optimal date
[03:21:45] >> right?" So, like say if my optimal date was Friday and I'm saying like if your availability is Wednesday or Saturday, then we're automatically defaulting the end of the survey. >> And um this could be a provision screen
[03:22:01] as well, like hey um it doesn't necessarily have to be like the default necessarily have to be like the default end. It could be um
[03:22:15] just for context, it can be um a statement screen that you include um that's saying, "Hey, thank you for your time and availability, but we um we cannot continue on, you know, surveying you for XYZ reason."
[03:22:34] Cool. Um, I know that was a bit wonky at Um, I know that was a bit wonky at first, but was did that clarify things? lot of sense and also opens up another avenue of using these survey forms.
[03:22:51] avenue of using these survey forms. >> Yes, definitely. Definitely. I actually was taking a survey the other day and day and I want to say it was
[03:23:04] was a platform that you can um upload your skills and your like projects to your skills and your like projects to and stuff. And they had a um different branch or like a different wing that they wanted to like see if
[03:23:20] wing that they wanted to like see if people could like qualify for. Um, on the platform long enough or I hadn't been using the platform long enough to
[03:23:34] um qualify. So once I selected how long I was using I've been using a platform, it kind of like just kicked me out of the survey and just said, "Hey, thank and it told me right away, like soon as I pressed the answer, I said, "Yeah,
[03:23:49] you're um unfortunately you're um we cannot continue with your survey," >> which is also really nice. Oh, sorry. Go ahead. >> No, you're fine. Go ahead. Oh, I was just going to say that that's
[03:24:04] surveys you'll go through the entire thing and then that's at the very end that it goes, "Thanks for your time. Uh, really didn't like it didn't qualify or like you didn't meet the standards based off of like something you answered in
[03:24:17] off of like something you answered in the third question." like wasting your time. >> Yeah. Exactly. >> No, that makes a lot of sense. And I I clicked on I believe this is cat
[03:24:33] And I I clicked on I believe this is cat survey. It looks good. Um Mhm. I think the accessibility is there as far as the um
[03:24:47] color scheme that you chose. So good job there. there. I see um this question it gave you one through 10.
[03:25:04] Um at some point maybe add still add like a neutral point so that um people like a neutral point so that um people would know like I fell in the middle so to select like I guess five or six. But that was pretty much all I caught.
[03:25:19] Good job. And then let me click Meg's because she dropped it in as well. because she dropped it in as well. Oh,
[03:25:31] then um for things look very clean and simple. Um I was just saying to maybe add the neutral in the middle and then other than that it was pretty straightforward. Um I think it's accessible.
[03:25:47] Um I think it's accessible. Looks good. And then Meg. Um I mean I really like the background that you chose. the background that you chose. So good job there.
[03:26:06] the neutral and the scale questions look like they were structured questions look like they were structured clearly. Um,
[03:26:22] just invite maybe um just because you can afford it with the lightness of the background. Um, I would just maybe lighten the overall like
[03:26:34] selection background just a little bit. um just background just a little bit. um just it'll probably give you a bit more um like of a a lighter feeling like like the way the background feels um in the
[03:26:48] survey. Other than that, good job. >> Right. Thank you. >> And then getting us back into our lesson.
[03:27:08] interviews. So, what are user interviews? User interviews involve one on-one conversations between a researcher and a user. The primary objective is to gather detailed feedback and understand the
[03:27:23] user's perspective regarding a product or service. The format of user interviews can be classified into three broad categories which are as follows. On a scale of one to five, how easy was it to start
[03:27:38] to five, how easy was it to start tracking and work out? Um, and it's a structured interview. It's a predefined set of questions asked in a specific And then if someone were to say, can you walk me through how to start tracking a
[03:27:53] workout? What would have made starting the workout easier for you? This is a semistructured interview. It's a mix of predefined questions and open-ended follow-ups. And then third, uh, if you were to say,
[03:28:09] tell me about your experience using the workout tracking feature. What did you like most about tracking your workout? This is an unstructured interview uh conversations without a list of questions allowing for natural natural
[03:28:24] questions allowing for natural natural flow and in-depth exploration product evaluation. There they are essential for gathering
[03:28:38] qualitative insights that guide product development. Conducting user interviews to assess products is crucial for understanding user needs and goals. understanding user needs and goals. Um,
[03:28:54] goals, uh, we want to begin by identifying pain points, uncover challenges users face to enhance product alignment with their needs. Uh, next we want to clarify goals, understand what users aim to achieve, guiding design and
[03:29:10] functionality. And then next you want to gather contextual insights uh by gather contextual insights uh by exploring user context uh you learn the environments in which users engage with and products product for tailored
[03:29:25] features. And then next you want to identify usage patterns by optimizing workflows by using by excuse me by understanding real [clears throat] And then next, you want to validate
[03:29:41] product features um feature relevance. Assess if existing features meet user expectations. You also want to prioritize enhancements by discovering which features are most important to guide development development
[03:29:56] guide development development priorities. discovering usable usability issues, identifying frustrations to inform
[03:30:12] usability improvements and then gauging satisfaction is understanding user satisfaction and emotional responses to shape product. Uh collecting feedback on prototypes is when we test concepts early, gathering
[03:30:28] early feedback on prototypes to refine ideas before development. And then we would want to iterate based on feedback. Um enable rapid adjustments
[03:30:40] based on user input. And then next we have building empathy And then next we have building empathy and user user centricity is fostering an understanding where we engage with users. Um it builds
[03:30:55] empathy for a better design decisions. And then we want to support collaborative design, encourage team collaboration to create user collaboration to create user user resonant solutions.
[03:31:17] Use case of user interviews. We are going to go over Slack. Um, and pretty much by now we've all have been using Slack at least if not in other endeavors definitely for this course. Um, Slack enhances its features by
[03:31:30] conducting user interviews in its early stage by conducting user interviews in its early stages to understand workplace communication issues. Uh through these interviews they discovered that teams needed an easier way to to collaborate
[03:31:45] and share files which led to development as a userfriendly messaging platform. as a userfriendly messaging platform. Uh Dropbox uh you used user
[03:31:58] Dropbox used user interviews after launching its file sharing service to gather feedback on usability. uh interviews related, excuse me, interviews revealed that users were having trouble understanding how to
[03:32:12] share files easily and as a result, Dropbox simplified the user interface to make sharing and collaboration more intuitive.
[03:32:25] research methods for gathering qualitative insights that help designers and researchers understand user experiences, behaviors, and motivations. A good example here is that Dropbox's user interviews reveal challenges with
[03:32:41] organ organizing and collaborating on shared files leading to the development of business excuse me Dropbox business and enterprise with improved features and enterprise with improved features for businesses.
[03:32:59] for usability evaluation are conducting interviews for usability evaluation can interviews for usability evaluation can yield valuable insights into user experiences. But researchers often face challenges
[03:33:13] such as closed or narrow questions limit user insights leading on biased questions skewed feedback. And then slack or excuse me lack of
[03:33:25] probing leads to super superficial answers. Over reliance on hypothetical answers. Over reliance on hypothetical scenarios. Um users struggle to share
[03:33:38] detailed experiences. Missed opportunities from lack of follow-up questions. Complex and lengthy questions uh confused users. And then poor poorly structured interviews cause fatigue and frustration.
[03:33:53] These are some key things to remember when you are um conducting an interview when you are um conducting an interview or preparing for one
[03:34:06] interviews. Here's some expert tips. Overcoming challenges in usability interviews requires practical strategies such as start with an open-ended questions to gather detailed user insights.
[03:34:19] insights. Avoid leading or biased questions to Avoid leading or biased questions to keep responses neutral.
[03:34:32] exploration. Focus on real experiences, not hyp not hypothetical scenarios. And then encourage storytelling to And then encourage storytelling to uncover user journeys and pain points.
[03:34:47] And then ask follow-up questions to clarify and expand on responses. Keep questions short and simple for better understanding. and then structure questions logically to ensure a smooth interview flow.
[03:35:19] A gaming company wants to understand player A gaming company wants to understand player satisfaction with new features. The researcher has a few prepared questions like how do you feel about the
[03:35:33] questions like how do you feel about the new reward system from the [clears throat] actual thing. I think I messed that up.
[03:35:46] asks questions like, "How do you feel about the new reward system?" But allows players to share their own thoughts and adds follow-up questions based on their responses. Which type of interview format is being used? Is it a structured
[03:36:04] interviews, b semistructured interview, or c b semistructured interview, or c unstructured interview?
[03:36:19] I see how many people by show of hands, how many people say the answer is C? Yep, the answer is B. So B, semi-structured interview. And
[03:36:33] here's why. The re the researcher has prepared questions. Um, this rules out prepared questions. Um, this rules out unstructured. Uh the researcher also the researcher allows players to share freely and adds follow-up questions.
[03:36:47] freely and adds follow-up questions. This is key to a semistructured format. And then a structured interview would stick strictly to a script with no um stick strictly to a script with no um deviations. So
[03:37:09] specialized interview methods and usability research. usability research along with core interview types. Here are some
[03:37:21] specialized methods for gathering deeper, more spec specific insights into usability evaluation. First, we have contextual >> Oh, >> you're uh Yeah, sweet.
[03:37:35] >> Cool. Just to bring us back a bit, um I was going over specialized interview was going over specialized interview methods and usability research. are some specialized methods for gathering deeper, more specific insights
[03:37:51] into usability evaluation. First, we have contextual inquiry, have contextual inquiry, uh retrospective interviews, and then comparative interviews. What is contextual inquiry? It is a
[03:38:06] method that involves [snorts] involves observing and interviewing users in their natural environments while they perform real tasks.
[03:38:20] And this example is saying, can you show me how you export this type of data? Then ways to conduct contextual inquiry. Imagine you you're designing at WhatsApp
[03:38:33] and you want to evaluate the app's usability through contextual inquiry. Here's how you can conduct it effectively. One, observe the user in real time. Watch how the user interacts in the app
[03:38:48] with the app during their typical workflow and then ask open-ended workflow and then ask open-ended questions. uh while observing ask while observing ask questions like why did you use the search bar instead of scrolling
[03:39:03] processes. And then last but not least you want to document actions, challenges and feedback. You want to record observations systematically using a table for uh
[03:39:19] yeah systematically using a table for clarity. observer. Avoid influencing the user's behavior behavior. Only ask for
[03:39:33] clarification when necessary. And then analyze your notes post session. Look for patterns, reoccurring challenges, and insights that could help that could and insights that could help that could highlight usability issues.
[03:39:48] Uh translate insights into actionable design changes. a prop propose improvements based on your findings to enhance user experience
[03:40:00] and then documenting user observations for contextual inquiry. Here's an for contextual inquiry. Here's an example of how to system systematically record user actions challenges and
[03:40:13] feedback during a contextual inquiry. Say your task is to send a message. Uh Say your task is to send a message. Uh your action would be open open the app navigated to chats. Uh some challenges would be took time to find this specific
[03:40:28] chat. And then feedback could be it's hard to quickly locate old chats. Uh some suggestions for improvement could be implement a chat search or a pin feature. And then just to uh continue reading
[03:40:42] them. uh searching uh if your task was searching for a contact um you could use the search bar. Um if there weren't any challenges, you could just put no challenges, you could just put no issues. And then for user feedback,
[03:40:57] convenient. And you can say highlight frequent highlight frequently searched contacts um as a frequently searched contacts um as a suggestion for improvement.
[03:41:11] And your next task would be to send sending a voice note. Um your user action would be pressed and held the mic button. Your challenges may be struggled
[03:41:23] button. Your challenges may be struggled with holding button too long. with holding button too long. And then your feedback you could say I And then your feedback you could say I wish there was a lock for voice notes.
[03:41:36] And it also say add a lock feature for voice recordings as a
[03:41:48] Um if your task is to change your profile picture, you would want to navigate to settings um and then update updated photo and challenges could be is confused about saving changes. Um, and the
[03:42:05] feedback is there's no clear save information. Uh, and then provide a clear save changes prompt would be your suggested improvement.
[03:42:21] interview? It is a method used to gather detailed insights about user experiences detailed insights about user experiences after they have completed a task or after they have completed a task or interaction with a product.
[03:42:34] Ways to conduct retrospective interviews are building on your ability your excuse me your usability research. Retrospective interviews help you gain deeper insights by asking users to reflect on their past experience
[03:42:48] experiences with the app. Here's how you can effectively use this method. can effectively use this method. Um start by asking users to reflect on real experiences. um encourage users to recall specific instances when they use
[03:43:04] the feature. For example, can you describe the last time you updated your status? Uh next you have focus on specific Uh next you have focus on specific scenarios like dive deeper
[03:43:16] into task or in dive deeper into task or challenges uh users have faced and then ask questions like what steps did you take to ch to change your status privacy privacy settings.
[03:43:31] Next you would want to gather feedback on what worked and what didn't. Uh use open-ended prompts to explore positive and negative aspects. For example, excuse me, for instance, what did you find most useful or what frustrated you?
[03:43:53] Record user feedback in a clear structured format, noting actions, challenges, and suggestions. And then next, you want to identify patterns across interviews uh by looking for reoccurring, excuse me, recurring themes
[03:44:08] or pain points such as users consistently struggling with the same feature. You also want to use feedback to propo to propose design changes. Uh based on insights, suggest improvements to address challenges and
[03:44:24] enhance the user experience. This is really helpful um when you're talking with your stakeholders and trying to suggest things. Having um suggest things. Having um this uh insight and detailed feedback um
[03:44:38] is really helpful to pair that up with your potential solution. Uh based on your potential solution. Uh based on this insight and this data um this insight and this data um users may um benefit from X Y or Z
[03:44:52] users may um benefit from X Y or Z experience. So just some insight there. and then documenting retrospective interviews um feedback. Here's a structured approach to capturing user feedback, challenges, and
[03:45:07] suggestions during retrospective interviews. I say the feature is interviews. I say the feature is updating is updating status. Uh the feedback could look like the interface looks clean and simple while challenges
[03:45:20] look like found privacy settings hard to locate. You could say add a shortcut to privacy settings on the main screen as a suggested improvement. Next, you can if your feature or task is changing profile picture, um your
[03:45:37] feedback could say it was easy to update my picture. Uh challenges could be uh confused about saving saving changes. And then if you were uh
[03:45:51] trying to provide a clear, excuse me, your suggested improvement could be um provide a clear save changes provide a clear save changes confirmation me message.
[03:46:03] If your feature or task is sending voice notes, your user feedback could be on the audio quality saying it was good. Uh, your challenge could be uh struggled with holding the mic button too long. And then uh add a lock option for
[03:46:21] recording voice notes could be your suggested improvement. And then if you were searching for contacts, your feedback would look like the search bar works quickly. Your challenges you could be could be no
[03:46:36] challenges. And then if you have no challenges, therefore you may not have challenges, therefore you may not have any suggestions for improvement.
[03:46:48] comparative interviews. Um and then we'll take a quick break after this. Uh comparative interviews are a method for comparing multiple products, designs or features by asking participants to share their their preferences, experiences and
[03:47:04] thoughts on each. uh we have WhatsApp and then Telegram. In addition to understanding user behaviors within WhatsApp, it's a it's
[03:47:18] valuable to see how they how the app stacks up against competitors like Telegram. Here's how to conduct them effectively.
[03:47:32] task on both apps. Ask them to complete identical tasks like sending a group message or sharing a document. Prompt users for immediate reactions. Encourage them to share preferences after each task. For example, which app
[03:47:48] after each task. For example, which app made it easier to share the document and then focus on specific feature comparisons. comparisons. Evaluate features like media sharing,
[03:48:00] Evaluate features like media sharing, group management, or privacy settings. and then document preferences and challenges. Record responses in the in a table to highlight differences. Analyze feedback for key trends.
[03:48:15] Identify patterns and what users found intuitive or challenging. And then use insights to enhance WhatsApp. Improve weaker areas by adopting best practices from competitors.
[03:48:36] And then if your feature is sending group me sending a group message uh your WhatsApp feedback could be it was quick to navigate but hard to edit while your telegram feedback could look like it's easy to navigate and edit messages. Um,
[03:48:50] be Telegram and the suggestions for improvement would be improve message editing would be improve message editing functionality.
[03:49:04] document um on WhatsApp you found a simple intuitive um a simple and intuitive file selection while on Telegram you found the faster
[03:49:17] upload but less intuitive file management. So your preference was management. So your preference was WhatsApp. Uh your suggestion could be um WhatsApp. Uh your suggestion could be um optimize file upload speed.
[03:49:30] And then if your feature is voice messaging, uh your you your WhatsApp feedback could look like clear audio and intuitive mic button while your Telegram feedback could look like voice lock option but inconsistent audio quality
[03:49:45] and therefore your preference would be WhatsApp. the suggestions for improvement um are add a voice lock feature and then um are add a voice lock feature and then if your task was group group management
[03:49:59] um basic tools easier for beginners would be your WhatsApp feature excuse me your WhatsApp feedback and then your telegram feedback may look like advanced admin controls and flexible settings so
[03:50:15] your users's preference u may depend on and their needs. And then your suggestion for improvement could look like offer more admin could look like offer more admin controls while maintaining simplicity.
[03:50:37] your team wants to gain insight into how users interact with a recently updated feature on your app. You aim to understand users actual experiences and challenges in
[03:50:52] actual experiences and challenges in real life scenarios. Which method would be most be the most suitable for this purpose? Is it A comparative interview, purpose? Is it A comparative interview, B contextual inquiry, or C retrospective
[03:51:06] B contextual inquiry, or C retrospective interview? So preparing for user interviews. Follow these six essential steps to effectively prepare for user interviews and gather valuable insights. First, we
[03:51:20] want to define your survey objectives. Uh draft questions. Third, uh select participants. Fourth, schedule interviews. Fifth would
[03:51:33] step would be set up the environment. And then six, plan logistics. So to further elaborate, define your survey objectives is essential. It is an
[03:51:46] essential step to ensure that a survey gathers relevant and actionable insights. Here are some steps to define the survey objectives. Uh first being identify goals. Clearly define what you want to achieve within the survey. Um, a
[03:52:01] quick example of that is you might want to understand user satisfaction with a to understand user satisfaction with a new feature and then gather insights for a redesign or evaluate the usability of a product.
[03:52:14] And [snorts] then second, you want to determine specific information and needs. Uh, outline the specific data you need to collect to meet your objectives. And then third, prioritize objectives. Decide which objectives are most
[03:52:28] important. If the survey has multiple goals, uh this helps streamline goals, uh this helps streamline questions to avoid respondent questions to avoid respondent fatigue and keep the survey focused.
[03:52:44] interviews by drafting questions. Here are some drafted questions for user interviews designed to gather insight to gather insights on usability, pain points, and potential improvements. uh gather, [clears throat] excuse me,
[03:52:58] general background and role. Uh for example, can you tell me about your role and what it involves? And then um current product or service
[03:53:11] experience. For example, how do you usually interact with products or services during your work or daily activities? What pain points and activities? What pain points and challenges? Um an example of that is
[03:53:23] what challenges have you faced while using um said product or service? expectations. A good example of that is what inspired you to start using that
[03:53:37] product or service. And when you're seeking feedback on specific features, good example of that is can you share a time when you used um what specific feature? And then what was your experience like?
[03:53:52] And the next competitive analysis and alternatives. Have you used other similar products or services? How would you describe your experience with them?
[03:54:08] participants. Step one, identify audience segments. uh you want to focus on demographics like age, gender, location, education, occupation, and income level. Your psychoraphics such as interest, values,
[03:54:24] attitudes, and lifestyles. And then behavioral factors like usage And then behavioral factors like usage patterns, purchasing behavior, loyalty, and engagement levels. And then step two, you want to define
[03:54:40] And then step two, you want to define the selection criteria. Um, relevance is ensuring the audience you select has direct relevance to the objectives of your survey. Uh, your experience [snorts] level. Um, determine whether
[03:54:54] you need feedback from novice users, experienced users, or a mix of both. And then your user type. Decide if you need feedback from specific types of
[03:55:06] users such as firsttime users, returning users, or frequent users. And then uh recruit participants. Enhancing CERS or users. Use your
[03:55:18] Enhancing CERS or users. Use your database to identify and reach out to current customers or users who fit your criteria. social media and online communities. Uh le use of social media
[03:55:32] online communities. Leverage social media platforms, forums, and online communities related to your product or industry to find potential participants. Uh then step six is you want to validate your selection. Um pre-screening survey
[03:55:48] is use a short pre-screening survey to ensure participants meet the criteria before they take the main survey. And then uh last but not least is pilot
[03:56:00] testing. Conduct a pilot test with a small group from your selected audience to ensure they understand the questions and can provide valuable feedback.
[03:56:15] interviews by scheduling. Scheduling [snorts] is a key aspect of planning and conducting interviews, especially when managing multiple especially when managing multiple participants timeliness and resources.
[03:56:27] Uh some tips to follow are allocate appropriate time and include buffer appropriate time and include buffer times. Uh provide flexible time slots and then send timely invitations and reminders.
[03:56:40] Some tools um include Google calendar and Calendarly. Uh preparing for and Calendarly. Uh preparing for interviews. Set up the environment. Setting up the environment for user interviews is essential to create a
[03:56:53] interviews is essential to create a comfortable and conductive atmosphere for participants. Here are steps and steps to set up the ideal environment. Uh you want to start by choosing the right location. Uh
[03:57:08] gathering necessary equipment. Uh testing your setup. preparing the testing your setup. preparing the interview space ensure confidentiality and then set the atmosphere as well as maintain friendly a friendly demeanor.
[03:57:24] Uh some of the logistics include um logistics and user interviews refers to the planning, coordinating and managing of all practical details required to conduct effective and efficient interviews. Some tips to
[03:57:39] follow are prepare and test recording tools, use transcription and notetaking tools, use transcription and notetaking software, obtain consistent and maintain excuse me, obtain consent and maintain privacy,
[03:57:54] managing time wisely, have a backup plan for technical issues, and then when it comes down to conducting the interviews,
[03:58:06] some techniques for conducting the interviews. Um, conducting effective interviews requires a mix of preparation, communication skills, and adaptability. Here are key techniques to help you conduct
[03:58:20] successful interviews. We can start with a strong introduction, create a comfortable environment, use active listening, ask open-ended [snorts] and then ask open-ended questions.
[03:58:36] Um, we also want to be neutral and non-judgmental, be flexible and adaptable, manage time efficiently, excuse me, time effectively, and then clarify and summarize.
[03:58:52] Some best practices for conducting interviews are to ensure you obtain valuable and unbiased information. It's essential to follow best practices. Here essential to follow best practices. Here are some key practices to keep in mind.
[03:59:06] Prepare thoroughly. Define clear objectives. Create a discussion guide and understand your participants backgrounds. Choose the right participants. Recruit a diverse set of users who represent your
[03:59:21] excuse me, who represent your participants and have relevant experience. And then fostering comfort. Build rapport. Maintain neut neutrality and respect participants
[03:59:36] time. Use effective questioning. Uh ask open-ended neutral questions. Avoid leading questions and encourage storytelling for detailed responses. Practice active listening. Listen
[03:59:53] attentively. Ask follow-up questions and clarify ambigu ambiguitities clarify ambigu ambiguitities to ensure a clear understanding. And then record and take notes. Get consent to record, take notes, and capture
[04:00:08] non-verbal cues for a comprehensive data collection. assumptions and keep personal opinions out of the conversation to ensure
[04:00:21] unbiased feedback. Adapt and be flexible. Adjust questions based on participants responses to explore unexpect unexpected topics. And
[04:00:33] then summarize and validate. Summarize key points periodically to confirm key points periodically to confirm understanding and validate insights. understanding and validate insights. And then we have another quick check.
[04:00:47] A company is developing an educational app targeting high school students. They want to conduct interviews to understand how users perceive the app's design and functionality. They need to identify specific audience
[04:01:03] segments to gather the most relevant feedback. Which factors would be most relevant when identifying audience segments for these user interviews? Is it A income level and occupation? B age group and
[04:01:20] education level, C psychoraphics and behavioral factors, or D experience and educational experience with educational apps.
[04:01:35] it's it seems to be uh coincide with the theme today. Um the answer is B. Uh age group and educational level. Here's why. Uh when segments segmenting users for an
[04:01:47] educational app targeting high school students, the most relevant factors are the ones that directly define the diff and differentiate that audience. Age group helps your uh helps you segment freshman versus seniors which
[04:02:01] affects needs and behaviors. Educational level identifies where they are academically, their curriculum needs and their learning context. And then why not the others? Um a income and level and occupation not relevant
[04:02:16] and level and occupation not relevant for high school users. Psychoraphics and behavioral factors are useful in marketing but secondary for core usability segmentation at this stage. And then D is an experience with
[04:02:30] educational apps is helpful as a sub as a subsegmentation but not a primary factor when the target population is defined mainly by school level. So good job there guys. Um I feel like you all got it right. I think everyone has been
[04:02:46] got it right. I think everyone has been consistent with B. Um, usability. We're going to get into usability inquiry techniques and focus on focus groups.
[04:02:58] on focus groups. So, what are focus groups? It is a usability inquiry technique where a small carefully chosen group of people gather to discuss a specific topic, product, service, or marketing campaign.
[04:03:14] Who is involved in a focus group? A focus group includes key roles to ensure productive discussions and valuable outcomes. We have a moderator.
[04:03:29] other screen. Thank you. >> Thank you. As soon as you said my name, I said, "Oh, I know." I'm just going to go back a little bit just to backtrack. go back a little bit just to backtrack. um the slides that um I was moderating
[04:03:43] and um or facilitating and didn't display. So, uh usability and inquiry techniques. We're going to go over focus groups now. Uh what are focus groups? It is a usability inquiry technique where a small carefully chosen group of people
[04:03:59] gather to discuss a specific topic, product, service or marketing campaign. Uh when we now we're discussing who is involved in a focus group. A focus group
[04:04:11] involved in a focus group. A focus group includes key roles to ensure productive discussions and valued outcomes. For example, a moderator. They lead the discussion. Uh they keep it on track and ensure all participants contribute. And
[04:04:25] then participants uh six to eight participants is usually key. They represent the target audience and they share they share their experiences, opinions and suggestions. And then you want a note taker, a notetaker or
[04:04:39] observer. They record key points, user user quotes and observe body language or non-verbal cues. And then conduct steps to conduct
[04:04:52] a focus group or usability inquiry. Um set usability objectives. Define the usability aspects you want to explore such as ease of navigation, feature accessibility, or overall user satisfaction. Um, some specific goals
[04:05:08] satisfaction. Um, some specific goals are to help guide the focus group and are to help guide the focus group and keep discussions relevant. Um, step two would be to recruit participants. Choose a mix of users that represent your
[04:05:21] a mix of users that represent your target audience. Ideally, select users with a range of experiences with the product from beginners to more advanced users to capture diverse perspectives. Uh, third, you want to develop a
[04:05:35] Uh, third, you want to develop a moderated guide. Um, create a guide that includes open-ended questions and prompts focused on usability. Questions could include, what did you find difficult to use in the product?
[04:05:48] How did you feel about navigating through the product? And then for step four uh facilitate the discussion. Uh the moderator's role is crucial here. They should guide the discussion without influencing
[04:06:02] opinions without influencing opinions. Um encourage quieter participants to share and ensure that dominant part personalities don't overshadow the group's input. And then
[04:06:18] step five, record and analyze data. After the session, review recordings, transcripts, and notes to identify common usability themes. Look for re
[04:06:30] look for recurring issues, suggestions for improvement, and shared user pain points. And then step six, present findings, And then step six, present findings, summarize key insights, and provide
[04:06:43] summarize key insights, and provide actionable recommendations. with evaluating the user feedback on the interactive fashion app. The app
[04:06:55] features a variety of shopping related services including product browsing, purchase options, and gamify rewards and interactive micro interactive micro interactions
[04:07:11] designed to improve user engagement and retention. Your job is to gather insights from users who have used the app and assess their experience from ease of navigation to engagement with the reward system. This will help you
[04:07:27] refine the app's design and feature set based on user behavior and preferences.
[04:07:39] form. Um, if you still have the tab open, feel free to just, um, create a new form. Um, and then select start from scratch. If you don't have the app open,
[04:07:51] um, open it up again or the platform open, excuse me. Open it up again and then, um, do the following steps. Create a new form and then start from scratch. a new form and then start from scratch. And I just put a thumbs up in the, um,
[04:08:04] when you're done, just so that I know like it's safe to move on to the second like it's safe to move on to the second step.
[04:08:21] last one during the steps, but we'll be okay. Thank you. Um a few more seconds and then we'll [clears throat] move on.
[04:08:46] Um, add elements to each section. First, we add elements to each section. First, we want to add an introduction and a title. Um, add an overall [snorts] satisfaction question. and then add an ease of
[04:09:00] navigation question, open-ended question, a feature engagement, gamification or micro interactions question, and then suggestions for statement. So, essentially, we're building out all of our sections right
[04:09:14] building out all of our sections right here. Uh, give me one second. I'm trying to swap my screen so I could at least show a little bit. Created a new form. We started from scratch. Um
[04:09:28] to add an introduction and a title, we're going to start with the statement section. Um and this is where I said you could start with the welcome screen as well, but um in the example that they're
[04:09:41] giving in the starting with the statement section. Um chat again for you all just to kind of fasttrack it a little bit. But
[04:09:56] essentially, you're adding um your thank you statement here. Thank you for using the interactive fashion app. Your feedback helps us improve the app and feedback helps us improve the app and provide a better shopping experience.
[04:10:18] content to the first question and then select to the first question and then select multiple choice.
[04:10:31] Once you select multiple choice, you're going to input which feature do you use going to input which feature do you use most. Is it product browsing, virtual tryons, gamification features like earning
[04:10:44] points or your checkout process or others? Sorry, I was just trying to see what this question was. Um,
[04:11:03] also rearrange this, but um, just bear with me really quick. Just add another with me really quick. Just add another question um, after the thank you say um, thank you for using the
[04:11:15] interactive fashion app. at a question that says um are you satisfied with our with what is it with the with this fashion
[04:11:29] app? And then it could be a yes or no. Um,
[04:11:44] or you can say, "Do you enjoy using this app?
[04:12:35] So, I just pasted that in the chat. Hopefully, that's clear. Um,
[04:12:49] we're going to go into the opinion scale. Um, you're going to select a new new content and then go into the opinion
[04:13:01] scale and then enter the following question and scale from one being very difficult to five very easy and then don't forget three as your neutral. Um,
[04:13:13] don't forget three as your neutral. Um, how easy was it to navigate the app?
[04:13:34] question, their first three questions, feel free to give me a thumbs up so I feel free to give me a thumbs up so I know it's safe to move on.
[04:13:53] >> yes >> in the instruction up there it says one is very difficult and five is very easy but it's vice versa in the in the form but it's vice versa in the in the form itself is one is it very difficult or is
[04:14:07] it the other way around? Ah, I just noticed that Ah, I just noticed that I usually see it the way it's displayed
[04:14:19] on the actual screen, like one being very easy and five being very difficult. So, I would suggest going with that scale um scale um >> just for the sake of like what's
[04:14:33] normally out there, but it's probably just like a typo on the from the thing, but yeah, I just wanted to confirm. Thank you. even catch that myself. I was just like, h okay, I did think the something
[04:14:48] arrangement was a little off, so maybe it was something along those lines as >> Yeah, >> but um thanks for catching that. When I put in the very easy, neutral, and very difficult, they're kind of
[04:15:04] and very difficult, they're kind of staggered one like like in a column at the top of the one. I'll put it like a little screenshot in a chat room. How do you make it so that they're below the numbers
[04:15:18] or is anyone having the same thing as me? me? >> Let me see. I mean, not a big deal, but >> Let me see. I mean, not a big deal, but I'm popping it in right now
[04:15:30] in the chat room. That's what I'm getting. I'm like looking and I don't see any other options.
[04:15:45] other options. >> Let me see. Um because I can see Yeah, it's like listing it out for you. Um
[04:16:05] I'm kind of looking and I don't have like really like um a way to switch it. like really like um a way to switch it. It doesn't really
[04:16:19] >> This is opinion scale. Um, so
[04:16:34] hand column on your screen, did you type in the labels for the respected buttons or >> um
[04:16:53] >> Is everybody else getting them in the middle or no? like below the numbers or is it just me? >> I'm getting the same thing as you. >> And you're typing them over here. >> So, this is uh I put in the chat room uh
[04:17:07] >> So, this is uh I put in the chat room uh my far far right um look and there's no my far far right um look and there's no really um way to switch it. I don't see really um way to switch it. I don't see any um options.
[04:17:44] It could be based on screen size is what I just kind of tested to see. So, um, if I'm on desktop view, did did you change yours to
[04:17:57] desktop view or like try make >> I'm viewing it on a desktop and I just made it bigger. It did not switch.
[04:18:09] made it bigger. It did not switch. >> Uh, I mean, because I removed the zero and just one through five. >> Yeah, this was just me trying to see the example for Joanna is not the actual
[04:18:25] survey that we're working on. >> Yeah. don't really >> No worries.
[04:18:39] >> So, did you just make the SC screen bigger? bigger? No, there's an icon I guess where Anusha was showing us that desktop right there. So if you click between mobile and
[04:18:53] desktop, it will flip it. >> I am in desktop view. >> Can you share >> and then Okay, now I'm in mobile view and it switched. >> Yeah. [laughter]
[04:19:07] >> Yeah. [laughter] >> Okay. So it's in the mobile view that it >> Okay. So it's in the mobile view that it switched for me. >> No worries. >> Interesting.
[04:19:26] >> Oh, there's an issue with accessibility here.
[04:19:38] buttons. So this is also a good way to check too um when you guys are designing check too um when you guys are designing and um making surveys of like just making sure that you don't have any uh text or content or um accessibility
[04:19:53] issues and it's a quick fix um if you do. So just a heads up there. Uh let me get back into the guided practice. Um,
[04:20:08] back into the guided practice. Um, back into Acrobat. Okay. And what was the last thing I pasted into the chat? How easy
[04:20:23] was it to navigate the app? So, I feel like we got that one down for the most part. Um, the next is long text. Um, we're going to add an open-ended question. So, choose long text when you um and then
[04:20:40] choose long text when you um and then ask an open-ended question. Um, enter the following question. What if anything what if anything made navigating the app what if anything made navigating the app difficult or confusing?
[04:21:13] Uh, then step five, 2.5, excuse me, would be to add feature engagement, uh, like gification or micro interaction questions. Uh, selecting add content
[04:21:25] again and this time choosing multiple choice. The question that we're [snorts] prompted to include are is which interactive feature did you engage with the most? Um, is it the points reward system,
[04:21:39] interactive product tryons, micro interactions, [snorts] or swipe gestures, um, or social sharing features? And your screen should look something like this.
[04:21:52] Something like this. Um the options below
[04:22:12] setting up uh what is this 2.5 let me know so I can paste in the next prompt and make sure I'm not going too fast.
[04:23:44] Does does anyone have any questions or need any support? Um the question the question before this one
[04:24:01] before the um interactive >> that one that's what I was >> Yeah. >> Okay. Thank you. I was just missing that last part of it. Thank you. I got it.
[04:24:15] Thank you. I got it. >> No, no worries.
[04:25:02] in. Um the opin the next one is an opinion scale. um one being not engaging and then the five is highly engaging. So I'm going to paste that in the chat as
[04:25:14] well. Um Um and then scale from 1 to 9 to 10. and then scale from 1 to 9 to 10. Cool.
[04:25:50] All right. Awesome. We got some people that are that are finished. So, I can go to the next one, I would imagine. Uh
[04:26:03] go to the next one, I would imagine. Uh the next one is this time we're going to choose long text.
[04:26:15] The copy or content that should coincide improvements would you like to see in the app?
[04:26:52] And then next we're going to click on add content and choose opinion scale.
[04:27:08] not likely and five being very likely. Uh how likely are you to recommend this Uh how likely are you to recommend this app to others?
[04:27:23] And then I'm just going to drop the scale in there as well. And then let me know how you guys are doing with that one.
[04:27:47] good. Does anyone need any support or have any Does anyone need any support or have any questions?
[04:28:12] more content. And we have another opinion scale. How satisfied are you with your over overall experience using the app?
[04:28:34] And then one being very very unsatisfied to satisfied being five. And I'll paste to satisfied being five. And I'll paste that scale as well so you guys can have that scale as well so you guys can have it.
[04:29:14] we can add a thank you statement. Click add content and choose statement to add a thank you statement. That could look something like thank you for your feedback. Your input will help us to improve the app and make your
[04:29:29] us to improve the app and make your shopping experience better. step, uh feel free to um give me a thumbs up and so we can
[04:29:45] um give me a thumbs up and so we can preview and test your survey. don't see a thank you screen is welcome screen. The one that I need I need to um
[04:29:58] click to add. Thank you. Uh, no, you can click. >> Okay, got it. Sorry, missed that part. >> No worries. >> No worries. >> No worries.
[04:30:19] your questions by type, you can evaluate user feedback through comprehensive post survey in type form and gather valuable insights to improve the interactive fashion app. So hopefully that was helpful. Um, and feel free when you're
[04:30:35] helpful. Um, and feel free when you're finished um to once again um let me swap my screen just so I can further emphasize this.
[04:30:55] accessibility. um making sure that all your uh items are clear. I have like one issue in this this particular document and um I
[04:31:07] this particular document and um I believe the way buttons look. It said my buttons weren't um
[04:31:24] accessible. Uh so just make sure you check your accessibility and um go from there. Guys, I Guys, I invite you all to drop your uh surveys
[04:31:39] invite you all to drop your uh surveys um into the chat when you're done and or Slack uh just so you guys can um get some feedback from each other. um not necessarily on what the survey would entail um but more so like design
[04:31:55] feedback on accessibility um functionality of certain things um help clarify any issues that you may have had.
[04:32:15] just end the survey, it will add an end statement.
[04:32:30] I accidentally clicked. So, I'm thinking, why do I have two of them?
[04:33:48] Did everyone make it to the thank you screen? How do you add uh photos to like if you wanted like to add a photo?
[04:34:00] wanted like to add a photo? Um, the bottom of certain sections, you may be able to say like you want a a be able to say like you want a a decorative image. Do you see that?
[04:34:26] chats to create like a with a like a dictate button kind of a thing. Oh, on the side on the right side there's add image or video.
[04:34:38] >> Mhm. Okay. And at times you can see at the on the right side like at the bottom um they it's like worded as decorative image in
[04:34:52] a way but I think it's the same thing you can change them adjust the settings um adjust the aspect ratio of your your
[04:35:10] image. So there's some flexibility there.
[04:35:23] Definitely some flexibility there. [clears throat and cough] Does anybody else have a question or need some support?
[04:35:45] All right. Feel free to like reach out or slack me if you guys like end up realizing that you need some support in type form or have a question about something. Oh, let me click this one. Someone shared. Thanks, Shela.
[04:35:59] Uh, I'm going to share her survey. Uh >> uh that was the easiest one. That was the one that cleared the accessibility, you know, with >> and I feel like accessibility can make
[04:36:13] things a bit more difficult, but especially um given how they they may uh utilize the color palette that you may set set. So, but I think it's pretty set set. So, but I think it's pretty clear. Um,
[04:36:31] you have your neutral list labeled as well as easy and difficult.
[04:36:46] Um, it's very clean and simple and you did a good job of like just making sure that all of your uh sections in your um
[04:37:03] think that was good too. Good job. >> The one thing that threw me off is the the text is not centered. Right. That's just me in the opinion scale,
[04:37:15] right? >> Oh, let me can I like ref >> to center the text in the opinion scale? >> Yeah.
[04:37:35] >> Yeah, honestly, I haven't seen that as an option on my end. Um, but I can understand that being like because the rest of the page is pretty censored. >> Yeah, thank you.
[04:37:48] >> No worries. No worries at all. Does anybody anyone else want to share Does anybody anyone else want to share or want me to um display their survey?
[04:38:04] really important. So >> in the opinion skill I'm not able to add the text where it is in where it says engaging not engaging or likely unlikely. I'm able to add only the opinion scale from 1 to 10 or 1 to 5
[04:38:21] according to my choice. But how do I add the text? >> Oh okay, no worries. Yes. Uh the text is just helpful for your users to know what your um for example the instructions itself had
[04:38:37] for example the instructions itself had even mixed up the very likely and um not likely. So it's just helping them to know which is which in which order you're ranking things as as high or or low etc.
[04:38:51] low etc. Yes, I actually uh I'm not able to add that option like how are you writing? I mean um >> Oh, did you use the opinion scale? >> I did but the text is um actually it is
[04:39:07] >> I did but the text is um actually it is appearing a little above the opinion scale and not below. >> Okay, I think this is similar to what the issue Joanna was having before. Can you toggle your mobile view and your
[04:39:20] desktop view? >> Okay, let me check. Do I have Thank you so much. I got it. >> No worries. No worries at all.
[04:39:42] before we get back into it? We're pretty much closing out now, but um let me just much closing out now, but um let me just message the uh LSM so they can drop the
[04:39:54] message the uh LSM so they can drop the survey in the chat and uh let us know how we're doing. Let me just message them so that they can add that.
[04:41:27] All right. And I I also um I also messaged them the other day about last week's class. Um there were some issues I believe last in and there were like two different
[04:41:40] meeting rooms that some of us were in. So, some people didn't get counted um for attendance and I also don't see any of the of you guys' feedback that you of the of you guys' feedback that you guys give me after after a session. So,
[04:41:53] um I'll follow up with them on that just because it's a bit unclear of how um excuse me, from to my knowledge of when we joined the class, I thought that everyone was would be okay as far as attendance. um being that we all
[04:42:08] switched over and the LS the LSM was with us. So, I am not 100% sure why that became an issue, but I guess it makes sense because I didn't even get I personally didn't get the uh survey results from
[04:42:23] didn't get the uh survey results from that session. So, um I guess we'll see, that session. So, um I guess we'll see, but I'll um make sure that I at least um stay on top of it to get some sort of like response
[04:42:37] um from the LSM for you all. I did that as well because a couple people um responded on Slack that um they haven't been um present or you know they were present but it uh showed that they weren't and um a gentleman responded to
[04:42:55] me that I would like to inform you that the issue occurred due to a technical glitch. However, it has been corrected in our back end and will not affect your
[04:43:07] course progress. That's what they they said. So, I don't know. Double check you guys if you were present on the I believe the session we're talking about
[04:43:19] believe the session we're talking about is uh November 8th. And but I do have is uh November 8th. And but I do have another issue and he said that they will um unlock it manually if needed um because we get certificates for um
[04:43:34] completing certain amounts of like because it was like kind of like the end and I can't really get my certificate. It's not the end certificate but it's It's not the end certificate but it's like a stepping stone certificate. Um so
[04:43:48] he said that um if you were not able to get it you might have to reach out to get like a manual assistance with getting that certificate.
[04:44:00] >> Okay. So like your milestone certificate you may if you have any issues getting that during for this particular >> that they'll reach out to them. >> It's on Slack. I don't know if because he responded to me, but I don't know if
[04:44:15] um yeah, if um you guys see it too. I don't know if it's like a personal message. I could put it in a um in the chat room right now, but uh I think it's like it was like again it was a glitch on their
[04:44:30] side. It should be fixed if uh people look into their um simply learn. Um think that they um and I'm not sure if they fully understood what was going on
[04:44:46] they fully understood what was going on because his response this morning was um basically to reach out to support if you um have to reach out to support if you um have any um
[04:44:59] any um >> like unmet expectations etc or if you think this is more so a spec this is definitely a specific issue that um that he's aware of because he was there too. Um, so that's why I'm saying I don't
[04:45:13] know if you fully understood what you were what was being asked. I'll follow up just to make sure that that is consistent for everyone that was consistent for everyone that was available and present um in the session
[04:45:25] on November 8th because everyone at least everyone that at least everyone should have gotten the message that you got Joanna as far as it's stating um got Joanna as far as it's stating um that your um attendance would not be
[04:45:40] compromised in any way and um if you have any issues getting your end of um course certifica end of this end of lesson certification um to reach back out. So I think that's the best way to handle it, but I'll um
[04:45:55] just double check with them just to make sure um it's consistent for for you guys. >> Thank you.
[04:46:20] Okay, cool. And um can the LSM please paste the survey for this session here? I did message them. Okay, great. I see them. message them. Okay, great. I see them. Um
[04:46:39] usability inquiry techniques like survey interviews and focus groups help collect interviews and focus groups help collect valuable user feedback. Surveys provide quantitative data from a broad audience, helping pinpoint usability issues. And
[04:46:55] then user interviews offer in-depth qualitative insights into individual user experiences. Whereas focus groups gather diverse opinions. Facilitating broader discussions about user needs and
[04:47:11] preferences. And then last but not least, there's effective usability least, there's effective usability evaluation leads to actionable insights enhancing overall product design and user satisfaction.
[04:47:26] We have a couple We only have a couple resources today. Nothing too crazy. Um,
[04:47:43] since I read it and likely was not sharing that particular tab. Sorry about that, guys. Um, but I was just mainly going over the takeaways for today. Um,
[04:47:57] and now I'm going to paste the the additional resources into
[04:48:26] Hold on, let me I'm trying to click on it's not.
[04:48:47] Okay. So the first one is um from loop panel. It's a focus groups and UX a comprehensive guide. And then the UX a comprehensive guide. And then the second one is from
[04:49:11] product experience insights. So, I'm going to paste these into Slack just so that we have all of our additional resources and then for learners who weren't able to join us today or may have had to leave a little early um are
[04:49:26] >> So, let us first start by understanding what is a go-to market strategy framework. In simple terms, it's a step-by-step process for bringing a product or service to market. It answers key questions like who we are selling
[04:49:40] to. How do we reach them and how do we stand out from competitors? For example, let's say you're launching a new project management tool. Your GTM framework would help you identify your target market, maybe small business or
[04:49:54] startups. Figure out how to communicate the benefits of your tool and decide whether you'll focus on inbound marketing or outbound sales to get the word out. We will understand inbound marketing and outbound sales in the
[04:50:07] upcoming topic. The GTM framework aligns everyone on your team and gives you a clear plan to follow from start to finish. Now, first we have to understand how to define your market. This is all about figuring out who you are selling
[04:50:22] to. A common mistake businesses make is trying to sell to everyone. But in reality, you need to narrow down your target market. Let's say you have developed a new fitness app. Instead of targeting all fitness enthusiasts, you
[04:50:36] could define your market as busy professionals who want quick, effective workouts. This helps you focus your marketing efforts and craft more tailored message. The more specific you get, the better you can target your
[04:50:50] audience and connect with their needs. So now the next step is to define your why. Your value proposition is essentially why people should choose you. It's the unique benefit your product offers that your competitors
[04:51:03] can't match. Let's go back to the fitness app example. Your value proposition might be we help busy professionals squeeze in a 15-minute workout that's just as effective as a full hour in the gym. You're not just
[04:51:17] offering fitness, but also offering convenience and time saving, which speaks directly to your audience. A well-defined value proposition makes it clear why your product matters and why your audience should care. Let's go back
[04:51:31] to the fitness app example. Your value proposition might be we help busy professionals squeeze in a 15-minute workout that's just as effective as a full hour in the gym. You're not just offering fitness, but also convenience
[04:51:43] and timesaving, which speaks directly to your audience. A well- definfined value proposition makes it clear why your product matters and why your audience should care. The next step is positioning. Positioning is all about
[04:51:57] figuring out where your product fits in in the market and how you will differentiate from the competition. Let's say you're launching a premium skinincare line. Your positioning might focus on the high-end natural
[04:52:09] ingredients you use which differentiate you from the mass market products. Your positioning helps set the stage for your pricing, branding, and overall market strategy. So, what are the five go-to market strategies? When it comes to
[04:52:24] launching a product or entering a new market, there are five primary go-to market strategies which businesses typically use. The strategy allows you to choose which depends on your product, target market, and overall business
[04:52:38] goals. Let's break down each strategy with examples so that you can see how they play out in real life. The first is inbound marketing. So, this marketing attracts customers by creating valuable content that addresses their needs and
[04:52:54] pain points. Over time, potential customers find your content organically through search engines or social media. For example, HubSpot mastered inborn marketing by providing free resources like blogs and webinars. Their content
[04:53:09] is optimized for search engines leading small businesses to their site where they eventually convert to customers. This marketing is best for companies which is investing in long-term content creation and SEO to attract organic
[04:53:22] leads. The second is outbound sales. Outbound sales involve directly reaching out to prospects through cold calls, emails, and demos. This approach is more direct and aggressive targeting high value clients. For example, Salesforce
[04:53:37] uses outbound sales by targeting decision makers at large enterprises with personalized outreachuling demos and closing deals through direct interaction. This type of marketing is best for B2B companies which target
[04:53:51] enterprise clients that require personalized engagement. The third is productled growth. In product growth, the product itself drives growth. A premium model lets users try the product for free with upgrades to premium
[04:54:05] features based on the product's value. Example, Slack, which offers a free version of its platform, allowing teams to experience its benefits before upgrading to a paid version for more features. So, this type of marketing is
[04:54:19] best for software as a service companies, which is focused on user experience and self-s serve onboarding. The fourth is channel sales. Channel sales rely on third-party partners, resellers, distributors to sell your
[04:54:33] product, which allows you to reach market you couldn't through direct sales alone. For example, Microsoft partners with resellers to sell products like Office 365 bundling their software with other services to reach more customers.
[04:54:47] So, this type of marketing is best for companies which is looking to scale quickly through third-party networks. Fifth is accountbased marketing. Accountbased marketing focuses on targeting high value accounts with
[04:55:00] personalized marketing and sales efforts. It is tailored approach designed to build deep relationship with key clients. Example, Snowflake targets large enterprises like finance and healthcare companies crafting
[04:55:13] personalized content and outreach to address their specific needs. This type of marketing is best for B2B companies which targets large enterprises where personalization is key to closing deals. Now that we have discussed the top five
[04:55:28] marketing strategies, let's now talk about important step which is understanding the competition. Knowing your competition is crucial to understand the successful go-to market strategy. You need to ask who else is
[04:55:41] solving the same problem and how they're doing it. Once you understand your competition, you can figure out how to differentiate yourself. For example, if you're selling a new project management tool, you might find that the
[04:55:53] competitors offer more features, but they are too complicated for small businesses. So, your strategy could be offering more simpler, user-friendly tool specifically designed for startups and small businesses. The next step is
[04:56:06] messaging. Your messaging is how you communicate your value to your audience. It's important to keep your message clear and consistent across all the channels. Think of messaging as the story you tell about your product. What
[04:56:19] makes your product special? How will it improve your customers life? This messaging needs to come across in your website, email ads, and even in sale conversations. For example, if your value proposition is about saving time,
[04:56:33] your messaging might say, "Get fit in just 15 minutes a day. No gym required." This directly speaks to your audience pain point of not having enough time for pain point of not having enough time for long workouts. Next step is execution.
[04:56:46] action. You have defined your market, crafted your messaging, and figured out how to stand out from the competition. Your execution could involve inbound marketing like content, social media, and SEO, outbound sales through cold
[04:57:01] outreach or email campaigns, partnerships with other businesses that reach your target audience. For example, if you're using inbound marketing, you might create helpful blog posts or videos that address your audience's pain
[04:57:16] points and lead them to your product. If you're using outbound, you'll want a highly targeted email campaign that resonates with potential customers. Let interview where they threw a tough question at you? Like, how would you
[04:57:30] solve this product problem? It can feel pretty overwhelming. Well, don't worry. Today I'm going to help you out to figure how to answer these product management case study questions easily. These are the kinds of question where
[04:57:43] you have to solve real business problems like deciding what features an app should have or how to launch a new product. Let's say you're asked to improve the onboarding process of a food delivery app. Sounds tricky. Not if you
[04:57:57] want to know how to break it down. In this video, I'm going to show you how to handle these kinds of questions step by step. First, I'll explain you how to listen carefully and ask the right questions like what's the biggest issue
[04:58:11] users are facing or what's the main goal here. Understanding the problem is the first step. Next, I'll show you how to organize your answer. You'll break the problem into small parts, think about the solution, and explain why it's a
[04:58:25] good idea. For example, if you're asked to improve a grocery delivery app, you would think about making it easy to use, keeping customers happy, and standing out from the competition. Finally, I'll teach you how to explain your thinking
[04:58:39] process. The interviewer wants to see how you can think and make decisions, not just the final answer. So, by the end of this video, you'll know how to confidently solve these case study questions and show the interviewer that
[04:58:51] you're ready for a job. So, let's get started. Craving a [snorts] career upgrade? Subscribe, like, [music] and comment below. Dive into the link in the description to fasttrack your [music] ambitions.
[04:59:06] Whether you're making a switch or aiming higher, SimplyLearn has your back. interested in becoming a certified product manager from SPG and school of
[04:59:19] global management, gain expertise in AI powered product management courses like charg top product tools with 100 person interactive live sessions led by industry experts and SPG's top
[04:59:31] faculties. This SPG academic excellence and product expertise from experts from companies like Google, Microsoft, Amazon and many more. So do not forget to check out the course link mentioned in the description box and in the pin comment.
[04:59:44] So let's get started. So the first thing you want to do is to listen carefully and take notes. When you're given a case study question, it often includes a lot of information, sometimes too much. Your goal here is to understand the key
[04:59:56] details. Whether the case is about prioritizing features for a new app or creating a go-to market strategy, it's crucial to capture the most important points. Let's say the interviewer asks, "How would you prioritize features for a
[05:00:10] new music streaming app?" Right away you want to note down things like the target audience, who will be using this app, is it designed for a casual listeners or music professionals? Then we have business goal. Is the company looking to
[05:00:23] grow its user base or increase engagement or something else? You'll also look into the challenges. What are the key problems? What they are facing? Maybe users are dropping off after the first month or aren't spending much time
[05:00:35] in the app. So, writing these points will help you break down the problem and make sure you don't miss anything when you're ready to give your answer. Remember, case studies can have multiple layers of information. So, taking good
[05:00:47] notes help you organize your thoughts and approach the question logically. The second step is to ask clarifying questions. Don't hesitate to ask clarifying questions. Interviewers want to see how well you dig into the
[05:00:59] problem. If something is unclear, ask. It shows how you're thinking critically and want to fully understand the challenge before you jump into solving it. For example, let's say you are asked to improve a product features for a food
[05:01:11] delivery app. You could ask questions like, "What are the main points for users during the delivery process? Is it related to the speed, user interface, or something else? What's the company goal with this feature improvement? Are we
[05:01:24] focusing on reducing order time, increasing customer satisfaction, or these will not only help you gather more details but also demonstrate the interviewer that you have a thoughtful and precise in your approach. It's not
[05:01:37] about solving the right problem. The next step is to pause and think. Now take a moment to pause and think. Don't rush your answer. It's tempting to jump right in, but giving yourself time to process everything will help you
[05:01:52] approach the case study with a clear mind. Reflect on the problem and consider how it ties into the broader goals of the company. For example, if you're tasked with designing a feature for a food delivery app, think beyond
[05:02:04] the feature itself. Consider the user experience, market positioning, and the long-term impact on the business. Let's say you asked to improve the signup process for a food delivery app. You don't want to just think about making
[05:02:16] the process shorter. You also want to consider how the signup flows into the overall experience. Is it simple and intuitive for the users? Does it create a seamless transition into the rest of the app or not? Also, encouraging users
[05:02:29] to place an order right away. Taking a moment to pause allows you to think through different aspects of the case and gives you a chance to identify any connections that might not be immediately obvious. The next step is to
[05:02:41] structure your answer. Now that you have gathered your information and ask clarifying questions, it's time to structure your answer. A clear and well organized response will show the interviewer that you can handle complex
[05:02:53] problems in a logical way. Here's a framework that works well. The problem start by clearly relating the business challenges or opportunity. For example, the food delivery app is facing high card abandonment rates during checkout
[05:03:06] which is impacting conversation. Your approach will should be explaining how you would approach the problem. This might involve analyzing user behavior, conducting market research or benchmarking against competitors. For
[05:03:19] instance, you could say, I would start by analyzing data or user behavior to identify the exact point where customers are dropping off during checkout. I see how they streamline their checkout process. Then propose a solution. For
[05:03:34] example, to solve the card issue, I would simplify the check out process by introducing one-click checkout option for returning users and offering payment options that are most popular in the target region. Finally, mention the key
[05:03:47] metrics you would track to measure success. For example, you would track the card completion rate and the average time spent in the checkout flow as key indicators of success. Additionally, you would monitor customer satisfaction
[05:04:00] rates post purchase. This structured approach helps you provide a comprehensive answer without missing any important details. Let's say the case study asks you how you would enter new market for a ride share app. You could
[05:04:13] structure your answer like this problem entering a new city and competing with established players. Your approach should be studying the city's public transport habits and competitors offerings. Identifying what users in the
[05:04:26] city value most, the price, speed or convenience. Your solution should be like launching a pilot program with ride incentives for early adopters and offering personalized ride suggestions based on their previous reps. For
[05:04:41] metrics, you should know how to track customer acquisition, ride frequency, and average ride distance to measure success. The next step is explaining your thought process. As you explain your answer, don't just jump into the
[05:04:54] final solution. Walk the interviewer through your thoughts step by step. This helped the interviewer understand how you would arrive at your solution and what factors you consider along the way. For example, if you're designing a
[05:05:07] feature for an e-commerce platform, you might say, "I start by analyzing the customer journey and finding out that many users abandon their cards during the payment stage." Based on user feedback, you would learn the customers
[05:05:19] want more payment option. So, you decide to implement PayPal or one-click checkout feature for logged in users. So this approach not only shows that you're demonstrates that your solution is grounded in user needs and business
[05:05:33] goals. Remember interviewers want to see how you think. So explaining your process step by step gives them insight into your problem solving abilities. Now the next step is to pivot and check in with the interviewer. Here's an
[05:05:45] the interviewer after you have explained your approach. It's a good idea to pause and ask, does this align with what the company is aiming for? or would you like me to dive deeper into any of the specific area? This shows that you're
[05:05:59] open to feedback and willing to adjust your approach based on the input which is crucial skill for any product manager. Flexibility is the key in this interviewer demonstrates that you can adapt your strategy as needed. Let's say
[05:06:14] strategy. After explaining your approach, you could ask, "Do you think this timeline works for your team, or should we consider a phase launch or test the market first?" This kind of back and forth creates more interactive
[05:06:28] give you feedback and potentially guide you toward the direction they are looking for. The next step is to summarize your answer. Before wrapping up, it's important to summarize your answer. Quickly restate the problem,
[05:06:41] your approach, the solution, and the success metrics. For example, to downboarding process involves simplifying the signup flow by offering social media login options and displaying a progress bar to give user a
[05:06:55] measured by tracking the number of completed signup and the time user spend during the process. This final recap reinforces the key points you have made and leaves a strong impression on the interviewer. It also shows you that you
[05:07:09] can clearly concisely communicate complex ideas. So what are the type of question asked in the product management interview? Product management interview designed to test your problem solving strategy and communication skills. Here
[05:07:23] are the five types of questions you might encounter. First you have product design questions. These questions ask for example, how would you design an app for grocery delivery that provides a better user experience? The goal is to
[05:07:37] access your ability to think from the users's perspective and create intuitive go-to market strategy questions. These questions focus on how you would launch a product into the market. For instance,
[05:07:50] strategy for a new streaming service. They access your understanding of market analysis, competitive benchmarking and customer needs. Feature prioritize questions. These are the questions about how would you decide the features to
[05:08:04] build first. For example, if you're managing a project management tool, how would you prioritize adding new features like task shoulduling, integration with email or reporting tools. Then we have metrics and data analysis questions.
[05:08:17] These questions ask you to define which metrics matters the most and how would you use user data to guide your decisions. For example, what metrics would you track to measure the success of a new product launch? Then we have
[05:08:30] behavioral questions. These access you how to handle certain situations just conflict resolution or leadership. For instance, tell me about a time when you disagreed with a team member about a product decision. How did you resolve
[05:08:45] questions help you to prepare for a variety of challenges in product management interview and shows the interviewer that you're equipped to tackle the diverse responsibilities of the role. There's no right answer. What
[05:08:57] matters is showing your thought process and decision-m skills. Hey everyone, welcome to the video. If you're preparing for a product management interview, you're in the right place. In this video, we'll go over some of the
[05:09:11] most common and important interview questions you can expect. We'll cover questions you can expect. We'll cover topics like product sense, strategy, execution, and metrics. Everything you need to feel confident going into your
[05:09:26] Whether you're applying to a big tech company or a startup, these insights will help you structure better answers and avoid common mistakes. Let's get started and walk through the
[05:09:40] Let's get started and walk through the key questions and how to approach them effectively. Before we begin, if you want to build strategic PM skills, the AI powered
[05:09:52] product management professional program by SimplyLearn in partnership with UC by SimplyLearn in partnership with UC San Diego is an ideal starting point. This program teaches product life cycle management, stakeholder communication,
[05:10:06] management, stakeholder communication, market analysis, and more. Certified product managers can earn 110 to 160 annually with leadership roles commanding quite a bit more.
[05:10:20] This is SimplyLearn's product management interview questions explained series. There are eight types of interview questions for product managers in this
[05:10:32] questions for product managers in this series. This is video one of two on estimation interview questions. I'm an instructor for the product management instructor for the product management professional program and
[05:10:47] got quite a bit of experience in uh stuff like this. Specifically today we're going to look at estimation interview questions. You may have been
[05:10:59] one of those in grade school stomping the feet saying, "When am I ever going the feet saying, "When am I ever going to have to use this math?" Well, much to the disappointment of your elementary school self uh in a product manager
[05:11:16] interview, you just may have to answer some questions that uh that are a little math focused. First one we're going to look at, estimate the number of coffee look at, estimate the number of coffee shops in New York City. So,
[05:11:31] normally uh the interviewer, the hiring manager is going to give you some of the manager is going to give you some of the numbers. The idea is not that they really want to see how how well you do math. We're going to have spreadsheets
[05:11:45] and calculators and what they're looking for is do you have a structured approach? do you really understand uh what it is that you're that you're
[05:11:58] trying to solve for? So, New York City is about 8 million people. That's a pretty standard number um that most people are are aware of. And uh a coffee
[05:12:11] shop in New York is going to serve around 2,000 people. Now, by the way, this is one of those things to to consider. They might give you a number
[05:12:24] like 1,500. That's the average uh for coffee shops around the the United coffee shops around the the United States. About 15,600 people is uh the number that a coffee shop might serve. New York City, however, has a couple of
[05:12:40] New York City, however, has a couple of uh specific things that would bump that number up. a very large number of people that work in New York City cannot afford to live in New York City. So, they're commuting in to the city every day. And
[05:12:56] that's the kind of uh that's the kind of customer driving their their way in um or rugging the train and grabbing a cup of coffee as they walk to the office.
[05:13:08] of coffee as they walk to the office. the math 8 million um and divide that by 2,000 people make you come up with about 4,000. So, they're looking to make sure that you know that that's the way to go. But I really want to uh stress to you
[05:13:25] that um they're looking for are you thinking they're looking for are you thinking this thinking this through? So, always you're you're going to want to bring something up like that coffee culture um
[05:13:39] or like the the density of people per coffee shop because of that characteristics because of the characteristics that New York City has. Pull that one away. How many flights take off from Heathrow
[05:13:54] many flights take off from Heathrow airport in a day? Once again, the math airport in a day? Once again, the math is is the question. And uh there are 48 u 480,000 flights every
[05:14:07] every year. And of course you can divide by 365 and you can give that average that is the average number. Um however [snorts]
[05:14:19] [snorts] travel is a seasonal thing. Um and a lot of uh a lot of people especially at a place like Heathrow uh flying out for business but also flying out for um flying out for vacations uh very uh you
[05:14:35] know gigantic international international airport. So the number that you give give should not be that specific. it comes out to 1,315
[05:14:51] but pointing out that this is really a range uh because some days are going to range uh because some days are going to be much lower than some other days. Um,
[05:15:03] so saying something more like so I think I'd answer between I'd answer between 1,200 and and uh 1,500 is probably probably uh going to do it. Uh, and explaining to that hiring manager
[05:15:19] exactly why you're you're saying that. That's that's crucial. Uh even more crucial than than the math because u I hope you're not uh actually writing that
[05:15:31] out on a piece of paper. It's impressive when people can do it in their heads. Uh but that's kind of party trick impressive. In the work world, we really do want to see uh actual numbers, not just uh not just people showing off.
[05:15:47] Number three, estimate the number of cars sold in the United States. U this is one of those once again uh there's one of those numbers like 8 million in
[05:15:59] one of those numbers like 8 million in New York. There's 330,000 or 330 million in the United States right now. And uh over the years there's been a pretty over the years there's been a pretty consistent 5% um uh 5% of people buy
[05:16:14] consistent 5% um uh 5% of people buy cars. So multiply multiply that cars. So multiply multiply that population of 330 million by 5% and you population of 330 million by 5% and you come up with 16.5 million cars. So
[05:16:26] you're going to get a solid B. Um you did the math, you're good. If you want to get an A, however, you might want to consider asking some questions or pointing out some things uh like the United States
[05:16:41] some things uh like the United States has an aging population. those uh that boomer class just uh just keeps on keeps on growing. Once somebody retires, um they don't necessarily buy cars as as often as when
[05:16:59] somebody's fresh into the workforce. You know, every couple of years you want to show off or maybe you're starting a family and you've got to trade in that uh trade in that sporty convertible. get yourself a minivan so you can so you can
[05:17:14] yourself a minivan so you can so you can take the kids to soccer practice. um the take the kids to soccer practice. um the motivation behind changing out. Um you know, there's a replacement cycle when cars break down, get old. Um and that uh
[05:17:30] cars break down, get old. Um and that uh that's not going to stay stay at that same number. Um or chances are it isn't going to pointing out that you're thinking through those things. You want to answer that num that question with
[05:17:44] the right number. Um, they're not worried about the precision, how many decimal points you you bring that out to. They're interested in uh, uh, are you thinking this through? So, the fourth question is an interesting one.
[05:18:00] How many ping-pong balls are going to fit in a plane? Specifically, a Airbus fit in a plane? Specifically, a Airbus 320. So, we'll use the metric system and 320. So, we'll use the metric system and uh about 110 cubic m uh threedimensional
[05:18:16] uh about 110 cubic m uh threedimensional uh meter and uh okay, that's good. And a uh meter and uh okay, that's good. And a pingpong ball is about 0.0025
[05:18:30] cubic m. So, easy enough. Divide that volume of the plane by the volume of the volume of the plane by the volume of the ball and you've got your number. Now, ball and you've got your number. Now, once again, I want to uh point out that
[05:18:42] they want to see that you're thinking it through. If these were stick together, there's no space between the cubes. You can stick you can stick cubes right next to each other. Spheres, however, uh are not. you put two or
[05:18:57] three balls together, it's going to be wider than uh than just uh wider and taller and deeper than than uh just the numbers would indicate.
[05:19:10] than uh just the numbers would indicate. So you have to point out that there is a theoretical maximum. There's an efficiency that you just don't get with spheres that you might get with squares. That number, by the way, is 74%. I am uh
[05:19:25] That number, by the way, is 74%. I am uh my undergraduate degree is in education engineering. I mean I am doing education. They're not going to expect you to remember that. Nobody would expect me to remember that. Uh but they
[05:19:42] expect me to remember that. Uh but they are going to expect that you have the experience, the common sense, the knowledge to know that that's not the final number. like that is the theoretical number, but we know that you
[05:19:56] theoretical number, but we know that you just can't pile uh pingpong balls efficiently the way you might be able to stack boxes. We're looking at strategy. Normally speaking, you uh um you'll be
[05:20:11] in your interview and you'll be giving a scenario. In this case, uh you've got a product and it's plateaued. competitors are starting to uh capture more market
[05:20:24] share and as you normally will have limited resources and limited time you need to do something and uh you need to do something fast. So how would you identify the main main barriers to to
[05:20:41] growth and prioritize uh to reacelerate the user base? It's about uh user research and I'd say specifically uh comments and complaints.
[05:20:55] You know, what has been said about your product and um in comparison especially to the competitors. That's really going to um be important
[05:21:08] analysis of the funnel. That first part is kind of a qualitative touchyfey kind of thing. quantitatively uh you should have some information um
[05:21:20] uh you should have some information um about where these users are uh um or where where a new customer especially is dropping off in your process. You know, they make it through that front door of the landing page and they get
[05:21:34] in, do they make it all the way to the point where they could buy your product or service? Um and that's where they drop off. Need to figure out is it the drop off. Need to figure out is it the cost? stuff like that. And uh of course
[05:21:49] cost? stuff like that. And uh of course what is the competition? Uh you know if you're lucky and if you got some good relationships you can do some benchmarking. You can actually uh u interact with the competitors but if not
[05:22:04] just your basic competitive analysis is is going to do you wonders. Another question, what steps would you take to balance the efforts between acquiring new users and improving retention for existing users? And the answer here is
[05:22:22] existing users? And the answer here is based in the uh rule of thumb and that based in the uh rule of thumb and that is retention is always um always has a is retention is always um always has a higher ROI than um than acquiring a new
[05:22:36] customer. sales might be uh pushing you in the we can go get some more customers from here and go get some customers over there and certainly you do want to do that. Um but the cost of acquisition of a new customer is uh um orders of
[05:22:52] magnitude usually larger than uh keeping your existing customers happy and adding something on um that maybe they'd want to to pay a little bit more for.
[05:23:05] Finally, uh third question for this scenario. How would you measure the success of of your um of your strategy of that growth over the next few months? of that growth over the next few months? And uh the uh the point in
[05:23:21] And uh the uh the point in KPIs, the point in metrics is that there are leading metrics u leading indicators and there are lagging indicators. So, a lagging indicator is at the end of the 6 months,
[05:23:35] what's the revenue? Um, and obviously that's something that that you're tracking. But a leading indicator is more like engagement. You know, what um how many new people are walking through that front door or what's the buzz
[05:23:49] that's going on? Does it look like we're getting more attention? That's a leading indicator. It's not success yet. It's not revenue. Um, but if you're not getting more people through the door, then it's a pretty good chance you're
[05:24:03] not going to be having that much that much revenue. Competitors just launched a feature. Next set of questions. competitors just
[05:24:15] launched a feature and your team has been uh working on that same thing for months that competitors gained some uh some positive feedback by by rolling out before you. Now you were planning on release releasing um in the near future
[05:24:32] in a couple of weeks but what are you going to do now right now today to uh um deal with that? How how are you going to respond? You could rush the release. Um
[05:24:44] you could get it out. Hey, we did it too. Um you can adjust your strategy a little bit of your roll out or maybe some other approach. So when you get a question like this, make sure that you're thinking and more importantly
[05:25:00] that the interviewer knows your thinking. Um you're not just um giving thinking. Um you're not just um giving up the first first answer. uh they want to hire you as somebody that's going to make good decisions and uh knee-jerk is
[05:25:13] not usually the the best way of making decisions. Um and as a matter of fact that can be the first uh the first part of your answer that um we have a plan
[05:25:26] and we're working on our plan. I would say two weeks. Uh it can be it can feel say two weeks. Uh it can be it can feel like a lifetime. Uh but we've got a plan and we know we're going to have a solid release and risking that is uh probably
[05:25:40] release and risking that is uh probably not the the best thing best thing to do. What steps would you take to different differentiate your product and make sure your your version of the feature adds more value to users? uh
[05:25:56] answering here is about building on existing uh uh features. You know, you know what you're doing and you know you're you're doing it well. There is a customer base out there. Uh matching feature for feature is uh of course
[05:26:14] at. Is there something there that maybe maybe we're not doing? But the most important thing is to really really dig in on um on where your value proposition
[05:26:26] already already lies. And then a third question to go along with this scenario. How would you manage communications internally and with stakeholders? This is one of those uh um very tricky
[05:26:41] things. We talked about knee-jerk reactions earlier. Well, you're definitely going to have some of those. Um, and the higher up you go, the um the bigger and the stronger the knees that that are going to be jerking jerking up.
[05:26:55] You need to be transparent. Um, lay everything out and and uh address the any kind of internal panic that might be going on. There's a going
[05:27:07] to be some misalignment there that that you need to you need to work on. Um, you need to you need to work on. Um, it's balancing that pressure. um against the strategic thinking and for the purposes of an interview, you're focused
[05:27:22] on making sure that they understand you're the strategic one. You're the one that um they can bring in here, you can hit the ground running because in a hit the ground running because in a problem like this, you know, um
[05:27:37] hitting the the strategy, keeping the strategy is is the best thing. All right, a third scenario. You've got a mature product and while it continues to mature product and while it continues to generate revenue, the growth is slowed.
[05:27:51] There's a strong push to innovate and introduce new features um even exploring new markets to stay competitive um in your organization. How would you balance the need for innovation while maintaining the current products
[05:28:06] maintaining the current products performance and and stability? Um performance and and stability? Um first of all pointing out that core platform stability that's what enables enables innovation that's what enables
[05:28:23] experimentation. Uh pro tip by the way um I am an agile guy. I drank the agile Kool-Aid more than a decade ago. One thing that I've come across more often than not is when you say the word
[05:28:39] experiment, especially at the executive level, um, especially at the executive level, um, you say hypothesis testing, it puts a don't want you practicing. I don't want you experimenting. I want you solving
[05:28:53] you experimenting. I want you solving problems. Um, adjusting your language problems. Um, adjusting your language and saying, I like I like this option. I think we should make a bet on this option. Um, it just hits subconsciously
[05:29:06] differently. You know, when when an executive hears uh that you're betting on, yeah, I'll bet on that, too. Um, you get a camaraderie. You get got uh language that that aligns with the way that
[05:29:19] they're thinking. They know it's an experiment deep down, but saying it out loud is is not going to uh not going to get you uh that uh that far. Um so next
[05:29:32] question would you would you focus on improving the existing product launching new features or maybe exploring new markets to extend the product's life
[05:29:44] markets to extend the product's life cycle? Um it's about risk and about appetite for risk. So, um, expanding into something risk. So, um, expanding into something adjacent, um, that's usually safer than
[05:29:59] a brand new market. Um, and knowledge of this, uh, rule of thumb is is the point that you'll want to to get across as, uh, as
[05:30:11] the interviewer um, continues on with you. How would you align with the team's efforts to ensure that any innovation is sustainable in the long term? Um, usually a question like this is um is
[05:30:28] usually a question like this is um is about capacity and sometimes it's about specifically technical debt, right? There's a lot of uh things that we know we ought to fix this, but we got to get this thing u get this thing going. So um
[05:30:47] it's a mature product. There's complexity and with that complexity and complexity and with that complexity and with that age I guess we'll say that uh with that age I guess we'll say that uh that is a uh u a factor. So mentioning
[05:31:01] that is a uh u a factor. So mentioning um respecting the team's um observations um respecting the team's um observations and comments and making sure that the interviewer knows that you are uh you've got the pulse of the team. um you you
[05:31:15] got the pulse of the team. um you you already would know um what is just we'd really like to try this this new technology and what is if we don't replace this component soon the whole thing is going to uh blow up because
[05:31:29] we're going to run out of uh we're going to run out of memory space. Um those are the things. You're not a coder. You're not going to be programming. Uh but you do know um the realities of whatever technology that you happen to be happen
[05:31:44] technology that you happen to be happen to be a part of. for our strategy interview questions. You have two potential features to work
[05:31:58] on for your product, but only enough resources to focus on one. Uh, feature A, the first one, improves user retention. Feature B, will attract new retention. Feature B, will attract new customers but at a cost. And before we
[05:32:14] uh go on any further, another pro tip is anytime you hear the word but, uh, whether it's an interview like this in a statement or just in general, um, things
[05:32:26] statement or just in general, um, things are negated. Um there's a a negative coming. That whole statement is is possibly a a bad bad statement is is possibly a a bad bad place bad place to be. Retention um
[05:32:43] place bad place to be. Retention um is always has a higher ROI um and is always has a higher ROI um and generally higher lifetime value effect to it. So that's the answer and specifically
[05:32:56] that's the answer and specifically because of the but at cost um you know that um that's that's the direction you ought to go in. So how would you ought to go in. So how would you prioritize um again retention is it um
[05:33:10] return on investment is always higher and from the way it was phrased it and from the way it was phrased it sounds like A is just uh um going to sounds like A is just uh um going to cost a lot less than than B. But
[05:33:23] customer feedback uh market position and resource uh market position and resource constraints. If you ask about um is constraints. If you ask about um is either of those uh a technology or a
[05:33:36] process that the team will have to be um retrained in or are both of them things retrained in or are both of them things that things that they could do uh uh out of the box? That's uh that's showing that strategic thinking thinking there.
[05:33:53] Now what factors would influence your decision? For instance, customer decision? For instance, customer feedback, potential ROI, team capacity, um um answering answering this one is uh all
[05:34:08] answering answering this one is uh all of those and more is is the answer. But specifically um looking at each one of those and asking for your hypothetical question. Do we have any hypothetical feedback? Um
[05:34:25] potential ROI you already know about about because uh B has but at a cost and uh team capacity I mentioned earlier some questions you might want to might
[05:34:38] want to uh to ask there. Okay. The last of the questions for this Okay. The last of the questions for this interview um scenario is how would you communicate your decision and the rationale behind it to both your team
[05:34:53] rationale behind it to both your team and the um stakeholders? and the um stakeholders? And the answer here is that those two And the answer here is that those two populations um they have a different
[05:35:05] populations um they have a different language. So for the team it's focusing language. So for the team it's focusing on um technologies and processes uh very little about uh actual revenue numbers and such except
[05:35:21] of course that the company's going to do better so we're going to do better. Uh better so we're going to do better. Uh now for um people on the stakeholder side generally speaking they're looking at business value. Uh so bringing up the
[05:35:36] at business value. Uh so bringing up the the revenue numbers here um the ROI the specifics um A is going to improve retention and u retention is uh going to retention and u retention is uh going to have that lifetime value impact um B is
[05:35:53] have that lifetime value impact um B is uh um it's going to come at a cost and while we want to make sure that we we do uh implement B uh implementing A first
[05:36:05] is going to bring us some cash flow and that uh that is it in all businesses that uh that is it in all businesses cash flow is king. This is simply learns product management interview questions explained series
[05:36:20] explained series video one of two on execution interview video one of two on execution interview questions for product managers. Hello again, Luke Mazize here. Continuing on with our series on product
[05:36:36] Continuing on with our series on product management interview questions, execution interview questions. That's the focus today.
[05:36:53] uh the interviewer might give you and then um and then some questions that that will follow. The scenario is that your company's about to launch a highly anticipated feature, but a critical bug was found.
[05:37:09] It's not a simple fix and it's going to take a while longer than and anticipated and uh team's already on tight deadlines. So how would you handle this situation? Would you delay the launch? Would you
[05:37:26] find a workaround? The important part here is to use a the The important part here is to use a the risk framework. See risk is the severity multiplied by the likelihood. Uh so severity is impact on the user
[05:37:44] that that kind of thing. So to answer it, you know, first I would assess the it, you know, first I would assess the severity. Is this bug catastrophic or is it just uh cosmetic? Now they already said in the scenario itself um that it's
[05:38:02] said in the scenario itself um that it's a critical bug. So a critical bug. So I would uh just confirm what they mean what they mean by that. What communication would you have with
[05:38:15] stakeholders to to manage their expectations? So first of all, communicate clearly. Communicate early. Stakeholders, they Communicate early. Stakeholders, they just don't like surprises. So something
[05:38:28] like the stakeholders will get clear proactive communications. What happened? What are the options that we considered? And what's the rationale
[05:38:40] we considered? And what's the rationale behind choosing the option that we did? scenario, how would you ensure that the team stays motivated and focused
[05:38:53] especially under pressure? Main thing here is you as product Main thing here is you as product manager, you're not going to allow any manager, you're not going to allow any blaming to go on in work that we do. We
[05:39:08] blaming to go on in work that we do. We all succeed together and we all fail together. rally around the the importance of rally around the the importance of quality and uh keep them motivated by
[05:39:21] focusing on shared the shared purpose that that the team has.
[05:39:35] interview questions. Your product team is working with design, engineering and marketing to launch a new feature. design team wants a more polished resourceheavy experience. The engineering team is pushing for a
[05:39:49] engineering team is pushing for a minimal version to hit the deadlines. So the question here, how would you balance these conflicting priorities to balance these conflicting priorities to ensure both the quality of the feature
[05:40:03] ensure both the quality of the feature and timely delivery? Well, we're always trying to use a MVP framing. It might not be the first release, the MVP itself, minimal viable product, but we're always asking what is
[05:40:19] the smallest uh version that still creates business value and uh aligning everyone on on the shared goals of why we're building this feature and
[05:40:34] of why we're building this feature and what metrics really matter is is the key here. Now, how would you resolve any disagreements between these departments? Well,
[05:40:47] first of all, you need to make sure that you're um acknowledging both both perspectives. The polish design is the delight factor. Um the speed and engineering behind that. Those are the things to to focus on. And then I
[05:41:04] propose that the team come up with uh with something that meets the deadline while creating a backlog for uh anything that that's left out of that of that uh
[05:41:16] release. We're not not doing something. We're just trying to get the minimum out there to generate that user delight while also creating business value.
[05:41:29] If delays are inevitable, how would you prioritize what gets um cut or postponed, how would you communicate this to all stakeholders? So, if this conflict continues to escalate, uh I'd facilitate
[05:41:47] a a structured trade-off decision. you know, we're looking at the value and the know, we're looking at the value and the effort and what's the impact of that and effort and what's the impact of that and make sure that everyone is there. Um, as
[05:42:01] far as communicating to to everyone, always as transparent as possible, what is that user impact? What what are the technical constraints and the timeline
[05:42:13] pressure? um what are what was considered and then the rationale behind what was considered. That's the key parts or those are the key parts of of
[05:42:25] parts or those are the key parts of of communicating that out. Uh so that everyone can see that you considered all the options. You didn't just shoot from the hip. Uh and uh you made a choice that was strategic and what's best for
[05:42:41] that was strategic and what's best for the company is best for everyone. the feedback is mixed. Some users are loving it, but others are reporting
[05:42:54] usability issues that make it difficult to navigate. You have limited resources, of course, and need to decide whether to fix fix these issues now or iterate on
[05:43:06] the the future versions that that you have. We'll look at the question, how would you prioritize the feedback and decide whether to address issues immediately or push them to a future update? Actually,
[05:43:21] this is one of those not a trick question, but um whether you have feedback like that or not, the process remains the st the same. You are looking at what the highest priority is and working on that
[05:43:38] highest priority is and working on that in the next sprint. So quantifying the in the next sprint. So quantifying the severity of the of the feedback you know that's number of users affected is drops in engagement
[05:43:53] are there support tickets out there and you fix the critical and then you continue on with your planned development. What steps would you take to ensure you address the most critical pain points
[05:44:06] address the most critical pain points first? leveraging analytics is uh always always the answer. You make databased decisions. So use that user user
[05:44:18] decisions. So use that user user feedback in ranking by just how severe they are. Um also how often they they might come back. You see you segment your feedback into the critical stuff and uh and the nice to have stuff. But
[05:44:34] as I said before, we continue with with our agile delivery. We are iterating every sprint and we catch what's most important and we get that fixed. Uh we
[05:44:46] don't we don't have a knee-jerk knee-jerk reaction. And then finally, how would you balance user needs with ongoing product development? Once again, it's kind of a tricky question because um user needs
[05:45:02] are kind of what the development is is all about. We're trying to make them all about. We're trying to make them awesome at what they what they do. So, awesome at what they what they do. So, if something affects core workflows or a
[05:45:16] critical set of users, absolutely prioritize those those features. But you want to distinguish between vocal minorities and
[05:45:28] sometimes there's a silent majority out there that that wants something fixed. They're the ones that need to be addressed.
[05:45:41] You have two key features in the product road map, but due to time and resources uh resource constraints, you can only focus on one. Feature A is critical to retention. Feature B is going to help acquire new customers, but it's less
[05:45:59] urgent. The fact that the word butt is in there uh means you're kind of in a bad spot. Everything is negated. when you when you hear a is negated. when you when you hear a butt u you should in your work world and
[05:46:13] butt u you should in your work world and your um and your private life as well. You should never never use the word but. Uh an and would work just as well. Um and you're not going to get that negation that comes with a but. There's
[05:46:29] negation that comes with a but. There's a little pro tip for you. Anyway, first a little pro tip for you. Anyway, first question with that um in mind, how would you prioritize which feature to develop? What factors would influence that that
[05:46:43] decision? Starting with data, things like a churn rate, um customer acquisition cost is going to be very important here as well as the lifetime important here as well as the lifetime value of a of a of a customer. your
[05:46:58] business strategy, specifically growth targets are also important here because targets are also important here because if there is a executive push for more if there is a executive push for more users, that's different. Barring that
[05:47:12] retention is at risk, you prioritize feature A. You prioritize retention. Uh that protects your your revenue base. It's a rule of thumb. Keeping a customer
[05:47:25] is orders of magnitude cheaper than acquiring a new customer. to your team and stakeholders ensuring alignment and understanding? First of
[05:47:40] all, rationale that you went through has to be uh um included in the communication. um you need to show empathy for the losing feature, but our
[05:47:54] decision is we're going with A. It retention is at risk. I'd always prioritize A um because it uh it protects protects re revenue and cash is
[05:48:09] protects protects re revenue and cash is king in all businesses. motivated regardless of which feature is chosen and that they stay focused on
[05:48:21] delivering a successful successful outcome? Motivate the team by celebrating that you're tackling the most critical driver of success. And by
[05:48:34] the way, whether you chose A or you chose B, you chose the one that is the most critical driver of success. technical interview questions this time. These are going to test whether you, the candidate, can speak the language of
[05:48:51] engineering. Um, so that you know how to make make trade-offs when decisions come make make trade-offs when decisions come along. We're not actually there to write code. If you find yourself writing code, you uh might want to consider that uh
[05:49:07] something has gone gone wrong. the product manager um thinks about technology tradeoffs but doesn't actually implement those but doesn't actually implement those sorts of things.
[05:49:24] come across uh what's the difference between SQL and no SQL? So So SQL to start out with is
[05:49:38] what you know of as a database. A database that's run off of a uh DBMS, a database that's run off of a uh DBMS, a database management system. And it's um database management system. And it's um it's got tables, right? A predefined
[05:49:53] it's got tables, right? A predefined schema of rows and columns of of data. Relational database it's also referred to. So no SQL is uh that stands for not
[05:50:05] to. So no SQL is uh that stands for not only SQL by by the way um well it's only SQL by by the way um well it's schemalus. It doesn't store in that um in that sort of relational way. It actually stores in just a key and then
[05:50:20] the the value. It's it's actually stored in in flat files. You get eventual consistency with no SQL. what that means. Uh first of all bullet it had the
[05:50:33] had the acronym acid adomicity consistency isolation durability. It means when you go to a and when you make a SQL query you get the answer that is the answer.
[05:50:50] you get the answer that is the answer. um in a NoSQL database you might not get um in a NoSQL database you might not get the exact latest it is whatever is there the exact latest it is whatever is there at at the time and for things like uh
[05:51:02] populating a website that's the kind of thing you want you want it as fast as possible um think about the last time you were on Amazon you pulled something
[05:51:14] something up it's much more important to the user experience that it pulls up if the price had changed slightly. Um, it's a problem, but it's not um it's a bigger
[05:51:26] problem if if nothing shows up and you decide just to to go away. So, SQL decide just to to go away. So, SQL scales vertically. That is um if you want more power uh more performance, you need to build a bigger
[05:51:42] SQL server kind of kind of thing. um NoSQL it scales horizontally and again for that performance region if you're looking at Amazon and you're in Asia uh
[05:51:58] you're looking at a different server and if you're grabbing data from another place you're looking at another server so you're getting that that speed but again the data that you're getting is not
[05:52:12] necessarily to the second the correct value. So if you do need strong consistency uh like payments for instance, banking that needs to be accurate all the time. Um no SQL is when you need more
[05:52:30] flexibility, you need more scale and volume like the um Amazon example that I gave before. Social feeds also same same kind of thing.
[05:52:46] Next question. How would you ensure the scalability of a web application? So with web applications, the first thing to think about is load balancing. thing to think about is load balancing. You're um distributing uh one server in
[05:52:59] one location, another server in in another location. It's the traffic management is is really what we're talking about here. And then you think about caching also tools like Reddish and and memached um
[05:53:16] they're storing session data for millions of users and when those users log in that session data is already there so it loads fast and they're there it it feels like it's instant. Microservices are um able to be spun up
[05:53:34] when you need more. Or if you have a login service and there's just one of them and two people need to log on at the same time, one of them is going to the same time, one of them is going to have to wait. So you spin up spin up
[05:53:47] another one. You spin up 10 more just in case everyone logs on and nobody is uh delayed. Docker is a tool for containerization. So putting it all
[05:54:00] together there and having that able to be well spun up the same just like microservices. So you can do multiple you can you can understand um that's a lever that you can that you can pull uh to get better better performance.
[05:54:17] What is an API and how would you decide between using a REST API or a GraphQL between using a REST API or a GraphQL API? uh application programming
[05:54:29] API? uh application programming interface is that um acronym and it's interface is that um acronym and it's where a it's the communication between this program and this program. Um they're using a agreed upon standard to
[05:54:43] they're using a agreed upon standard to talk to to each to each other talk to to each to each other and uh rest is uh stable and simple. anyone who's signed up to use that API
[05:54:58] knows exactly what they're what they're going on or what they're going to do. going on or what they're going to do. Um, and there's multiple um in a in a system that's keeping track of uh people, you know, there's one place to
[05:55:14] go to get the person's name and another place to go to get uh the address. It's kind of a singular thought kind of thing. GraphQL on the other hand is uh
[05:55:26] flexible that is uh just kind of one spot to go to and you can ask for whatever you want but you got to know what you want. There's some complexity there. There's some uh there's some knowledge that needs to happen um in
[05:55:44] order to use that GraphQL. So, it's usually a lot faster. Um, but at the same time, um, you got to know what you're doing. So, REST
[05:55:56] requires versioning, right? If you change, um, the way that it sends back that name, maybe it was last name, first name, and now it's first name, then last name, and now it's first name, then last name. Well, you need to uh let everyone
[05:56:11] know. GraphQL on the other hand, you're able to continue to use the same one able to continue to use the same one because your um users, your customer, the people that are calling to that um to that API, they know that they're
[05:56:27] calling um and getting all all the data back they want and then they're going to put it into a first name, last name, or last name, first name. The trade-off is simplicity and comfort versus uh
[05:56:43] simplicity and comfort versus uh flexibility. explain the key considerations when building a product that's going to scale
[05:56:56] building a product that's going to scale globally. So first of all, your globally. So first of all, your application should be localized. um that application should be localized. um that is languages and time zones. Um there's
[05:57:09] cultural adaptation that needs that needs to happen. U for instance, a Canadian dollar is not a US dollar. So your system in the background needs to make sure that it knows somebody buys something for $5,
[05:57:25] that actually will be something different depending on where it's uh different depending on where it's uh internationalized.
[05:57:39] Infrastructure is usually important. When you spread out your users, you want to also spread out your content. There's something called a content delivery network or a CDN. And that just basically means we're going to put uh in
[05:57:53] Asia this server and in North America this other server and those users so this other server and those users so that uh they don't fall victim to a too much latency um are calling to those different places. So architecturally you
[05:58:07] have to set things up different. And then finally um compliance. Uh there's local regulations that are different from place to place, region to region,
[05:58:19] country to country. Um in the European Union, for instance, there is um the GDPR which is the uh general data protection
[05:58:31] which is the uh general data protection regulation. Um and uh they have privacy laws that are very specific that if there are European um users, you have to follow those rules. The fine on that one is drastic. It's 5% of uh 5% of revenue.
[05:58:52] That's not 5% of profit. That's revenue. So if you're a billion dollar company, then a fine could be 5% of a billion dollars, which is quite quite a lot.
[05:59:04] Analytical questions. They're looking to know if you can turn analyses into know if you can turn analyses into actionable product decisions, something actionable product decisions, something that's that's good for the company as
[05:59:18] that's that's good for the company as well as good for the user. subscriptionbased service? I've got some bullets to follow that are some more
[05:59:30] detail questions you might run into. Specifically, how would you identify the Specifically, how would you identify the root causes of churn in your user base? The answer is uh you want to f follow a structured funnel approach, right? users
[05:59:47] are going to come in. That's the acquisition. And they're going to sign up or not. That's activation. They're going to use, they're going to engage going to use, they're going to engage with the system. And then finally,
[05:59:59] you're working on retention. You're working on keeping them following that structured funnel approach, watching what's happening. That's the that's the plan. What metrics would you track to analyze user retention? the number of
[06:00:16] daily active users or monthly active users depending on your specific product. Um you know if somebody doesn't need to go in but once a month then you
[06:00:28] want to look at the monthly users there and how would you segment users uh to better understand churn patterns and how would you use that data to prioritize retention strategies? chop the user base up into um into segments.
[06:00:45] up into um into segments. And uh cohort analysis is one very good way of of doing that. It's basically grabbing a chunk of users um like by the sign up date. These are all the people that signed up on the first of the month
[06:01:00] and then following them as a group. So you can kind of see what the average you can kind of see what the average users um looking at new users versus um long-term users is another important one for specifically for looking at looking
[06:01:16] for specifically for looking at looking at churn patterns. Now how would you use that that data? Well, you you want to take those things like uh net promoter take those things like uh net promoter score um and uh and other qualitative
[06:01:30] things and match that to the quantitative kind of things, the usage patterns. Five minutes a day for the first month, but then it's
[06:01:42] three minutes every other day for two months, then it's one minute. Um then you know that they're using it less and less. they're seeing less value over less. they're seeing less value over time. Um, and talking about time, uh,
[06:01:57] you want to look at the lifetime value, the LTV. That's how we're going to, um, uh, prioritize the retention strategies. Next, next one is how would you evaluate
[06:02:09] the performance of an online advertise advertisement campaign? So, the specific questions you might see, what are key metrics that you would use, the click-through rate, the most commonly used, how just how many people are
[06:02:24] clicking on that ad. Reading the ad is interesting, but if nobody's actually clicking on it, then uh then it's far less far less value. And so there's a cost per click, the CPC, and that's another one that needs to needs to be uh
[06:02:40] watched because you have a customer customer acquisition cost, the CAC. From that acquisition cost, you could figure out your return on the ad spend.
[06:02:53] R O A S. Conversion rate is the last one. How many of those people that clicked through actually became customers? they were converted from just customers? they were converted from just a liloo to uh somebody who is actually
[06:03:09] actually uh providing revenue to the company. Now, how would you determine the return on investment of the campaign? Um actually, I kind of just went over that and optimize it for better uh for better performance. Um
[06:03:25] that's the measuring the revenue versus the spend as you iterate revenue versus the spend as you iterate using AB testing to see um just how just using AB testing to see um just how just how those uh ads are are performing.
[06:03:40] How would you assess the effectiveness of targeting uh the creative assets? You know the different pictures. This one's red, this one's blue. uh ad placements, you know, where you're putting are you going on
[06:03:53] Twitter or X uh versus you're putting them up in Facebook, all of those are them up in Facebook, all of those are looked at. And then the AB testing is uh having an experimentation mindset. You don't just switch over to a new one. You
[06:04:07] don't just switch over to a new one. You take 10% or so of your existing and you give them those new ads and you see if there's any improvement, right? If there is, then you ought to go there. If you try out an ad and you know what, we're
[06:04:21] not getting any better numbers. Probably it's not a probably it's not a very good it's not a probably it's not a very good um a good ad. Next series of questions. How around how would you assess the impact of a product
[06:04:37] update? What methods would you would you use? What we're talking about here is what key performance indicators or KPIs. key performance indicators or KPIs. So things like retention of the users,
[06:04:51] task completion, right? We had an old feature that they were going to do something with this new feature. Are are they doing more of that? Is it happening more often? Are individual users doing it twice a day and they used to do it
[06:05:06] thing. Now, how would you analyze user feedback and product usage data to to assess whether the the update has met its goals, met its goals? Um, AB testing is
[06:05:21] goals, met its goals? Um, AB testing is is always a goto method. We have our previous now we have a new release and now we have A and B. And you can look at different things like a cohort analysis. all of the people that signed up on the
[06:05:36] first of the month. We're going to compare or we're going to watch how compare or we're going to watch how their usage changed for that particular their usage changed for that particular group. Funnel metrics are also a a good
[06:05:49] thing to to look at. You know, people are coming in and signing up. They're engaged and using. Are they being retained or or are they dropping off
[06:06:02] after one month of usage or one week of usage? What key performance indicators would you track post update to ensure the product continues to meet user and business needs? Uh when you're looking
[06:06:16] at KPIs, when you're looking at metrics, there are leading indicators and then there are lagging indicators. So, a leading indicator is like how much engagement is there? How many new people are walking through the door and taking
[06:06:32] a look around the shop? Uh, a uh lagging indicator is something like revenue or something like retention. It's the end result. If you're getting less people through the front door, likely you're going to have less revenue at the end of
[06:06:47] going to have less revenue at the end of the month. So um those those are a couple of indicators and that's a few indicators and looking at leading indicators and looking at leading indicators to project out to lagging
[06:07:01] indicators. That's the process that you go through. And finally we have a fourth set of questions uh things about deciding whether a feature should be kept it should be improved or it should be it
[06:07:17] should be deprecated. So what data points would you would you a feature? You want to look at it through a few lenses three lenses.
[06:07:29] usage. You what what's the behavior of the users as they're as they're engaging your your feature? You want to look at what's the the value like what value
[06:07:41] does the user perceive they're gaining and what's the business value? What is and what's the business value? What is the overall revenue that comes in due to this feature? The third lens is about the cost. See, it takes resources to to
[06:07:56] maintain something and that maintenance as a feature gets older and becomes more as a feature gets older and becomes more and more complex uh it costs more to to keep it functioning right. You want to tie those thing the things that you're
[06:08:11] seeing through those lenses to uh to the strategy. What is it that the company wants to do? Is this a core feature that continues to be um something that is uh
[06:08:24] continues to be um something that is uh aligned with with the strategic plans or is this something that's really just distracting? It's a good thing to have distracting? It's a good thing to have but it's not really what your company
[06:08:36] wants to do. Next, how would you decide whether a feature should be improved or removed? considering user feedback and product strategy. Answering this question, you you want to
[06:08:50] to show that you have a willingness to sunset the the feature. Um any feature sunset the the feature. Um any feature that no longer um serves the users, that no longer um serves the users, that's the user feedback or the company
[06:09:04] strategy. Things like development capacity are are important. it costs time and it it costs investments. So things like the maintenance ver
[06:09:17] So things like the maintenance ver burden um compared to uh what the ROI is, what the revenue is associated with that. And uh always don't forget about that. And uh always don't forget about that usage that if they're using it less
[06:09:32] that usage that if they're using it less and less uh you're either on your way to and less uh you're either on your way to uh um suns setting or drastically need to do some improvement, change it up so that people are using your feature so
[06:09:47] that people are using your feature so that they can gain that value. And then uh finally, what role would user behavior, it's what I was just saying, business impact and resource allocation play in your decision making.
[06:10:00] So user behavior, if they're dropping off, if they're using it less and less, off, if they're using it less and less, that uh that is going to play in um you don't need it anymore or you need to make it better. business impact. If it's
[06:10:14] make it better. business impact. If it's not making the kind of money to justify the last one, resource allocation, well, then it's uh it's something that then it's uh it's something that probably should be um should be removed
[06:10:27] from the toolbox uh because you're strategic direction is you're focusing strategic direction is you're focusing in on something else. Behavioral interviews are uh what we're going to talk about today. This is a special
[06:10:41] talk about today. This is a special subset of interviewing techniques and uh subset of interviewing techniques and uh one that I'm a big fan of. It gives you a chance to not only show that you know what you know uh but also to show how it
[06:10:57] what you know uh but also to show how it is specifically that you have applied uh is specifically that you have applied uh what you know to the real world. If you what you know to the real world. If you ask anyone a question, the question, if
[06:11:11] you saw a baby on the second story of a burning building, what would you do? Every single one of them is going to answer you. I climb right up the trellis answer you. I climb right up the trellis and grab that baby and save that baby.
[06:11:24] and grab that baby and save that baby. Um, that's a nice thought, but if you babies that get burned up in house fires. Uh, what people say is not actually what they do. And when behavioral interviews are are done, it
[06:11:39] is amazing how many people just don't have an example. Say, I am a leader and tell me about a time where you were a leader. Uh blank comes over their eyes.
[06:11:51] They they they don't have one. So that's why I'm a big fan. Uh we're going to use why I'm a big fan. Uh we're going to use the car framework. Context, action, result. There's a few different frameworks that can be can be used. Star
[06:12:07] is is another one that's really popular. Uh for purposes of these slides though, there's three things. We're going to set the stage with the context. Uh going to explain what you actually did with the action and then uh what was the result?
[06:12:23] Uh what was the outcome and the the impact to the user and and to the impact to the user and and to the business. me about a time you had to persuade a team to adopt a new approach.
[06:12:46] So first the context C uh briefly describe the challenge and why a new approach was needed. You give a specific place. When I was at XC Corporation,
[06:12:58] we ran into an issue with acceptance of a certain feature. Next, the the action. What what did you do? You're explaining how you persuaded
[06:13:10] the team to adopt the new approach. In in this um in this example, you're emphasizing for this example specifically, you listened so much more than you actually spoke, that you were showing
[06:13:26] actually spoke, that you were showing the empathy that you um that you needed the empathy that you um that you needed to show in order to accomplish. to show in order to accomplish. C A R for result. um share the positive
[06:13:38] outcome uh the team alignment the improved import performance because of this uh approach that you persuaded the team to take.
[06:13:56] question is to describe a time where you had to handle a difficult cult uh customer complaint. You'll see a theme throughout these things. The interviewer wants to find out how you react. Um I actually been a part of
[06:14:10] you react. Um I actually been a part of a number of uh hiring teams and I was shocked and I am shocked every time. There's always somebody who u well you know what that customer was a jerk so I told him to to get out of here. We
[06:14:25] didn't want his business and I have to kind of you you know I'm interviewing kind of you you know I'm interviewing you right? um for whatever reason it's you right? um for whatever reason it's always um people tell the truth when you
[06:14:39] always um people tell the truth when you ask about their specific experiences which is different than asking about what would you do in a theoretical case. what would you do in a theoretical case. So first the context describe the nature
[06:14:52] So first the context describe the nature of the the complaint. Um make sure it's a clear dis description and make sure you include the the stakes. you know this this was going to affect our revenue or this is going to
[06:15:05] affect our revenue or this is going to um negatively impact the brand. The action um outline the steps that you took to to resolve it. Listening is always important for um handling a customer complaint. showing that empathy
[06:15:21] that you understand what they're what they're feeling. You feel what they're feeling and then the result highlight the the positive outcome. You know, there was customer sat uh satisfaction. Uh you
[06:15:36] retained that customer. This is a specific example. So, you know, that customer was going to quit, but instead they signed up on the gold plan and we they signed up on the gold plan and we actually got $20 a month instead of just
[06:15:51] actually got $20 a month instead of just the five from before. when you had to resolve a conflict between team members.
[06:16:04] between team members. So, the contact uh explaining explaining that conflict, you want to show that you're you've got the emotional intelligence that you knew what was what was going on um and you're showcasing
[06:16:20] your leadership and facilitation skills. So, you set that that frame and then how is it that you mediated the situation? How is it that you used that emotional
[06:16:32] intelligence and those leadership and facilitation skills to really uh knock it out of the park to encourage communication and uh come up with a solution? And then when you talk about the the
[06:16:46] result, share that outcome, you know, how was how's the teamwork improved how was how's the teamwork improved the project that project where where the conflict happened, you know, that that was a success, we rolled it out. What
[06:17:02] you're doing is is highlighting that uh that it's a not just a short-term fix. that it's a not just a short-term fix. you you had lasting resolution.
[06:17:19] not going to get four of them in one interview, but you might get two. Sometimes even even three. You need to make sure that after you watch this video that you think about your time um working and
[06:17:36] figure out an example that you uh that you know you did good and just use that example. All of these things, you know, there there was a conflict and um you
[06:17:49] solved the conflict. Um, any one of those could have used the same the same example. Yeah, you need to have a few examples. This one isn't a con conflict. This one is working under pressure. Give me an example of when you had to work
[06:18:03] under pressure to meet a tight deadline. So, have a have a couple of them. Have two or three of them. And then just don't veer off of that, though. It saves you a lot of time and thinking, "Oh my god, when is a you know, you have your
[06:18:17] go-to story?" just tell that story with a with a different um align it with the question and you're going to answer that question. So in this case describing the question. So in this case describing the the pressure and the the deadline you're
[06:18:32] you're going to be showing how you uh you showed resilience under stress. There's definitely going some times in your life where there was some stress. So just describe that out. When I was at corporation B, we we uh we needed to
[06:18:48] deliver and we weren't done yet and nobody knew what to do. Uh then tell the action. You know, how was it that you were able to prioritize the tasks and manage the time? You don't want to give a hero story here. It's not about
[06:19:05] heroics or at least they're not looking for heroics. What they're looking for is for heroics. What they're looking for is that you um you're a planner. You you're task oriented. You uh you work with a team and and you show teamwork to get
[06:19:19] things done. Want to choose choose the best story. And finally in the result best story. And finally in the result when you share the successful outcome, meeting the deadline, achieving the the the objectives, meaningful consequences
[06:19:35] the objectives, meaningful consequences of what you did. And by the way, of what you did. And by the way, reflecting on um how you'd avoid this in the future, uh on all of the behavioral interview
[06:19:49] questions, but this one in particular, that really really makes makes a difference. It shows that you you have a growth pattern. Uh and uh you're going to you're going to bring that to the table when you join this this
[06:20:05] table when you join this this organization.
[06:20:20] new feature for Instagram that addresses user needs. About half the time interviewers are going to be uh offering a standard application that uh most people use, most people are familiar with. I do
[06:20:37] want to point out though that sometimes you're not actually familiar with that you're not actually familiar with that particular one. You could wing it. Uh but there's really no benefit to that if you just explain that's one you haven't
[06:20:51] used before and ask them to explain it to you. Uh either they will or they'll just choose a different application that you are familiar with. So
[06:21:04] that said they're asking for some something that addresses user needs. You want to identify a meaningful gap in the current
[06:21:17] UX. Uh you're showing off your creativity, but also your product sense, creativity, but also your product sense, the the fact that you empathize with the user pain points and and you understand the user needs.
[06:21:33] the user needs. suggesting a feature like AI powered uh personalized content filter can be a a good one to do because you're proposing good one to do because you're proposing a solution that balances user value with
[06:21:48] a solution that balances user value with business benefits. You can uh show that you understand where the market is going and how you can keep Instagram aligned with that. Explaining user and business benefits
[06:22:04] like more engagement and uh more ad revenue because of this is uh is really crucial, right? They're hiring you to be a product manager to to empathize with the user but also to filter that by um
[06:22:21] business value, right? You need to link the design to business outcomes. So for the design to business outcomes. So for all of these that's always crucial. all of these that's always crucial. Here's another one with a app that is uh
[06:22:36] on everyone's phone. How would you improve Uber's ride sharing experience? improve Uber's ride sharing experience? Again with a customer empathy forefront. You can introduce predictive booking language translation but do it
[06:22:53] with that empathy. Um, you can say this has happened to me or even better your has happened to me or even better your my mom was at the airport and she was really uncomfortable. She didn't know how long it would take for Uber to to
[06:23:08] arrive and she sure just wish she could plan ahead. Just schedule it early so that so that she would be uh more more comfortable. Showing that that empathy that way is going to go a long way. You could add safety features like a panic
[06:23:24] could add safety features like a panic button or or um ride tracking. Practical problems is is the point that uh um using that empathy, you understand
[06:23:37] that there are just some things that are um getting into a stranger's car is not is not good. And solving those problems then is is what you're doing here.
[06:23:50] Eco-friendly um sustainability highlighting that you understand broader business and social impacts is also an opportunity here as you go through these design kind of things that you're
[06:24:04] thinking about um you're thinking about thinking about um you're thinking about the product on a on a grand scale. it's an app that they'll ask you about. The other half of the time it's it's
[06:24:19] more theoretical. Design a userfriendly mobile app for Design a userfriendly mobile app for senior citizens. So simplicity in UI design, uh larger fonts, uh voice assistance, these are
[06:24:36] fonts, uh voice assistance, these are all things that that specific demographic that was that was uh thrown out there. um that's what they need, what they would appreciate. Uh emergency contacts and health
[06:24:51] Uh emergency contacts and health tracking. That's something that u maybe tracking. That's something that u maybe not out there as you think about 20somes not out there as you think about 20somes taking a Uber home from the bar. Uh but
[06:25:04] health tracking might be something for senior citizens. So those demographic specific needs are uh uh you're addressing them. You're solving the solving the right problem. customization for individual needs that
[06:25:22] customization for individual needs that focus on ease, ease of use and clarity focus on ease, ease of use and clarity and uh also at least implying or throwing in there some business knowledge that I think there are a lot
[06:25:35] of seniors that [snorts] don't use because of this that if we offered these uh solving their individual needs we could probably um
[06:25:47] individual needs we could probably um increase um increase the use use of this increase um increase the use use of this particular um application. And finally, the fourth of our product design uh interview questions. How would
[06:26:01] you prioritize features in a product roadmap for assess product? uh software as a service is something that people sign up for and you want to solve
[06:26:15] people sign up for and you want to solve their their pain points and align with uh business goals, right? You want to uh show that strategic thinking
[06:26:32] prioritization choosing a framework. One of the great choosing a framework. One of the great ones is Rice Reach, impact, confidence, ones is Rice Reach, impact, confidence, and uh um effort. R I CE. There's other
[06:26:45] ones out there. If there's one that you know this company uses, for instance, that would be a that would be a wise decision to to use that one and show that you use it. But in any event, showing that you're aware of the
[06:26:59] frameworks and you use these frameworks, that's the key. you make datainformed decisions and pointing out that you are a believer in iterative delivery that you release in phases. Um you start with the minimum
[06:27:16] in phases. Um you start with the minimum viable and balancing the user needs with the business goals and getting the most critical things out to the market. Get critical things out to the market. Get it out as as soon as possible.
[06:27:33] favorite product interview questions. It is type of interview questions. These are questions
[06:27:46] interview questions. These are questions about actually your favorite product. So, think about a product you really enjoy using, whether it's a gadget, an enjoy using, whether it's a gadget, an app, or a service. And literally you can
[06:27:59] choose whatever you want. However, you're wanting to be a product manager and so you are a strategic person choosing a product that's in the same
[06:28:13] universe as the product this particular company is using. That might be wise. If uh you're interviewing at a bank, um the Robin Hood app is uh probably a good a
[06:28:28] Robin Hood app is uh probably a good a good bet. If you are at a social media company, a competing social media product might might be a wise choice product might might be a wise choice there as as well. First thing is why do
[06:28:42] you love it? You're showing off your product in intuition and and your user product in intuition and and your user empathy here. So it is this is why I love it. But saying something like uh and I know I'm
[06:28:56] I'm a part of a major segment for this app. Just giving that awareness u that's going to go a long way. But explaining clearly just what drives your enjoyment. You know is it the usability, the aesthetics, the features? by showing
[06:29:14] what you love, you're kind of projecting what you're going to bring to their to what you're going to bring to their to their product. So, um, if they're not a company that seems to be interested in aesthetics, maybe maybe not talking
[06:29:29] about how it's the most beautiful thing out there. they're more of a database company. Maybe talking about how you're really impressed with the with the data uh would be a good uh a good tactic to to use.
[06:29:44] to use. And then what specific improvements or new features you would add add to the functionality, the user experience or or the appeal. What you're doing here is showing that you can articulate what
[06:30:00] showing that you can articulate what makes a product great. uh creativity and thinking of new products and stuff. That's that's not exactly it here. We're we're really talking about um how you can articulate
[06:30:16] um individual features and uh differentiate those those features. That's that's what you're showcasing. So the next favorite product interview question is uh can you identify a product that you believe has
[06:30:31] room for improvement whether in terms of design or performance or use usability you're showcasing your analytical thinking and problem identification
[06:30:43] right so what changes would you make to this product you want to focus on the this product you want to focus on the tangible things for for those they said tangible things for for those they said design performance or or usability. If
[06:30:58] you want to choose performance, show that you have some knowledge of how that's done. Um, you know that they are currently serving this out of one place and you would definitely u you would definitely do a more of a federated
[06:31:15] design so that latency is lowered that that kind of that kind of thing. and uh how how do you think it would impact its overall effectiveness and user satisfaction? They're looking for here is that you're um you're proposing a
[06:31:31] practical uh practical solution. And what you can do here also is show that what you can do here also is show that you're aware of tradeoffs because you are focused on business uh business impact. So you're talking about the user
[06:31:47] impact. So you're talking about the user satisfaction and you're also um at least implying um you know this comes at a cost and you know that with this improved satisfaction there will be more users which is going to generate more
[06:32:04] users which is going to generate more revenue. question. Imagine an un under un under underserved market or demographic that you feel is being overlooked by current products or or service. This is a great
[06:32:20] one for market market awareness, showing that you you see the uh the diamond in the rough. What type of product or service would you develop to meet the service would you develop to meet the specific needs of this of this group? um
[06:32:35] specific needs of this of this group? um showing off your empathy that you not only understand that there is this group that is an opportunity uh but that you have the the kind of analytical mind that is also looking at what is
[06:32:53] different about this demographic about this underserved market um that that is there. Are you able to identify the the pain points for that particular group?
[06:33:05] Would you ensure that it is accessible, affordable and uh and impactful and uh strategic thinking in product development is is what you're
[06:33:18] showcasing, right? You uh you see these things um that are going to make it things um that are going to make it acceptable uh accessible or affordable. um it's going to make an impact. And once again, at least implying as you
[06:33:33] once again, at least implying as you answer that how that value you create as answer that how that value you create as for the user can be value that is business value um for the company that that wants to that wants to serve that
[06:33:48] that wants to that wants to serve that uh that demographic. product interview questions. Consider a product or service you regularly use,
[06:34:03] whether it's a mobile app, software, or even a physical item. While it's useful, you feel it could be more efficient or userfriendly. more efficient or userfriendly. Uh before we jump into to this one,
[06:34:17] you're there for an interview to impress this person. So, I'll say it again to make sure that you choose something that is um in the domain of the company that
[06:34:29] you're you're going to you don't have to, you know, if your product that you normally use um that you wish would would work better is associated with would work better is associated with your car, um it's a fine thing to do.
[06:34:44] But if this is a company that is a purely virtual software kind of thing, they're going to understand and it's a framework to use to showcase your skills. Uh but it would be a much better framework to use to
[06:35:00] choose something that's similar to their to their product. Just a just a little hopeful hint there. So what specific areas do you think need improvement?
[06:35:13] you're showcasing that you've got that user experience thinking. Um, and you're a good problem solver, right? You want to uh uh
[06:35:25] solver, right? You want to uh uh state just what it is, but state it state just what it is, but state it specifically something that is small enough to fit in a fit in a box that can be a release of a new feature.
[06:35:40] How would you redesign or enhance the product to better meet the needs? See product to better meet the needs? See your analytical evaluation your analytical evaluation in in conjunction with your creativity.
[06:35:53] Um that's what you that's what you want to show with this enhancement that you to show with this enhancement that you want to to to make. So so explaining the want to to to make. So so explaining the um expected impact and with as many
[06:36:07] um expected impact and with as many numbers as possible. that's that's going numbers as possible. that's that's going to show and give them the impression to show and give them the impression that you are a databased problem solver.
[06:36:19] that you are a databased problem solver. Um it's not just a this feels right but um it says foundation of flexibility. How do you make your product getting better after every deliverable or someone mentioned the word after every
[06:36:34] element or phase wise delivery right? How do you make your product keep getting better? What is this? Can anyone give me an example of this that Suryange it is mentioning value collaboration over silos? There's one more aspect to
[06:36:48] it. When you're working in an agile team, the team not only comprises of developers, okay, the team would have obviously developers. It will have you as a BA. Many a times it would have a product manager. Many a times it would
[06:37:03] have a subject matter expert who knows the industry of the client well. the industry of the client well. Sometimes the BA can be from that industry. [snorts] Therefore you don't need to have a separate SMA. But this is
[06:37:17] a way an agile team works. It's something called crossf functional. Okay. Therefore it's not that development team works on their own are actively involved with the development team. Therefore, we have
[06:37:32] development team. Therefore, we have something in morning standup calls. So that it usually happens at 9 9:30 in the morning in an agile team wherein it's a know Nikil will get up and say okay today I'll be working on this. Apa will
[06:37:47] say I'll be working on this. Praina will say I'll work on this. I'll say I'll work on this. So that everyone is aware what exactly is happening within the team and there are no overlaps. There are no disturbances in between.
[06:37:59] Therefore, collaboration outside with the stakeholders of course and collaboration within the team itself. So, this was one thing that I wanted to highlight over here. If you're clear with this learners, just type yes in the
[06:38:12] chat box. Maybe you can speak yes and I'll go to the next one. If you have any away. See learners, we'll be open to doubts throughout the session. So, don't hold your doubts for the last half an hour and say doubt session. You know,
[06:38:25] you can interrupt anytime you want so that we can have more examples together. know agile? Give you 20 seconds. Read this then let's see what do we do. Okay,
[06:38:40] so it says BA just read this and then uh you know we'll have a small discussion. Uh Savita collaboration simple word in simple words it means that if I making this backage automation system no and you are my business analyst so you will
[06:38:56] stay in touch with me on a everyday basis if needed if I ask for a weekly updates so weekly updates but this will not be a scenario updates but this will not be a scenario wherein you will be silo okay I'll come
[06:39:11] in touch with your stakeholders all the time It can't be that your stakeholder is giving you requirements and after one month you're coming back to hey good morning do you remember me? No. So you'll constant touch with the
[06:39:26] stakeholders could be your clients outside stakeholders anyone and within your team also you will work across functions. So BA would work with developers there would be a product manager there would be a theme there
[06:39:39] would be some front end you know UIUX people. So it's a cross functional team. This is what you mean by collaboration. Silos means over here. So it's like feedback session. Absolutely. Uh GA exactly it's an absolute going on. Silos
[06:39:54] your own. I don't know you. You don't know me. Therefore my work has to get completed for the overall success of the project. Therefore that's the reason in
[06:40:06] silos means Tina is on her own. I don't care what she's working. Savvita is on her own. No idea. So this is not how you work in a agile team. Make sense work in a agile team. Make sense Basundra? So that's how it works. So
[06:40:20] yes, it's a short cycle time big. That's when you come with a final answer that you know uh the client has to understand. Now you yourself come up and say [snorts] there are too many changes, there are too many add-on requirements.
[06:40:34] Uh we can keep working on it but it's going to delay your final product Sometimes the client will agree and say hey he's making sense but sometimes the client says so what's wrong I have got time I have got money why do you worry
[06:40:48] then you go as for the discretion of the client but you keep both the pictures open does that answer your question db for example if you work with middle eastern clients as we used to do uh they
[06:41:00] coming every other day because there is some again change in the leadership they don't have problem of funds so they'll say I have a new vision The previous one had another vision. This is my vision. This is what you have to do. So it's
[06:41:13] there. As long as they're able to wait, it's fine. Your job is to tell them both the All right. They don't worry. You don't need to memorize anything. It's just doing the same concept again and again.
[06:41:27] They are saying responding to change, you know, uh working on deliverables rather than continuously documenting things. It says interacting more. you with your stakeholders including your customers. So this is they've branded as
[06:41:43] a manifesto which we have already discussed. Okay. So this trying to have a quick recollect on this read this we have already discussed learners. So just acting kind of a recap. So whatever you're reading try to relate it with the
[06:41:59] story of the baggage one with the story of big when we were delivering his with the stories that we discussed. Then you will be able to understand it better. It all depends on whether the client is ready to accept it or not.
[06:42:14] Slow you know overall alignment or development that's your responsibility to communicate to the client. Decision is his. If he's ready to make Decision is his. If he's ready to make it slow, if he's ready to you know make
[06:42:28] one or two parts of the entire project go slow, it's his decision. You are only go slow, it's his decision. You are only here to communicate. here to communicate. Okay, here we go.
[06:42:45] Situation over here learners is that you have a delivery app. Okay? And out of 100 people that come, 40 people are leaving without buying. Your revenue is going down. This is a
[06:43:02] learners. Now, now forget whatever is written over Now, now forget whatever is written over here. Ignore this. Okay, ignore. If you all are clear with the problem that Sri I understand what the problem
[06:43:17] is that out of 140 people leave without buying anything. If you are clear with buying anything. If you are clear with the problem, type yes in the chat box. the problem, type yes in the chat box. Sri, I'm clear with the problem. Okay.
[06:43:30] Now we have had multiple discussions on how this agile thing works what exactly this is it I iterative so on and so forth right what you need to do is I'll give you 2 minutes 2 minutes time all right we'll not be going through the
[06:43:45] solution and everything how it is done we'll be keeping it all hands on I'll we'll be keeping it all hands on I'll give you 2 minutes come up with a plan give you 2 minutes come up with a plan keeping agile methodology in mind on how
[06:43:57] will you take this a problem how will you take this problem okay so let's say one answer from your side can be let's say vasundra can say if I'm the you know business analyst over there I would first conduct some kind of a market
[06:44:11] first conduct some kind of a market research by talking to my users what is wrong that if you are liking our product that's the reason you are coming if you're coming that means you want to buy something right it's not that you're
[06:44:23] say I got nothing to do today so I'll open blinket no right you want to order blinket. But you open blinket and you're not buying anything. So now this is a concern learners. You got 2 minutes
[06:44:36] time. You got 2 minutes time. Uh gajula you got 2 minutes time. I want a plan from as many learners as possible. First you will do this. Then you will do this. say after taking feedback you will contact your developers that we need to
[06:44:51] make this change. Quickly make this change and run a prototype with let's feedback that we are getting. Whatever approach you say keep whatever we discuss I'll give you 2 minutes and consider I am not there right now it's
[06:45:08] 51 maybe 53 so what people are doing maybe they are searching for the product on your platform because your product is beautiful however it could be a possibility that competition has got better pricing correct got it so you
[06:45:23] have done this great good next >> sir I think So I would like to check why the customer's uh feedbacks are not being uh you know allocated to our uh
[06:45:35] >> like why have we not taken the customer feedback correctly >> I want to understand if there is a problem the 40% crowd is not coming so I want to analyze the problem what exactly had happened with the customers so I
[06:45:47] think the NPC the net promoter uh scores that we have or maybe the customer's feedback need to be taken into consideration that what went wrong right >> second so sometimes It can happen that you know uh people do say like you given
[06:46:00] a brilliant example of blinket right so I have blinket I've got instamart I've got swiggy and I also got uh zeppto >> it might happen uh you know zeppto is much quicker than swiggy so I think people are hence comparing and then
[06:46:14] going back >> uh to so that could be the speed capacity or I can say the customer capacity uh if for example 100 users are logging into zeppto is it getting slower Okay.
[06:46:28] sure. >> So you're taking you're taking answers you know these could be the reasons first. I will identify those reasons. Then you know what second aspect to look at is this is not something new taking
[06:46:41] customer feedback it has already been in place for quite some time. So now the question arises why was the customer feedback not taken >> not not allocated earlier. Good mamita. Good mamita over to you.
[06:46:55] >> Yes. Yes sir. Uh the variety of products because we usually check products in because we usually check products in Swiggy, Zeppto and before ordering. So if somewhere I'll get more variety of products and products that are gourmet
[06:47:09] products which are not somewhat available in Zeppto and all. So I would definitely as a customer would like to opt where I'll get more discounts variety of products. >> Good. So you're identifying again that
[06:47:21] reason why people are not there. Okay. Good. scenario the product variety could be a problem right and you shik said you know it's good to have a call with the customer to understand a customer yeah go ahead sh is that you
[06:47:34] >> yeah it's me to add one more thing >> since 40% are leaving us I just want to understand might be we are not having that kind of product which meet their uh I mean what is that I want to say which meet their requirements might be that
[06:47:49] yeah >> so quality of products Okay. So we have talked to the customer. We have got quality of products could be an issue. That's great. So learners my question is what will you do once you have
[06:48:02] reasons are anyone [snorts] that you have mentioned over here. So what's the next step? Go ahead tell me. >> Engage the other required stakeholders. >> Good. So ADA is saying that Suryanch let's now start engaging other
[06:48:16] stakeholders who could be part of the could be a procurement team or let's say that could be a UIUX team. Good answer. What else? >> The re-release uh that we need to do. Uh
[06:48:30] >> So I think we also need to after gathering all the information and we understood right now where there is a fall. So I think the re-release is >> we need to do it in such a way the customers are attracted towards the the
[06:48:43] >> good >> we can provide the notification for all >> notifications. That's good. So now what you have done is essentially you have taken the feedback you have worked on that feedback it is now important for
[06:48:55] you to release that feedback in the first place in again phase wise manner notifications you're going to make them aware you know
[06:49:07] we have improved now we are better so that you know come back again and then again try our product so good answer now you have done the iterative part go ahead good next next >> I hear a boy's voice Then I'll go to
[06:49:19] >> Imran over to you. >> Yeah. And we need to come up with a strategy so that we can up bring up our sales also. We need to deise one strategy is what I feel here. >> Okay. Now you have taken care of the
[06:49:33] customer problem part. Next comes the new implementations require a new strategy that could be pertaining to your go to market because let's say now you have overhauled the entire working of the product with delivery timelines
[06:49:47] or maybe better portfolio, better pricing or better availability of products. Now you need to have a go to market strategy to promote. So sometimes [snorts] we can do that in our application also.
[06:50:00] >> We go to Aperna Vasundra then Shivani Aperna. deployment. >> Excellent. So you're saying that Suryange let's first have a demo whether this is really going to be there to work
[06:50:14] or not. Are you aware learners of this AB testing? Okay, leave it. I I'll explain it but I'll explain it sometime later. Okay. Oh no problem Dia go ahead go
[06:50:27] Vasundra then we'll go to I think Shivani I told Vasundra let's hear it >> we can do some changes in our app like we can compare the other apps and whatever the exciting offer so it it will be easily uh available it will be
[06:50:42] notification good so after you have done with the demos you have gotten good feedback and you told that you know it's good to go already been done because of the demos now it is Time to launch it. So now your
[06:50:58] now it is Time to launch it. So now your tech changes are what you call deployed. Thank you. Over to you Shivani. >> Uh sir, redesigning of the Shivani. Go ahead.
[06:51:10] >> Sir, we can opt for redesigning of the application. So if uh some kind of application. So if uh some kind of attractive UIs for customers >> UIUX or maybe some kind of you know backend changes maybe the app is going a
[06:51:24] little slow. So you need to make these uh what do you say efficiency changes sometimes it could be a possibility that the app only is not opening. Maybe the check out checkout page gets stuck. So yes you get these these things
[06:51:38] run a demo you plan your release and then you come back over here. trying to speak along with Shivani. Who's that? me, but just need to ask a question.
[06:51:52] >> Over to you, John. >> Um, listening to everyone. Can we implement the SWAT analysis? >> Excellent. Now, now learners, good, good, I don't know how to pronounce your name. Should I call you white?
[06:52:04] >> It doesn't. Joanne. >> Joan. Okay. Joan. Learners. Joan mentioned something related to SWAT analysis. You would have heard of no? >> You would have heard of multiple other
[06:52:18] >> No. >> You heard about the SWAT. let's say let's say you heard about SWAT. There's another option called PESL. Okay. Learners. So these kind of Yeah. These kind of what do you say
[06:52:31] analysis or working sorry I've written SWAT. These kind of analysis learners John okay
[06:52:44] when I say starting point they give you a direction that's it you know this is what we are looking as our weakness why don't we conduct customer feedback why don't we conduct customer feedback survey and then look at those weaknesses
[06:52:59] can't work on pricing let's say it's non-negotiable that doesn't fit your business model. Therefore, you don't focus on your weakness. You start focusing more on your strengths. Your strengths are premium products. So,
[06:53:12] let's focus more on that. You got the answer, Joan, that you focus more on the starting point because of these analysis, but you don't blindly follow them. You know, my weakness is pricing, so I'll go and reduce the price. No. So,
[06:53:26] it will only guide you where to start your journey of user feedbacks. All right, Joan. >> Okay. Thank you. >> Thank you. All right. Any other point anyone has because learners we are going
[06:53:39] absolutely right in the direction and with the answers we are able to relate and connect the dots. So we'll take one more answer from anyone. Go ahead. >> Uh before delivering into the customers we need to test properly.
[06:53:53] >> That's great. So that comes as a part of your demos and once your demos are clear you go ahead with release planning and then you finally launch it. All right this. >> But the owner of the product says not
[06:54:07] going to happen. It's my business. I can't change this because if I change can't change this because if I change this, then I'm losing my USB. So what do you do learners? What do you do in this scenario? Shivani is the
[06:54:19] person who is paying. She's the client. She says make this product. User is saying I don't want this product. What do you do? Let's see. Anyone can answer this question. Go ahead. Tell me. What do you do?
[06:54:31] try to convey her. >> No no I have I have an answer. If the user is saying no also we can give it as a I mean with the premium product we can market >> or something for the user to try maybe
[06:54:47] once the user tries then maybe he or she can use it and that's when your >> the client can also understand okay now they're ready to accept it right Immran good what else what else can you do in this scenario trials okay thank you what
[06:55:01] else if we are given a chance of doing this concept again of let's say launching target in Canada how this thing could have been done better
[06:55:13] adopting a more agile approach over to you learners let us start now >> let's go Tina >> so sir I think you just spoken about the pestl way so because they were launching in Canada they have to do the pestl
[06:55:27] >> uh looking at the pestl targets what they are getting they should have launched a trial store at least one or two Okay. Okay. >> Okay. Understanding what was the inventory people are buying based on
[06:55:39] stores. >> Excellent. So inventory plus trials >> Good. >> Because there could be something you Canada market. So they never knew you know about the conditions.
[06:55:54] >> Correct. They also should have understood how the audience are basically there because some like in India we don't have a stores like in Japan you know wherein you go you cook you you eat also and you come back
[06:56:06] >> so so they could have done it in that way right understanding what the targets are how the target audience are what is the atmosphere which will be reacting they could have then understood and they would have invent uh invested in the
[06:56:18] >> yes so the inventory could have gotten better with every new store launch So worst one could have been a failure. The next one would have been 20 30 40% better. And by the time they would have got to the third store, they would be
[06:56:32] somewhere close to 80 90% of the requirement of the market. [snorts] >> Correct. And they should have also learned from the experience because if another experience. >> The experience could have been added to
[06:56:45] 100%. >> Excellent. So experience of each launch. Good. Next learner. Yeah, it's me Next learner. Yeah, it's me Imran. Yeah, Ira before since last time
[06:56:59] we discussed right SWAT analysis, we could have done a market research as well. I mean uh since they are US giants, right, big giants, we could uh I entering into Canada. >> The taste and preferences of the
[06:57:12] customers also I mean they changed, right? So they could have gone for a who like why? Because we are investing in billions. They could have done a >> and they could have opened two or like how Tina said they could have started
[06:57:25] with two or three stores and afterwards they could have done the expansion since in your previous slide it was mentioned that there were some more empty I mean stalls or something they could have slowly opened the stalls and they could
[06:57:38] done the market research and would have involved multiple stakeholders there >> got it that's what I would have >> perfect perfect >> sir Mita, let's hear it from Mohammed Kosh.
[06:57:52] >> Yeah, sir. They should have analyzed the pricing and also some kind of locals what they prefer buying. So, that would have been better. >> So, analyze pricing better, you know, to position their products. Good. Next, I
[06:58:07] heard one more voice parallel to Mita. >> I was I was saying location would have been a prime. >> Excellent. >> So, location preference, right? And also the target market.
[06:58:19] >> And then say it again, John. >> The target market. Who who you're most >> The target market. Who who you're most catering to? >> So you need to be aware of the target market you're going for. Good
[06:58:31] market you're going for. Good >> sir. They need to know about the products what customer wants and if there any shortage or >> they needs to refill their pantry or they should know that if the product is
[06:58:47] getting uh means if the product getting finished they need to keep in stock so that the customer can get. >> Got it. Got it. they should think about >> Got it. Got it. they should think about the product which pref Canadian people
[06:59:03] prefer more. I think they consider the US people products and Canada people are using the different products. So the product also matters. If if I am Indian I'm living out of India I'll prefer the Indian soap or Indian whatever the
[06:59:16] things food items even so they should consider the Canadian people >> Excellent. first offer. >> Okay, great learners. You gave me good analysis and you also told me what is called that should have been the better
[06:59:32] called that should have been the better way or the right way of going about it. Yes or no? Correct. Now is replace a trusted marketplace. Okay, because you are new, you may you you know you need to fight
[06:59:49] incumbent players, right? That might be time consuming or require some kind of a different way. Learners, if you want, we can have a couple of discussion, couple of minutes of discussion.
[07:00:03] How do these kind of companies enter a new market? Do you want to have a small couple of discussion on that also? Because now we discuss from these two lines. But these are common sense answers, right? Learners, there could be
[07:00:17] a reason why a company like Target did not do this. You know, if you and I can think over here, company is having access to the best consultants in the world, but they still didn't do this. So, do you want to look at the
[07:00:32] well? Yes or no? >> Uh, may I go ahead over to you? Over to you. I think who is it? DBJ right >> Kalan Kalan go ahead >> okay so the principal problem here is
[07:00:49] the market research if they fail to identify the market probably everything >> okay >> so market research has to be genuine and crystal clear >> Mhm. so that they can
[07:01:04] would like to add? >> I think I think uh one of the thing is uh because Canada is very close to you know it's bordering US so they must have
[07:01:17] thought that the preferences of both the countries will be >> would be same. So they would have some kind of bias in their mind. >> Yeah. So they might have you know uh saved some money here and invested it.
[07:01:31] >> Got it. making a different uh you know >> got it got it. So yes, >> I think they have taken an assumption >> assumptions they would have worked on. >> Yeah. Worked on the assumptions instead of you know doing the actual results and
[07:01:47] seeing their competitors. So I think they failed to uh you know look at the stats of their competitors and on the basis of assumption as you said it's near to America. I think they have taken the decision okay.
[07:02:02] Okay that's good. Have you heard of this company called min. >> Is it U or O? >> No, it's Min. O, >> I'm sorry. My wife is a big fan of this.
[07:02:17] I'm not I really don't understand what exactly this showroom has to offer. But only thing that I know it is super expensive for whatever we have to buy. Okay. So that's my feedback. But uh I'm writing two more names and my question
[07:02:32] would be how many of you are aware of it? So is it Datalon? Did you return? >> Yes. Yes. Finally some >> There is no comparison. Uh IKEA sells furniture. Dlo Catalon sells clothes.
[07:02:45] >> Now here's the question learners. Mo is from which country? from which country? >> Japan. >> French company. Yeah. >> IKEA
[07:03:00] >> Sweden. >> Sweden. Good. Do you agree that all of three these brands especially the one that you see brands especially the one that you see over here they are doing very well?
[07:03:14] >> Because in Delhi I can tell you one thing very clearly. This company has thing very clearly. This company has opened its first flagship store in India. Now when I say a flagship store it's not a usual mini store that you
[07:03:27] it's not a usual mini store that you see. It's a huge one. Which place in India? IKEA. >> Bangalore. Bangalore. >> Oh sorry. >> They opened the first in Hyderabad which
[07:03:43] was a huge store. They have opened now across places but in Delhi what they have to offer is a very small one in a mall as compared to Hyderabad. Okay. And once we talk of Decathlon [snorts] any idea which place Decathlon opened
[07:03:56] any idea which place Decathlon opened its first outlet? I think >> they opened it in Bangalore. How many of you from Bangalore? So when you anyone from Bangalore?
[07:04:08] >> Mumbai. So from Bangalore airport, the Bangalore airport when you go towards the city, you will cross something called Yalahanka Air Force Station. All right. Somewhere in this area they have their
[07:04:22] first open store in India which is another huge store in size standalone not in a mall it's a standalone one the reason why I'm asking you these is all of these brands all of these brands are foreign brands [snorts] yes or no and
[07:04:38] they have been able to penetrate in India at a very very large scale and they are doing phenomously well why because first they [snorts] opened it with very small ones store. Let's start with one store. See how the inventory
[07:04:50] works. Second, the moment they got this feedback that people are crazy about our products. Let's say IKEA. People are crazy about our products because of you know do it on your own because of the best pricing because of you know
[07:05:05] interest we Indians have for our homes right we love home decor things we love. So every day when if we just go to home center today in Delhi we are bound to spend 10,000 rupees no matter at what time we go. Okay. So we Indians are
[07:05:17] crazy about decorating our homes. So they got the budget part done and they opened the first store huge success because of the brand pull and they others. Similar thing happened for mini. They didn't open the huge store at one
[07:05:33] place all across small small small stores were opened once the feedback came that this is the market which is coming out well. So they positioned it in Delhi in a place called Subhashnaga. They have now their flagship store. So
[07:05:48] what all you discuss for target learners was actually implemented in India and done very well by these three companies. So we saw an example of a failure how a brand entered a new place and failed. Over here a
[07:06:05] these three brands entered a whole new culture altogether and still they were able to do well. All right. Another scenario is learners. Are you aware Walmart tried to enter India? Anyone is aware Walmart tried to enter India?
[07:06:20] >> Yes. >> Did it work? enter India, we should be >> political scenarios.
[07:06:33] >> Political scenarios. Okay. Could be. So Walmart concept is the competitive companies like >> the competitive okay >> comparatively expensive >> comparatively expensive okay Walmart
[07:06:46] concept is very simple learners if this is your city Walmart will be outside the city and it will offer you such a pricing that you can't beat because the scale at which they procure uh you know they have the highest bargaining power
[07:06:59] they have the highest bargaining power in the world now you take a car and you go out to buy these groceries or monthly uh ration whatever whatever you call it. We Indians are super lazy. We Indians want blinket 8 minute delivery. We
[07:07:14] Indians, not everyone that time had a car. We didn't have expressways. And we Indians would definitely not go 40 kilometers to buy our monthly ration. So infrastructure, availability of cars and all. That's the reason it backfired and
[07:07:30] all. That's the reason it backfired and Walmart didn't expand in India. So they realized after opening one or two stores that you know this thing is not going to work. So they were able to save a lot of investment. Unfortunately
[07:07:42] our friend target over here couldn't work in that direction. If you are clear with these examples learners type yes quickly because we discussed both the examples of a successful agile deployment and a failed
[07:07:56] agile deployment. All right hurry up. Hurry up. Just keep typing yes we are clear with these examples. Why don't we go ahead with hands-on Why don't we go ahead with hands-on experience of working on a scrum and
[07:08:10] then I explain you know these aspects to you. Go ahead. What do you think? What hands-on experience. Now we have got multiple discussions. Do you agree learners? You want to try something with your own hands?
[07:08:23] Okay. So we'll now start opening a product called Jira. In this way, we'll be covering some topics that are related to scrum and we'll be covering some topics that we were supposed to study ahead which were
[07:08:37] covering some things related to Jira for example epic stories and all. I'll tell you what those things are as we proceed. All right for the f but right now right now so just search for the word jira and wait for me all those if you have
[07:08:52] searched for the word jira how many of you are following with this hands-on exp thank you babin [cough] ar learners just keep sending me yes that yes sir we just googled Jira and we seeing the screen that you are seeing
[07:09:09] you may have different options but you have to select an option called Jira project management ment for the AI era at llash you'll be seeing multiple options Jira service management if you scroll down you'll see an option called
[07:09:22] Jira project management I want you to select this sida we are waiting don't worry we just uh what do you say it just asks you to Google and you need to click on this option I'll give everyone a minute to do that just Google Jira and
[07:09:37] click on Jira project management for the AI era thank youundra AA Savvita, Bouvi, Supria,
[07:09:52] All you need to do is just click on Jira project management for the AI era and it will take you to a new screen that looks you may have a different one, but it's you may have a different one, but it's okay since I actively it use it. I have
[07:10:05] a different way of looking at it. So I want everyone everyone those who all are want everyone everyone those who all are here on this screen wherever you are able to find get it free or you're able to see an option login please do that
[07:10:19] either click on get it free or click on Google sign in all right that's it it's just a Jira terminology kind of a thing all right don't click anywhere >> for what kind of work do you do >> I'll come to that Vasandra in a moment
[07:10:33] yes I'll come to that in a momentra click on continue once uh please Tina learners since the login procedure is showing different screens for different
[07:10:45] people Vasundra has mentioned that Sri I'm seeing certain options called what profession are you in what do you work right you can click on anything and just trying to collect some data from your and nothing else so this is what
[07:10:58] Tina is also saying Tina just select product management design whatever you need to uh quickly go now hold On learners, hold on, hold on, hold on. Thank you, Tina. Hold on. Learners, look at Tina's screen. Look at Tina's screen.
[07:11:12] Stop doing Vasundra. Hey, learners. Can you hear me? Vasundra is saying that she >> Tina, can you hear me? >> I can hear you, sir. >> Okay. Great. Great. Great. Basra, just try rejoining. Okay. Now on your screen,
[07:11:27] you see three options. And on Tina's screen, you see three options. All screen, you see three options. All right. I want you to select scrum. Click on scrum and click on continue. Okay, learners. Hold on, hold on, hold
[07:11:42] hold on, hold on, hold on. Now, learners, I'll tell you the reason why we selected scrum in some time. But you're supposed to select scrum. And when you select scrum, you will be seeing something like this. Now you have
[07:11:57] created a folder which was your site. Right? Now within a folder we will create our own project. So just name anything. Name your space. Just name it ABC. My first project my first product my anything you would like to name it.
[07:12:10] It's it's fine. Doesn't matter. First project or whatever you would like to name it. Just name it and click on get started. Now hold on hold on hold on. Lots of things J started asking initially only. Okay great. No problem.
[07:12:25] Can you just click on the hide option over here? Uh uh Tina please. Next. Yes. Hold on. Hold on. Hold on. Hold on. Hold on. Hold on. Just click on next. Just click on next.
[07:12:44] Learners. Now or just click on go to G. Learners look on look at Tina's screen. I know many of you are stuck at multiple places. Any learner who is there at
[07:13:00] close enough to Tina's screen just type yes in the chat box. All those who are stuck immediately speak up. We'll have a discussion right away. >> okay. Click on project management. It's okay. Click on project man. Okay. You've
[07:13:15] selected finance. Okay. It's fine. Click on continue. Uh [snorts] We'll try a different approach. Sria. Don't worry. Just click on you know scroll down and click on next. Yes,
[07:13:28] scroll down and click on next. Yes, click on next. Next. Go to Jira. Yeah, just click on go to Jira so that everyone is able to get on to a landing page at least. Okay. I want
[07:13:44] everyone to at least be on a landing page. Okay. So, thank you Supria. Just stay over here. Yours is much different than what others have seen. It's okay. same page. Don't worry. Okay. So, Priya,
[07:13:56] page. So, all learners, you should be there at a screen which is somewhat looking like mitas. You may see a backlog written someplace, board written want you to complete the onboarding process. That's it. So, if you are
[07:14:10] you're good. So, that's the reason all of these learners have added me. What I'll do is I'll quickly go to Jira. Okay. Now, are seeing would completely be different. It's okay. It's fine. I want
[07:14:26] all of you to click on a button called over here. >> I have put my cursor over here. I want you all to click over here. you all to click over here. Over here
[07:14:46] >> Yes. >> Yes. Yes, everyone. Yes or no? Come on, hurry up. Look at Now go back to your Jira. Jira. Go back to your Jira. Stop looking at my whiteboard. Go back to your Jira. Tell me if you can see these
[07:15:00] you'll be able to see Scrum and KBAN. >> Yes or no? >> Yes or no? >> So learners what we'll do now is we'll we'll have hands-on experience on scrum. Once we are done with that, you will be
[07:15:15] able to understand Ghanban also. All right. Don't worry. These are very simple reasons. These are very simple frameworks. Now what do we do and why do we use them? Let's say today Vasundra [snorts] is working as a business
[07:15:28] analyst. Okay Vasundra and over here you have your client let's say Duija or let's say Tina they are your clients. All right they give you an option Vasundra you know we need to start
[07:15:40] working on new and new features on our platform. All right Vasundra let's say they have a product which is for recruitment. for their own company. Okay. So they have a recruitment website. Now they
[07:15:53] feel that Vasundra we need to have some kind of an AI feature/ kind of an AI feature/ chatbot embedded in it. Okay everyone this is what Digiji and Tina have told Vasundra.
[07:16:06] So now Vasundra says absolutely fine let me you know start the process. Whenever learners we are building something new, we are launching some new features, we are launching some new let's say releases, elements, phases, you know
[07:16:22] when something new has to be built. Priority is to make it and release it. Take the feedback then go for the development then again
[07:16:35] learners. Yes or no? That's what we have studied. Correct? >> Yes. So when this is the priority of a new feature development new feature development and that too to be delivered on time
[07:16:49] you give me a timeline one week you will do this next two weeks you will do this next two weeks you will do this so when this is the priority phase wise timely deliveries is what you're looking at you use a board a framework whatever you can
[07:17:06] >> scrum >> everyone clear why do we use scrum when do we use scrum forget about this person sitting here right now if you're clear hurry up that whenever very simple language whenever you want to launch a
[07:17:21] new feature something new has to be built please follow scrum because scrum built please follow scrum because scrum gives you an option of identifying what has to be built new scrum board or framework whatever you call it also
[07:17:37] framework whatever you call it also gives you an option to add timeline time in this much time this is done this much time this is done that's the reason you use scrum and that's the reason I want you all to try the scrum board today so
[07:17:53] you all to try the scrum board today so that you know how to even deploy it okay skeleton tracking yes mega you got it correct it tracks what feature correct it tracks what feature is in what phase when will it be
[07:18:08] delivered Let's say 1 week what's the next phase in next phase what all features are we going to make this is for how much timeline all of this is for how much timeline all of this is done by scrum clear
[07:18:23] done by scrum clear okay learners so we'll start now let's ahead with scrum there are two or three words that we commonly use in scrum different organizations learn uh have different you know what do you say
[07:18:38] But the meaning remains the same. Therefore, we'll be learning three today. All right. One very commonly used term in scrum is epic. Epic in very simple mean in very simple word means what do you want to do? What
[07:18:53] word means what do you want to do? What is your final objective? Okay learners clear. Let's say today the final objective is what? Vasundra has to embed some kind of an AI chatbot in the recruitment tool. Yes or no learners?
[07:19:08] This is what Basundra has to do. So this is the final objective. Now let us is the final objective. Now let us create an epic first in our scrum book. We'll learn something. We'll then do it on screen share. Cool. Here we go. Look
[07:19:24] at my screen everyone. And just don't click anywhere right now because I want everyone to be there at the same page. Look at my screen and you will see an option called scrum where I have highlighted my cursor. Do you see this?
[07:19:37] >> Yes. >> So just everyone click on scrum. Now click on scrum and you will see something like this. It will say epic what I just told you. Don't worry about all of these things. We'll have ample
[07:19:52] time to discuss about it. Okay, we're going absolutely at the right pace. It It's okay. Just keep it as it is. Don't click anywhere. Just click on use template. And once you have clicked on use template, I want everyone in the in
[07:20:06] the session today to quickly type yes in the Okay. Now Tina, click on the spaces. spaces. Left left side of Yes. Spaces. Click on plus. Plus
[07:20:19] Yes. Click on plus. Now once you have clicked on plus, I want you to click on scroll down. Scrum last scrum. The first option. Yes. Click on scrum. Click on use template. Good. Now stay with me. Learners just type anything over here.
[07:20:33] First deployment whatever it is. Anything. My project or demo deployed like to click on software development left side by cavia software development category. Yes. Bella. Yes. Now click on scrum.
[07:20:48] use template. Use template. Yes. Now just write ABC. ABC. ABC. and NJ select anything select team managed click on yes click on next next
[07:21:04] bottom right bottom right next good now learners Kavia will show you how to create a new epic after that I'll tell you what exactly comes after epic and just click on I'll do this later I'll do this later I'll do this later
[07:21:23] now click on accept all cookies on the top right corner and everyone one. Look at me. Look at this. Okay. Accept all cookies. And now click on backlog. Everyone look at Cavia's screen. Cavia is going to click on backlog. Cavia
[07:21:35] backlog. Click left side of board at the center of your screen. You see left center of your screen. Yes, you can click over here. Go to backlog also. That's it. You highlight it. Okay. Stop sharing. Kava, stop sharing. I'll screen
[07:21:48] share. Stop sharing. Stop sharing. Don't fill the feedback for form now unnecessarily waste our time in getting the feedbacks part when we're supposed to we're giving good amount of time for it at 9:30. Okay. Click on backlog
[07:22:02] learners over here you have an option called backlog. Click on backlog and everyone those who are there on backlog click on type backlog in the chat box. Reason why I did this learners was now it will be easy for you to cover all of
[07:22:14] the other topics that are right now pending in the session. Okay everyone, welcome to the backlog and click on create over here. Please click on create on the top center over here. I've highlighted my cursor. Everyone look
[07:22:29] over here. Click on create. You will see something like this comes up. Don't get bogged down or overwhelmed by so much data coming up on your screen. Just have data coming up on your screen. Just have this popup and over here select epic. Do
[07:22:45] this. Once you have done this, type epic in the chat box and wait for me. Okay, type epic in the chat box and wait for me. Look at my screen learners. Kavia,
[07:22:57] place where you should be and you need to click on epic [snorts] so that I know how many of you are up to speed with me. Thank you Siddish, Praina, Aerna, Cavia, Pavan. Click on epic and just type summary as over here.
[07:23:14] Okay. Now just mention in summary that AI enabled recruitment. Okay. This is what our target is which which uh Vasundra has to deliver. So AI enabled recruitment. Type this once you have done this type AI in
[07:23:29] the chat box. We'll keep following up with you learners and congratulations. This is how you have created your first epic. Okay. Hurry up. Hurry up. Hurry up. Hurry up.
[07:23:41] >> Uh sir, my connection was lost. So can you repeat it again option of create over here. You just need to click on create. A pop-up will come up. Over here you need to select epic. Okay. Do it. Do it. Do it quick.
[07:23:55] I'm here. It's okay. So just click on create now and it will get created. Congratulations. You have created a first epic and uh well done easy
[07:24:07] everything was a little tough but I believe you understood how to use Jira, how to login and how to create an first epic. If you're able to do all of these three, type yes in the chat box so that I know that we are up to speed and we
[07:24:20] Okay, now learners I'll stop sharing. >> You know it is uh not showing for me. Epic can I share you my screen? >> Shivani, hold on. I'll come to that. Just give me a moment. Okay, now
[07:24:35] everyone everyone let me stop my screen share and we go to the next part the two remaining parts. Okay, these are there for the what do you say the scrum part
[07:24:47] after this we have here we go yes so epic we all are clear right learners epic we all are clear now let's say to complete this epic our friend Vasundra first needs to collect some data to get the model ready right
[07:25:02] Vasundra because let's say AI is a chatbot chatbot needs some kind of a data >> data collection yes or no >> what I do is I there's a reason why I'm doing this. I'll do that in green.
[07:25:18] doing this. I'll do that in green. Okay. Collect data. Now after collection of data, you do something else. She would like to create a model on which she can train
[07:25:33] that data. Yes or no? That you know once anyone says I want a job of a BA press enter. So automatically the chatbot will fetch BA jobs and show it to us. So
[07:25:45] let's say these two things that she needs to do. Now once both of these needs to do. Now once both of these steps are done dig and our friend Tina can say the final objective has been met. Do you agree with this learners?
[07:25:57] Yes or no? Yes or no learners? >> That Vasundra has said so then our job is done. So DBA and Tina are saying that okay we need you to complete these two for us and once you have done this we'll
[07:26:12] be saying that you know you have done a very good job. Okay in Jira learners we very good job. Okay in Jira learners we call these two as stories.
[07:26:24] Clear? Stories are something that you do to achieve your final objective which is epic. Everyone clear? Yes or no? Give me a quick heads up by typing yes and by speaking yes. Hurry up not user stories
[07:26:37] which we'll come to user stories in some time. Okay. So clear learners that what do you need? You need to complete these two so that once these two are completed your final objective is met.
[07:26:52] objective is met. Any questions anyone has these stories. Is my screen visible, Ernest?
[07:27:10] >> Yes. >> Everyone, everyone click over here. >> Everyone, everyone click over here. Create.
[07:27:26] over here. Okay. Do this. Do this. Everyone do Okay. Do this. Do this. Everyone do this.
[07:27:38] chat box that yes suryange we have done. Click on story and now type over here the two things that I told you what those two things are collect data and
[07:27:50] second is also a story which is train model. There was one learner who had issues in what do you say reaching over here. Who was that learner? Now it's the time to share your screen. Learners, put these two as stories and we are good
[07:28:05] with the scrum part. Hurry up. Type yes once you have done. There was one >> Yeah, >> I'm sorry. Uh uh can you please repeat it again? >> Over here you have a create option. Over
[07:28:19] here you have a create option. Click on this create. Over here instead of task you need to select the green color one which is story. Okay,
[07:28:32] >> All right, great. Do that. Now, once you have done with the stories, learners, this was what I wanted you to learn about scrum. And we we decided for a timeline, right? That these two things have to be done in one week or
[07:28:46] something. That is called sprint. The sprint is the timeline that we give The sprint is the timeline that we give to vasundra to complete these two tasks. Sir, I'm not getting this option. I'm so sorry.
[07:29:00] >> Uh, which option, Tina? >> Uh, so I've got my first project. It >> Uh, so I've got my first project. It says uh task two that we have done. Uh, >> okay. Now, now, now hold on, hold on, hold on. Learners, we'll take a moment
[07:29:12] over here. I'll come back. I'll come back and let me just repeat something. After that, we'll take uh, you know, time for clearing all the doubts. Okay, just give me a moment.
[07:29:24] you'll be able to go ahead with the hands-on part. Okay. Okay. So learners hands-on part. Okay. Okay. So learners now look over here. First Basundra was given a final objective that to integrate AI.
[07:29:40] Listen to the story learners. We'll come to the Jira part in sometime after that after that DVijay and Tina told that in order to complete your this AI deployment you need to complete these two tasks.
[07:29:53] Vasundra has identified these two things that I have to complete this. So these and the time that was given to Vasundra was let's say 2 weeks. So this is called sprint.
[07:30:12] discussed, I want you all to type in the chat box. Then I'll tell you the next two people had few doubts [snorts] to you. Don't worry, we'll not leave the session without those two doubts. But if
[07:30:25] learners, hurry up. I want everyone to type done in the chat box because now if you're clear with this scrum part, you'll be able to understand Kanban and all of those other things very well. So hands-on was something I thought if you
[07:30:39] do it at least you will gain access and understand a new tool if you have not used Jira. Okay. Now learners, any doubts anyone has apart from the tool problem? For that I'll come back separately. Don't worry. So anyone has
[07:30:52] any doubts on the scrum part? Yes. No. You're more than welcome to ask. Yes. Who's this? Nickel. Go ahead. >> Yeah. So uh while we are creating the stories, so typically a story has to be under the uh under some epic.
[07:31:07] >> Yes. >> Uh so like right now like while trying to create the story I did not get that option where I can so I first created an epic and then I know I know I know I know I know I know. The reason why I'm
[07:31:22] not going in too much detail on Jira is because Jira is another tool altogether. So it will take me another one hour to do the link create subtask task. So you getting the point Nikl that's the reason I'm not going in that direction because
[07:31:37] we have to cover different models of frameworks together. Right? >> So I want you to understand the concepts because Jira I take as a three-hour >> So that's the reason I'm not touching on more.
[07:31:49] >> Okay. Okay. >> All right. Now learners, now learners, >> All right. Now learners, now learners, let's say the priority is not timeline. >> The priority is not timeline. Our friend Digbaj and our friend uh what
[07:32:03] do you say? Uh Tina. Shivani just go on mute please. Digbujay and Tina they are saying priority is tell me some kind of a road map
[07:32:15] tell me some kind of a road map that you will do this first. this. Once this part is complete
[07:32:30] Once this part is complete you will be going with the next part. That means you can play around with the timeline. Okay. Because it's let's say you're developing something new and you are also not well
[07:32:43] aware how much time it will take. It's okay. You take your time. But this is some kind of a road map that we have to follow.
[07:32:55] learners? Yes or no? that right now we're just giving kind of a road map that first this has to be completed then this then this timelines can be worked
[07:33:07] upon as in when we get in the process of developing these things we can work upon the timelines but priority is [snorts] that work should keep on going
[07:33:20] that work should keep on going as a flow when our priority is this learners is we use another board instead of scrum we use another board instead of scrum called kpan
[07:33:41] those aspects in some time don't worry I'll answer the stories and the user stories part okay is the the stories the description of the project uh dig I'll also I'll answer that point in some time don't worry okay this is When we use the
[07:33:56] don't worry okay this is When we use the KBABN model, we use scrum when it's more of new feature development with the fixed timelines sprints that we'll run. Kbman is the project should keep on working as a flow
[07:34:09] working as a flow and most important thing timelines can be worked upon. This is usually done when a new product is being made and uh it's something new for the entirety. Although timelines are
[07:34:22] a part but the priority in the view is not the timeline it is for anyone to see not the timeline it is for anyone to see the flow of the project how it will go
[07:34:34] that's how we use kanban aa and could you just keep those questions handy I'll get back to that okay if you're clear with this kanban type yes in the chat box now learners because scrum you'll use more often kman
[07:34:48] yes it could be a possibility But uh that's a brief description that we can have about karma. Hurry up learners type yes in the chat box. When we don't prioritize in the view our timelines when we prioritize to see the project as
[07:35:03] a flow so that when we present this project to someone the view does not determine focus on timelines. The view determines focus specifically on how the
[07:35:15] project is going to get executed. when the view is that we prefer Kanban board supri I'll come to confluence also see learners all of these terms I know you have seen it but uh just keep them handy
[07:35:30] okay because yes it's kind of a dashboard view you are right okay visual dashboard view you are right okay visual data okay now now now any questions on these two because these two are the most commonly used aspects over here kanban
[07:35:47] commonly used aspects over here kanban and scrum H extreme programming scaled crystal lean we don't have too many examples to discuss about them because I but they're just over here for your knowledge to be aware
[07:36:03] if your learners clear you were able to log into Jira you were able to understand these two things just quickly type yes in the chat box and I'll take a moment's pause for everyone to relax because we went to a different tool we
[07:36:15] played around we understood two different frame frameworks where they are used. Hurry up just keep dropping me yes in the chat box so that I know uh Maduri learners all of these questions confluence user story what is
[07:36:30] you I'll tell you why there is a reason why I'm not taking up them now okay so just keep them handy and keep typing yes if you're with me till now okay because now we'll be seeing
[07:36:44] now we'll be seeing over here scrum learners we saw what is sprint Over here we discuss about daily standup. standup. I'll give you a moment's time. Read this
[07:36:56] then we can get in a discussion. Okay, hurry up. I'll give you a moment's time. Read this and then we'll see if anyone has any questions on this.
[07:37:13] learners? Can you see the word backlog I have highlighted over here? >> Yes. So we'll I'll tell you what exactly this backlog is also
[07:37:30] last of the session one is two learners had a doubts regarding access to Jira then there were what do you say some learners who had doubts pertaining to learners who had doubts pertaining to epic uh user stories stories and feature
[07:37:43] right so we'll keep those doubts towards the last of the session learners Whenever you are developing over here it says no building an e-commerce site whenever you're building something new you will definitely have do you agree
[07:37:55] you can have 100 ideas on any new product yes or no tell me yes or no 100 ideas very common to get on any random product idea
[07:38:08] all of these are present in your backlogs remember on the Jira board I asked you to click on the backlog yes yes or no so that backlog over here mentions all the requirements that client has anything and everything
[07:38:23] from these 100 you short list and say okay let's work on five first let's work on 10 next five next so on and so forth that's the reason the word backlog comes over here all right
[07:38:38] have a look at this KBAN it's a visual workflow management method by tracking task as they move through different stages is
[07:38:57] worried more about the timelines. They are more worried about the visual view are more worried about the visual view on how this entire project would look on how this entire project would look like.
[07:39:15] something that you know not commonly used but uh it's called extreme simple example today. Let's say we have Nikl. Nicl you there on the call? So Nikl has let's say very limited budget in developing his own social networking
[07:39:31] >> Yes. >> All right. Now Nikl says since I've got Supria and he says you know Supria since you know we are let's say developing this
[07:39:44] new thing I want it to be developed really fast because I can't keep spending money for long okay all right great so now what Supria says I got it so what I'll do is whenever I'll write something let's say
[07:40:00] I develop a new feature side by side I'll also develop velop ways in this in which this feature can be broken in simple words how to test it. So if I simple words how to test it. So if I write a login feature I will also write
[07:40:15] a test case on how this login feature can fail. So side by side I'm making side by side I'm testing. Therefore by the end of the development cycle I don't need to spend my time in testing. I'm doing both of the things simultaneously.
[07:40:30] Nikl says this approach [snorts] works very well. Please do it. This is what you call extreme programming wherein you know you have [snorts] see iterative releases or continuous integration are common all across. What
[07:40:42] is over here is testdriven development. That means you start developing test cases side by side so that at the end you don't have to waste time for your testing. Very simple difference from others. You
[07:40:55] focus testing on side by side. If you're clear with this learners, just type XP in the chat box, which is your extreme programming.
[07:41:11] There's another aspect to this learners. This happens now in a very peculiar to this. Blinket learners suddenly feels
[07:41:23] that let's say now it's publicly listed of course. Blinket feels that you know we are facing loss of revenue. Okay. And moreover the management is profitability. Okay.
[07:41:37] This is where the BA is informed there is a budget cut. Okay. So whatever you think as most important
[07:41:49] only do that. So let's say we have Bouvi or Avi who was working as a BA. They were working on two areas. One was the entire revamp of UI UX of the app so that the app looks much better. It looks beautiful. So on and so forth. And the
[07:42:05] other one was AI integration. Now with this budget constraint they decide let's leave aside the AI part. Let's focus on making the app better. So when this comes in the picture, you focus on how to lean it. That means how to eliminate
[07:42:22] to lean it. That means how to eliminate things that as of now can be postponed. So this is one scenario when you use lean concept more.
[07:42:34] me a quick heads up by typing lean in the chat box or typing done. Hurry up. Uh I see someone had a question on extreme programming. I'm sorry. I just please. >> So, so yeah when you said the test
[07:42:50] driven right both the development and testing would be happening parally. Um testing would be happening parally. Um so you mean the testing would be uh happening for already the built part and the development continues for the new
[07:43:04] the development continues for the new thing or I I just want to understand sure so let's so how it works is whenever you write or develop a feature a partner now the test cases are developed side by
[07:43:18] side and if it's a very small nickel scenario as we were discussing and if you are the developer Huh? You would be doing both the things. So you will be writing the test case side by side. Till now are you clear upon now? Till now.
[07:43:32] >> Now now since you have written the test case, okay, you will apply these test cases on the feature that you have just developed. >> Mhm. >> Approve. Let's say approve.
[07:43:47] >> Approve. Let's say approve. >> Go to the next feature. Develop it. >> Go to the next feature. Develop it. Test cases again. Test it. Now you've got a bigger platform to test. Right Aerna?
[07:43:59] >> Now approved. Then go to the next one. So you're doing it side by side. And every time you're investing more time in testing so that you can rectify it in the very first place. >> Okay. But the same thing we would be
[07:44:14] Right. >> Exactly. There's a highly there what you this just kind of a market positioning about. How would you like to position it? So as you saw kman is also similar to lean only as to scrum only.
[07:44:28] the terminologies are different. So you getting my point that more or less there is 90 95% overlap. It's just only the view that you are looking at the view what you are prioritizing because you see the principles of agile
[07:44:43] will remain safe. It will remain same right. >> Yep. I'm good. >> Okay. Now learners >> Okay. Now learners >> test will written by DA or developer.
[07:44:55] No, no, you don't write test cases super there will be a separate team who will take care of it. You don't worry about the test cases up to the maximum. You got to review it that you know we did this kind of a
[07:45:07] user acceptance testing. You have developed something Supria. Now you would like to hand it over to few users feedback. This is the place you will be involved Supria. But technical test
[07:45:21] cases you got nothing to do. Okay. Now learners just give me one [snorts] moment because I believe it's 9:30 and now it's the right time. Uh any learner can you just scroll up and copy paste Sita I'll just repeat in a moment. Okay
[07:45:35] don't worry. Can you just copy paste the feedback form please? I know I don't know why he shared it at 9:00 p.m. but any learner if you can just scroll up any learner if you can just scroll up and find the feedback form please.
[07:45:48] and find the feedback form please. Are you able to find any learner? here that would really be helpful. Great. So Supria and learners
[07:46:02] 1 minute please complete the feedback then we'll get to Supria's doubt on lean. Then we'll go to something called user [snorts] stories and after that we'll go on to some kind of mappings and all which you can use for visualization
[07:46:16] the remaining part of the session. Hurry up learners take a minute complete the feedback please so that you know we can continue
[07:46:29] so lean savvita over here means when working as a ba you realize one thing that uh you know instead of seven or eight features that
[07:46:41] I was supposed to work on because of budget constraints now I can work only on two therefore I need to eliminate remaining five. That's when you adopt something called as lean methodology by
[07:46:56] eliminating any of those things that are not needed at that moment. All right, Savvita, does that make sense?
[07:47:09] few more let's say you know two more things over here. things over here. Let's say we have State Bank of India. huge what do you say
[07:47:23] a huge tech team [sighs and gasps] moreover team within a team right there are smaller teams working and you need some kind of standardization across these some may be working on scrum some may be
[07:47:38] some may be working on scrum some may be using kanban board and now all of them they're working on let's say the final deliverable let's say the product is the yono app that we see. So in this kind of a scenario when you
[07:47:54] are planning to deploy the agile methodologies methodologies across all teams that means at an enterprise level that's when you use scaled agile framework.
[07:48:10] It's a what do you say a little complex splitted part on how do you deploy it because it requires some kind of a release train engineer so on and so forth as of now for the learning purpose just keep in mind it's an
[07:48:24] enterprise level what do you say agile deployment wherein you have to bring deployment wherein you have to bring some standardization across all teams who are working in their own agile sub teams.
[07:48:37] This is where you come up with your scaled agile framework. All right scaled agile framework. All right learners, if clear just quickly type yes and again hardly seen anywhere being used
[07:48:50] take a minute to understand what this is. Okay, I'll give you 30 seconds is. Okay, I'll give you 30 seconds learners read this then we'll come back.
[07:49:02] with a new term for it because face-to-face communication, face-to-face communication, interactions, lightweight documentation, all of this are a part of agile by itself. So there's
[07:49:14] >> so people management. No, they they are not something it's like a people management, right? Like a onetoone documents. >> Okay, I get your point. And you mean to say that
[07:49:27] people management, right? >> Yeah. Like every month we have it with >> you know they give you the feedback in one on like one on kind of thing. >> This is more towards the people not towards the tools. Is that right?
[07:49:44] >> Okay. You could consider learners Tina is highlighted. You could consider it more of soft skills or more of peopleto-people interaction based. as Tina mentioned that you know it focuses more on people-to-people
[07:49:58] interactions. So this is one way you can consider crystal but I personally have never seen any team implement crystal that you know we'll implement crystal framework. So just in case you happen to
[07:50:12] be in that scenario so just keep these things in mind of more of people interaction. So that's the maximum that you can cover over here. Now quick question quick question in this scenario in this scenario where we where
[07:50:28] scenario in this scenario where we where were we? Yes. Consider this what I've highlighted. It says a fintech startup you know uses scrum for to explain reliable. Tell me one thing for a very small
[07:50:43] organization or fintech related startup. Would you use something called as scaled Would you use something called as scaled agile framework? Yes or no? >> No. What what could be your you know probable
[07:50:57] uses of le? Okay, you could use lean when you are budget constraint. Great. >> Kanban Khanban or scrum you could use. So you will not use not use not use >> uh safe. Right. So this was a few examples that we wanted to run. Now now
[07:51:13] examples that we wanted to run. Now now now we'll come to something known as you know user stories and BS role in an agile team. Okay, before we discuss, before we discuss, sorry, just give me a moment.
[07:51:29] sorry, just give me a moment. Any questions anyone has till now? If yes, you are more than welcome to ask. We'll take a moment's pause to discuss. Any questions anyone has till now with whatever we have discussed. Go ahead.
[07:51:43] part and [snorts] the other questions that I ask you, we'll take towards the towards the end. But till now anyone has any questions you can ask right >> may sound very stupid but I don't want to hold my question okay so see we have
[07:51:59] to hold my question okay so see we have completed our uh BA CBA course right >> after the projects and everything I wanted to understand sir because this is the AI right uh the product first thinking and the agile framework is
[07:52:12] telling us more about the agile method methodology that we'll be using it as a >> correct >> this this session questions will give me the entire tool techniques and the terminologies that I may use when I
[07:52:26] >> You will use when you become a BA. >> 17th and 24th we are covering the product first thinking and the agile >> Correct. >> It is a methodology.
[07:52:39] capstone. And then we'll be covering a capstone. hands-on experience that we are giving for the agile. brainstorming a hands-on experience for creating some kind of agile teams.
[07:52:54] >> Okay. So sir I wanted to understand >> uh one thing that you know if they will ask a question >> basra can you just go on mute?
[07:53:06] >> basra can you just go on mute? >> So sir how would I use this in my future telling me I will be using on is that right like a Jira that you explained. Okay. Now, now great, great. So, Tina, you're discussing that you know whatever
[07:53:21] discussions we have in the session today, you want to know more or let's say you would like to know how exactly will this be useful when you go ahead and maybe adapt a BA role. Yes or no? >> Yes. Yes, sir. Because this is we
[07:53:35] also. >> Great. Now, learners remember some things very clearly. This agile [snorts] kind of a thing is not only used in tech. It is kind of a mentality which you as you mentioned
[07:53:48] mentality which you as you mentioned it's used as an operations manager also. Therefore learners from the sessions that we'll be conducting together. You need the t the key takeaways that you should be taking is the way you're using
[07:54:02] your current experience. most important the way you are using your current experience in solving the cases or the real world examples that we are doing in the first scenario because nobody I'll honestly tell you nobody is going to
[07:54:15] question the theoretical concepts let's say you're switching to a BA role or you're applying to a BA role I think many of you in the initial form had also mentioned that you know how do I transition to a BA career or how do I
[07:54:27] reason you know many people have selected that option therefore keep in mind the Takeaways from the sessions that you have with me that you have with me are first whatever we learn together be
[07:54:42] it agile be it Jira are you able to use your brain in understanding those things and solving the real world examples that I come up with that's your first takeaway because once you enter the procedure of getting a BA nobody's going
[07:54:57] to ask you these questions they're going to simply give you a scenario and then tell as a BA how would you take this challenger. Remember Tina everyone we challenger. Remember Tina everyone we discussed something um related to target
[07:55:09] >> we discussed something related to decathlon and we discussed seven eight other examples right >> the selection happens and the day-to-day activities happen exactly the way we discussed you given a scenario I really
[07:55:24] don't care you use Jira or you use XP or you use scrum that's for the you know the least concern the concern is are you able to break down a problem in understanding why this exists and are you able to create a solution to release
[07:55:39] it in phases. If you're able to do that then you're good to go to enter this career. That's the reason whenever we discuss on these topics we break it down all our discussions this way. However, there are certain knowledge about Jira
[07:55:53] tools, epic user stories that we're going to do now and some of the what do going to do now and some of the what do you say visual arts that we'll be making to [snorts] help you what do you say get qualified for the interview because in
[07:56:06] your screening and all certain tools like Jira and all are asked. So therefore these tools act as a qualifying qualifying criteria but your discussions on clearance and entering your BA career depends on how you're
[07:56:20] able to take these cases and problems solve them as BAS. Have I somewhat answered your question uh because I would discuss more on you. Okay, learners, if you also had similar doubts pertaining to Tina, if you're
[07:56:33] yes or no, because now I will share my screen and we'll go to not sharing my screen. Let's open Blinket. We're discussing about Blinket. No, let's open Blinket or let's open any other app. Do that learners open Blinket and uh maybe
[07:56:48] Blinket, whatever. Just mention me in opening. I'll tell you why. Hurry up, hurry up. Just mention in the chat box what product are you opening are you opening blinket WhatsApp whatever you're
[07:57:01] opening hurry just mention that WhatsApp WhatsApp others you can open Instagram you can open whatever you would like to do just just keep mentioning it okay
[07:57:16] look at uh the chat box I'm sending something independent they're valuable estimable small testable This is your thought process once you create a very simple user story. First
[07:57:31] of all, it should not be long. Let's say it can be something which you can test it individually. I'll give you a moment then we'll get in a small discussion realm. After that we will look at some of the you know uh
[07:57:46] agile techniques and here we go where do we have uh Jira we have covered we have uh Jira we have covered these issues we have taken care and uh we'll go ahead with the modeling of the toolkits. Okay. So till now when we
[07:58:01] discuss about the user stories any questions you would like to have you're questions you would like to have you're more than welcome to ask now.
[07:58:18] Jira, we studied about stories and all. I want you to focus on one very simple aspect over here and that is have you heard by any chance something called this
[07:58:37] >> cause and effect. >> Have you heard of cause and effect? Have >> Yes. Yes. >> Fishbone diagram. >> Okay. Fishbone diagram. Anyone else would like to you know remind any other
[07:58:50] similar tool that you would have come across.
[07:59:02] >> Okay. Okay. Let me just share my screen and please let me recollect how many of and please let me recollect how many of you have heard or something of any of you have heard or something of any of these.
[07:59:23] >> here we go. How many of you have heard of let's say fishbone diagram? >> Yes or no? Ishikawa fishbone diagram. You would have heard about heard about user story map, use case diagram, data flow diagram, feature tree. We we will
[07:59:37] look at all of these things. But again learners remember one thing in mind these aspects or models are only there for your knowledge purpose. You may or
[07:59:49] may not implement all of these things that you are currently looking at. So 30 seconds which is a very simple user story map and I'll give you an example once you have read this. I'll give you 30 seconds learners read this.
[08:00:07] scenario that your final goal over here is you need to detect the correct location of the user for order delivery. This is your final goal. Now to achieve that final goal, you should be able to detect auto detect
[08:00:22] user is right now which is say the detect your location feature. After that the user can enter their complete address manually. That's how the what do you say selection of order delivery or location works. The user story for this
[08:00:37] can be as a user I should be able to change the location where I would like change the location where I would like my order to be delivered. This is what you get in a user story map. the final goal, the task that have to be done and
[08:00:53] to complete the task what user should be able to do. For example, change the address location, manually select the location, let's say, you know, um
[08:01:05] disable the feature of selecting your location and then enter manually something like that. So this is what you get in a user story map in the breakdown manner. Any questions on this? anyone has you're
[08:01:18] more than happy to ask then we'll go to the use case diagram because after this we have covered I think three or four models we'll be having a good 5 minutes 10 minutes only question answer round okay wherein
[08:01:32] whatever questions were left earlier those we can take it up and maybe the session may get extended by five 7 minutes because you know explaining you concepts of other things without hands-on would not have added much value
[08:01:44] that's the reason I spent some extra time on Jira Okay, I hope you all are clear with the user story map learners. If yes, have a look at this use case diagram. Then let me give you a scenario where this will be useful. Now learners,
[08:01:57] hold on for a moment. Okay. Have you heard of this word called accountability? Yes or no? >> Quite common. >> Yes. >> Therefore, a use case diagram learners
[08:02:10] helps you identify who is accountable for what. Let's say you have a checkout feature. All right. Now, definitely it is being developed by some developers. Let's say two developers are working on it. Okay. A use case diagram helps you
[08:02:26] identify that when a customer enters your system, this is your system. When the user enters your system, let's say he gets in the login [snorts] part. Once the login starts, who is responsible for the login
[08:02:42] authentication and granting access? So you see this is where the accountability comes in. Great. After login maybe what can a user do? View items. Great. Now again for viewing items do we need authentication? Yes, the user has signed
[08:02:57] in first. So authentication is needed. Great. What else we have got? You need to have a verification that the user was the one maybe ID, password or OTP. Then the user goes to [snorts] the checkout process. The checkout process as you
[08:03:10] know again will come to a different team who could be maybe integrating razor pay or pay you or something some kind of an external party. In this diagram you identify who is responsible for what from the moment the
[08:03:26] customer enters your system. That's a very simple explanation of use case very simple explanation of use case diagram. Hey Alexa, order let's say a book called Start with Y at my home address. Pay using Amazon Pay. How many
[08:03:42] address. Pay using Amazon Pay. How many steps? >> One step. >> One. Therefore, you identify where all you have [snorts] inefficiencies. And once you have identified those
[08:03:57] inefficiencies, well and good, well done. see how they can be eliminated and once you have done that congratulations you have a better customer experience at you have a better customer experience at hand
[08:04:16] you login using let's say you know we are looking at login is done using OTP as an example okay it can also be done using Gmail all right then similarly
[08:04:28] checkout can be done using credit card and checkout can be done using Amazon pay. Checkout can also be done let's say cash on delivery also for checkout or for let's say add to cart over here you have some kind of
[08:04:43] an address that this is where you will be getting your food getting your order delivered. My question is learners once you log to My question is learners once you log to blinket
[08:05:01] or your saved addresses readily available to you yes or no right similarly you will also have your [snorts] saved credit cards with you yes >> so that you don't need to go through the process of entering so do you agree that
[08:05:16] login OTP is actually connected to your credit card and is connected to your address yes or no. So this kind of a visual explanation learners you get using feature tree
[08:05:32] that when you are developing separate features still there exist some kind of an interconnectivity in order to identify this that's when you use a feature tree.
[08:05:47] So, so should I say one thing when you were using the WhatsApp there was no uh 2 a.m. uh you know they were doing the maintenance feature tree is that right >> now once you're doing a m something like
[08:06:02] >> now once you're doing a m something like a maintenance that entire portal is that because we are not able to use
[08:06:14] WhatsApp right Tina >> yes you're right sir 2 a.m. Yes. >> So now what happens is they would have identified these some kind of interdependencies. Yes or no? >> Usually it happens in our banking apps
[08:06:27] will not be able to do any transactions. Right? What happens is they start identifying these interdependencies and see where they are failing
[08:06:40] and they start developing solutions for that. Okay, remember this. That means solutioning part that how do you solve this problem at 2:00 a.m. they deploy it. So when this deployment happens usually
[08:06:57] wherein the site crashes or the data gets lost so on and so forth. That's the reason they stop the product for 2 hours wherein they can complete their deployment. They don't work these two hours for these issues. They've already
[08:07:10] worked now they are going towards the deployment part that's the reason you can't use them. Make sense Tina? >> Yes sir. >> Okay learners last one then we'll spend
[08:07:24] another 5 10 minutes in the final question answers. Read the fishbone diagram. It's also called the Ishikava fishbone diagram. So read this. Hurry up. Remember learners when we started the session we
[08:07:39] had something called a high churn rate of 40%. Do you agree learners? Yes or >> Yes. >> Then you identified certain root causes that you know uh you know the pricing was not good, this was not good, this
[08:07:54] was not good so on and so forth. So this over here comes what exactly is the over here comes what exactly is the problem? Then what exactly is causing this problem? So let's say you have got high churn rate. What are the causes
[08:08:06] that are leading to it? For example, uh pricing. So why do you have high pricing? Because cost of procurement is high. Second, you're not buying at bulk or you're not buying at scale.
[08:08:19] Therefore, you need to charge high price. That's what you get from a ishikava fishbone diagram that what are your problems and what are the root your problems and what are the root causes behind those problems?
[08:08:32] why it failed. All right, just answer these two questions with as many points as possible. I'll give you one minute to work on these two points keeping Blackberry in mind. All right, learners
[08:08:44] just figure out 30 seconds. What was Blackberry good at? Maybe you would have used it. Maybe you would have seen it. It's fine based on whatever you can recollect. Please don't use GBD for this. All right. So, what was Blackberry
[08:08:56] good at it? And most importantly, tell me why you think Blackberry failed. got 45 seconds more learners. >> I mean you want to tell us on your own >> Yes. Yes. Immran because of their because of their keypad and because of
[08:09:10] writing those points. We'll get the discussion in 30 seconds. Okay. So that everyone can speak at once then. Okay. So take 30 more seconds to get these two So take 30 more seconds to get these two aspects completed.
[08:09:27] to come up to speed and then we'll start. like to start the show today? Let's say who would like to begin with? What was
[08:09:39] you're allowed to speak. >> I think very user friendly. It was sir. >> User friendly. So, it was very user friendly. That's the reason it worked well. Thanks, Tina. Next learner. Who would like to go in?
[08:09:53] >> So, they used to Yeah. So, they used to have their own cult like the Blackberry Messenger. Excellent. So BBM worked very well, right? >> Just to add Yeah, just to
[08:10:07] >> the brand value. Yeah, >> brand value. Okay, good. What else? Thanks, Mega. >> The versioning of the Blackberry. >> The versions of the Blackberry that would be the I mean that was the latest
[08:10:22] it. >> Excellent. So you mean to say they kept >> Excellent. So you mean to say they kept on upgrading with their versions, right? >> Okay. Good. Next, next. Next. Go ahead. >> A brand that always felt like
[08:10:36] >> Excellent. >> Yeah. So you they had a very good market positioning, right? That you know this is going to be used by professionals. >> security. Security. >> Security. Okay.
[08:10:52] >> Security features. Good. Good battery life. good. Everyone agrees? Yes or no? Learners? >> Now based on whatever we have discussed, I think it was a very good product.
[08:11:05] Cool. Now if it was a very good product, go ahead and now start telling what went wrong. Go ahead. Anyone can speak now. >> I think they failed to understand what
[08:11:18] exactly the user need as per the market. So >> Okay. So I heard your point. It's okay. So they couldn't evolve with the user That's right. Tina.
[08:11:32] >> Great. So we'll go to Mita now. Mamita. >> Customers were expecting touchscreen experiences which Blackberry could not provide. So because of that they lose their customer. Excellent. Market. >> So the touchscreen was they tried they
[08:11:47] Okay. Good. >> They couldn't adapt with market changes. >> They couldn't adapt with market changes. Good. What else?
[08:11:59] Vishal, would you like to add? >> Yeah, I think that >> limited applications. >> Limited applications. Excellent. Because it was since more of a hardware driven. Therefore, it did not have too many
[08:12:13] applications as Android and iOS had started offering an ecosystem. Good. with Vishal. Who was that? You can speak now.
[08:12:27] add on? You know, I think this is the reason why it failed. >> Yes. Joan, go ahead. >> I was thinking that the Blackberry
[08:12:39] didn't do a proper research on the product and the users. >> Okay, good. That means they failed on the market research part, right?
[08:12:51] Yeah, >> where the market was headed and what could be the as other learners also mentioned what could be the further requirements like touchscreen more applications depending on the user
[08:13:05] requirements. All right, Joan. Good. Good. Learners, anyone else has got any other point to add? >> Yeah. A over to you. >> What was wrong with the pricing? >> The cost.
[08:13:19] >> Okay. So, you mean to say it was unnecessarily expensive. >> Mhm. >> Okay. failed the aesthetics also like if you see right now two cameras, the three
[08:13:32] cameras people are doing. >> Okay. All right. All right. All right. Now learners, I hope you all agree that when learners, I hope you all agree that when BlackBerry in 2009 was at its peak, the
[08:13:47] product was no doubt an excellent product. Do you agree? Yes or no? >> 2009 excellent product to work with, right? However, the same product had to undergo this level of failure when we saw what happened in the year by
[08:14:02] the year 2016. Now my next question for you all is it's 2009. All right. You all work as a business analyst at BlackBerry and you are very happy with
[08:14:15] the way things are going. However, you see a new change notice a However, you see a new change notice a new change in the form of iPhone which is more of touchscreen. [snorts] Google is launch launching its own
[08:14:29] ecosystem of Android which is of course cover let's say covering multiple applications you have now noticed this change to enter the market okay it's not as common as it is today keep that in mind all right and you don't have a
[08:14:44] magic wand that can tell you what will happen after 5 years cool you've noticed this you've noticed this change I'll give you one minute time to think all you can jot down your points and then everyone will speak please suggest
[08:14:57] suggest what would have been your action points as a VA when you noticed this change coming in the market. Okay, you've just
[08:15:09] seen these products entering the market. You've seen iPhone entering with an ecosystem. You have seen Google Android entering with an ecosystem. Everything is going towards touchscreen. This is just it's a new product introduced in
[08:15:21] the market. Cool. Here we go learners. Let's say now you are the BA and you Let's say now you are the BA and you have noticed this change. All right. Please tell me what would your response be? Anyone can go.
[08:15:41] stake stakeholder management that you know there is a change that is happening and there's a XYZ uh you know making this changes or they're launching new product where the customers can be attracted.
[08:15:53] >> Okay. Now you begin communication. >> Um what I would do I would do a research on the products that the research that the the new products that was person say a meeting with the stakeholders. But before I before I do
[08:16:09] the meeting with stakeholders, I will I will probably do a survey bringing some young people to see exactly what is it they're asking for on how the blackberry
[08:16:21] could be improved. Then I would do a meeting with the stakeholders telling them going forward. >> Got it. Got it. So John is saying that conduct a quick market research or survey kind of a thing based on the
[08:16:35] would quickly communicate it with the stakeholders who could be let's say the real decision makers that this change is witnessing the mark is being witnessed witnessing the mark is being witnessed in the market. Please we need to move in
[08:16:48] this direction. That's what you're hinting at Joan right and I think that's what Tina also spoke correct any other learner got any point good learner got any point good >> maybe related to on John's one but uh uh
[08:17:02] the gaps whatever are there with the latest requirements or the >> user requirements and >> good so let's say the gaps that we have how the current product line can be improvised to remove those gaps that's
[08:17:19] right up in terms of let's say loss of users in terms of loss of revenue. Good John over to you please. >> A question in this case would you would you prepare a future uh current current
[08:17:34] state I would say map a current state map see where the see where the where the issues occurring what is it exactly what is going on with the product and then develop a future state going forward. Would you do that?
[08:17:48] >> Good. So John is asking that should we be creating a future state in this way we tell that once we have taken care of these gaps product differentiation we would be able to close what the competitors are now getting in that's
[08:18:05] right John so creation of a future state helps understand better what we are looking at to in the coming years that's right now in this scenario in this scenario once you give a future
[08:18:24] you begin with this that you know according to the research we have identified that their product has these kind of better differentiation as compared to us. We currently have these gaps prevailing which will lead to this
[08:18:39] much impact in our daily operations. However, if we continue with the change However, if we continue with the change that we are suggesting, the future state is going to look like this with narrowing impact with equal product
[08:18:52] narrowing impact with equal product capabilities and of course this communication now carries better weightage because now you have completed the entire picture that this is how things
[08:19:05] are going to work. So learners, do you agree that this should be the ideal way to go about when you are seeing an incoming threat or when as a DA you see a new technology entering the market? Yes or no learners? Go on, give me a
[08:19:19] quick thumbs up. Yes. No. Go ahead. Tell me yes. No. Any questions? Any suggestions anyone else has? You can speak now quickly at IPS so that I know speak now quickly at IPS so that I know how many of us are up to speed.
[08:19:37] because your responses will allow me to control my speed. All right, Mita, Savvita, Praina. Okay, this was a very small discussion on Blackberry which you suggested that you know this is how the current situation could have been
[08:19:51] avoided. One more thing that you know that helps you do a better market research can be maybe BlackBerry would have created a very small with a minimum
[08:20:03] investment a very small [snorts] working working prototype. Do you agree? Of their own version of a touchscreen phone and then showed
[08:20:17] it. You know this is the competition that we have. this is the product that we have made that can solve and compete with the market. So now the decision makers can see okay this product is good enough to enter the market in the first
[08:20:32] place and it meets the requirements that users are having now because now the don't want a very strong phone they don't have a they don't want a touchpad they want a touchcreen they want an access to multiple applications
[08:20:47] therefore blackberry says you know this is the prototype that we wish to launch in the market therefore learners that's what we'll be doing we'll be focusing more on when we are seeing an incoming threat different ways we avert them and
[08:21:02] moreover how developing these prototypes can help in decision- making better all right based on this small discussion have a look at this I'll give you 30 seconds to read this is what we'll be covering today and I'll be focusing as
[08:21:17] covering today and I'll be focusing as much as possible to cover these two aspects more because these are more hands-on they are more credible and this is what will carry maximum weightage as a business analyst. If you're able to
[08:21:33] show some working prototypes of how these changes will look like then you don't need to care about the big documents and your canvases and all read this first then I'll take a small brief on this. Okay. I'll give you 30 seconds.
[08:21:49] >> Yes sir. Yes sir. Yes. >> Thank you. Okay. Now learners have a look at these four points quick. All right. It says design user center and outcomedriven solutions. We'll be discussing with some case studies to be
[08:22:02] experience maps to rename ideal impactful areas of innovation. We'll discuss but these maps [snorts] business model canvas all of these things chat GPT can do it better than any of
[08:22:15] us. All we need to do is we need to just push our ideas to these AI tools and they will help us make these things better. We don't need to type and create these documents from scratch. All right. When we come to the last part which is
[08:22:28] proof of concept and prototyping proof of concept we'll discuss some examples. Prototyping learners I'll make you use some AI tools today. One tool is replet. I'll make you use replet to create your own applications [snorts]
[08:22:42] which you you will be in the session today be able to see on your mobile phone. So you will be taking a an iOS or an Android app today by the end of the session. All right. This will be a part of the hands-on experience that we'll be
[08:22:57] doing. That's how we have framed the session. Are you good with this? Just now continue. Hurry up. Come on. Give me a quick thumbs up. Yes. No. And then a quick thumbs up. Yes. No. And then we'll start. [snorts]
[08:23:14] I'll give you one more minute. What you need to do is you need to write down this word at the center of your page and now start answering on the paper itself. What all things
[08:23:28] come to your mind when you think about Yahoo? For example, I remember Yahoo had Yahoo? For example, I remember Yahoo had a messenger. Do you remember learners? >> It had a mail option, right? I'll give you let's say a minute's time. Just
[08:23:41] write down whatever features you remember about Yahoo. Uh why you used to use Yahoo in the first place. What all things you used to love about Yahoo. Just do that. I'll give you maybe 30 seconds, 45 seconds more. All right.
[08:23:55] Keep doing that and let's start learners. Go ahead. Anyone can speak. you discuss about when you hear about Yahoos or messengers? We have got Yahoo news. Great. We have got advertisements. >> Chats. Chats. Good.
[08:24:12] >> Sending pics. >> Pictures. Okay. Sports. Good. >> Go ahead. Go ahead. Anyone would use Yahoo for search. Does
[08:24:24] Anyone would use Yahoo for search. Does anyone remember using Yahoo for search? >> Anything as you Google things. You used
[08:24:36] to Google things. So let's say some people would use it for searching as >> Okay. >> Like the first had like a home page >> uh you know like a collection. I could read news. I could read sports like my
[08:24:50] first vision of having a mail chat everything all in one together was >> great. So homepage well laid out. All right. My question over here is learners when we had an amazing product like Yahoo. Do
[08:25:05] you remember learner something something called orut that would exist long time >> Yes. >> Yes. These products existed. They had a active. However, let's look over here.
[08:25:18] Let's look over here. It says you know what all Yahoo activities did. They acquired certain products like Tumblr without aligning them to unified vision. Okay. They prioritize ads and quick wins over user needs and long-term value. Its
[08:25:31] over user needs and long-term value. Its core search ability. They outsourced it and they lost control of their key product. Okay. And uh you know they failed to have this product ecosystem that would can anyone tell me any
[08:25:45] company you are aware which had which has got an amazing ecosystem where all the products align. >> Yes Google. Excellent. Excellent. So Google offers you an amazing meaningful product ecosystem aligning your Android
[08:26:01] product ecosystem aligning your Android with photos with email Google meet even with photos with email Google meet even your Gemini or your your browser search okay look over here that they decided to as it is mentioned first thing is
[08:26:14] know they couldn't create this product ecosystem they also said that you know ecosystem they also said that you know certain acquisitions failed okay my question for you is this is what you need to do is you've read what Yahoo did
[08:26:28] need to do is you've read what Yahoo did and maybe it shouldn't have done that. You got 30 seconds. Let's discuss over here.
[08:26:41] I'll give you 30 seconds and in after 30 seconds you will tell me what kind of an ecosystem [snorts] could Yahoo would have created that would have enabled users to have some kind of an alignment across all its
[08:26:55] kind of an alignment across all its product just as Google Microsoft have been able to do that today Microsoft for its office suite of course and Google for Gmail and a very simple Google account that we use everywhere today
[08:27:08] okay so I'll give Give you 30 seconds think about what kind of an ecosystem could have could Yahoo have created that time. All right. Then we'll see and time. All right. Then we'll see and analyze how could we have corrected what
[08:27:22] analyze how could we have corrected what Yahoo did >> Yes. Let's hear it from you. >> Yeah. All systems at one place like how >> Yeah. All systems at one place like how we see it right uh in Google ICG drive
[08:27:38] that option to see that. >> All right. So on your laptop you just complete your Google sign in and everything you'll be able to access this that right that's right in fact now >> they have even expanded their chrome as
[08:27:54] a separate ecosystem by launching their own operating system so you have got Chromebooks today just by one Google signin even the operating system is now customized according to your Gmail ID so yes they've created an ecosystem and
[08:28:07] they have been able to scale it well good next learner security and the data storage. >> Great. So you mean to say something pertaining to data storage and security they could have done it
[08:28:21] better. Okay. Maybe they could have done something similar to what Amazon is doing or maybe that time Amazon did because roughly that was the time when Amazon [snorts] web services was also launched wherein they outsourced their
[08:28:33] server capacity for everyone to use. If they couldn't get in the B2C market as Google, maybe they could have tried offering some kind of cloud services offering some kind of cloud services like Amazon. Okay, good. What else?
[08:28:51] Go ahead, good, good, good. Anyone else has got any other point on this? Excellent. So, they're saying that you know some kind of a linkage with your data storage along with your social media platform.
[08:29:05] Okay. Any other learner got any other point on creation of an ecosystem for Yahoo? >> The innovation pace was uh slow than the >> The innovation pace was uh slow than the other competitors in the market.
[08:29:20] >> Okay. So they failed to innovate. They rather thought let's go ahead with acquisition and those acquisitions can compensate for the lack of innovation that we are doing. Right Mita? They acquired two or three products but
[08:29:35] unfortunately that didn't work out. Okay. Anyone else got any other idea for Okay. Anyone else got any other idea for creation of an ecosystem?
[08:29:50] better ecosystem. Maybe you can compare it with the products that we use in the world today. Apart from Google, Google and Microsoft. Apple someone has mentioned has got a good ecosystem. Good. Anyone else?
[08:30:07] simple view that this is the ecosystem that our friend Yahoo failed to create. Okay. Now in today's place because Yahoo is not there. Okay. Now in today's place if I give you an example of a very simple you know daily usage product
[08:30:22] simple you know daily usage product today. Yes or no learners? Right. Very common. My question is it has got ample [snorts]
[08:30:35] My question is it has got ample [snorts] supply of funds, excellent user base which is of course backed by a huge investment in AI especially in data centers and creating this kind of a what do you say a back-end support for all
[08:30:50] the prompts. Apart from this they're now entering something called an IT services entering something called an IT services industry as well. If you were to look at charge GPD from acquisition point of perspective that you know these are the
[08:31:03] products or companies in the market that charge GPD can look for acquisition that would align charge GPD with its goal of something related to let's say
[08:31:15] genai across different areas. I'll give you 20 seconds to think what all companies or products can charge GPD think of acquiring. You don't need to limit yourself to similar tech products. Maybe you can say that it can acquire
[08:31:30] these kind of things. You can think of these answers of course but think of certain answers which have a very different way of thinking. For example, you thought that you know maybe Chad GPD can buy Tesla [snorts] because
[08:31:45] that would be if it works out that would be a real world implementation of Genai be a real world implementation of Genai in autonomous vehicles and that is an emerging market. Go ahead. I would be more than happy to look at your
[08:31:59] seconds to think learners. Okay. After that we'll start because in this session our focus would be as a BA if we are seeing some of the
[08:32:11] [snorts] mistakes that were done in the past considering the situation today how past considering the situation today how we can do it in a better way and let's start learners who would like to go in first for an acquisition coming
[08:32:24] in from Chachi Piri >> okay so uh someone said acquiring >> okay so uh someone said acquiring Microsoft why excellent so across Ross the entire ecosystem of Microsoft chat JPD can act like an agent wherein anyone
[08:32:39] and everyone can traverse through all Microsoft products irrespective of any tech background or maybe you have got knowledge about database yes no doesn't matter you can traverse through Azure with [snorts] chart GPT you can traverse
[08:32:52] through very simple products like PowerPoint with charge GPT okay good >> Google >> Google why so yes Chad GPD can gain a lot from that ecosystem because now the models can be trained even in a better
[08:33:07] way because now you have infinite data available. Okay, good. Any other learner? >> Uh maybe Amazon. >> Maduri. So Maduri says Amazon. Why? >> Uh like one from the shopping
[08:33:20] perspective I think Amazon already does like the personalization and everything but using chat GBD uh it can also recommend better. It has like all of end. Okay. >> Uh the other thing is something like an
[08:33:32] >> Uh the other thing is something like an Alexa like um it's a home assistant. something that Charge GPD maybe does not have access to yet. >> So if you could combine like the hardware or like the front end of it
[08:33:44] with back end. >> Um would it become like you know the that one company that has all the data? >> Got it. Got it. >> Good. So good focus that you know we're giving more and more access to data that
[08:33:57] is of course leading to making it a better product. Good. Next learner got by charge GBD? >> Yeah. Yeah. >> Yeah. Yeah. In the aviation industry because it's a huge
[08:34:11] >> aviation and robotics. >> Why? >> I think aviation is the biggest sector and due to the I mean this mismatch is happening the accidents everything we can use the chart GPT and AI technology
[08:34:23] >> Good. So let's say especially in analyzing what could have been the reason behind crash. >> Therefore this aspect of gen AI can help >> Therefore this aspect of gen AI can help us reduce these kind of incidents. And
[08:34:37] when it comes to robotics [snorts] obviously Gen AI can make robotics more because now it becomes more of conversational similar to what someone mentioned regarding Alexa. Good. Any other point any other learner would like
[08:34:51] other point any other learner would like to pitch in? Go ahead. Any other point we are looking at? Anyone can speak. Yes. Pan >> it could be weather forecasting.
[08:35:06] something pertaining to let's say information on weather. Why? >> See nowadays most of the people uh will focus traveling based on the the weather
[08:35:18] or whatever the things that they can. >> Okay. >> Okay. So using chat GPD it can further break cold or if there is a lot of rain so they are well prepared so it can help
[08:35:31] they are well prepared so it can help both travel as well as weather. part. >> Yeah. >> Apart from the current weather details even the prediction can get better.
[08:35:43] Great. Now learners you see that these acquisitions definitely would be capital intensive but if they work out they have a huge scope of getting things better. Similarly maybe Yahoo would have tried them but unfortunately it couldn't work
[08:35:57] out. My next concern over here before we go ahead and what is product thinking and all because these two case studies would cover 90% of the pointers and theory that we'll be seeing. Okay, my last concern over here is learners.
[08:36:11] last concern over here is learners. Any thoughts any learner has on this? What should be outsourced and what should be not outsourced? What should be kept in house? Let's say you are BA, you're a business analyst and
[08:36:24] there's some [snorts] complex development involved. For that, of course, you need more hands and seeing the complexity. It is what do you say capital intensive. However,
[08:36:38] however, a very simple answer comes up that why don't you outsource it if you require it for a very short duration. But your concern is that if we outsource the very core feature of a product which is
[08:36:51] core feature of a product which is development then we lose access development then we lose access and this may lead to you know more and more competitors gaining the lost ground. So over over to you. I'll not
[08:37:04] give you any time to think now. Tell me when as a BA you feel [snorts] that you know this particular aspect should be out outsourced or this particular aspect out outsourced or this particular aspect should be kept inhouse. Go ahead.
[08:37:25] kind of a small testing like any upgrading features and all that can be upgrading features and all that can be outsour but the core uh testing or the For example, if >> the company's product is into let's say
[08:37:40] build a fintech so their focus should be on fintech rather than giving the entire fintech core model or the business. >> Got it. So let's say if you know Pav is saying that you're PTM right? So it's good that you keep your fintech related
[08:37:56] aspects of development with you, marketplace aspect with you for a loan. However, when it comes to something [snorts] related to HR tools. So then go and look for tools that are already available in the market and adopt them
[08:38:08] as it is and hire a separate team that takes care of all your operations or ticket raising kind of what do you say activities so that you can invest more and more your resources on the fintech related aspect. Right Pan? Yep.
[08:38:23] >> Okay. Good. So, someone has said that do not outsource the product but some of application. Vine, can you elaborate more on this?
[08:38:37] Next learner. What should be outsourced and what should be not? >> Yeah. >> Yeah. application we can outsource uh like you know we can give to service industry and we can get it done but
[08:38:50] product and recently uh in my company also we seen we resourced for product as >> when I lost you I lost your voice I lost your voice say it again say it again but
[08:39:02] I got your point you're saying that some operational related applications definitely will will be better if we outsource rather than we develop application already have a wellestablished service network and we
[08:39:17] don't need to train our own employees and waste our resources in this. This is something that can that is more cost effective and which is not available as our expertise. Okay, good. Next learner who'd like to pitch in
[08:39:32] outsource outsource >> in most cases marketing. >> Excellent. So let's say you are a tech based firm. you've got no idea about these social media marketing or SEOs or something you go ahead and you say that
[08:39:46] okay you know we'll hire a marketing agency you can get it done one more thing what is as Anika already mentioned is that when these fairs and booths are being set up so companies don't you know they don't have an in-house creation of
[08:39:59] a booth or something obviously it is outsourced to someone who will take care of creation of these booths putting some people students over there you know hiring some part-time employees who can You can you can just take care of people
[08:40:12] entering the booth, noting down their details and then handing it over to there. So these kind of activities again they're outsourced. Go ahead. Go ahead. Operations. Good. So anything that pertains to operational
[08:40:27] obviously it can be outsourced. Great. My question last question over here for Anika Anika [snorts] you are a Anika Anika [snorts] you are a developer. All Anika, however, you are a
[08:40:40] real estate developer. Okay, Anika. >> Mhm. >> Mhm. >> Consider DF or Loa Group or so on and so >> Consider DF or Loa Group or so on and so forth. Okay. What you do is
[08:40:53] you have a huge project. It's a residential project or maybe you're building a new mall. You're given two options. one you construct on your own and the other one you hire [snorts] a company
[08:41:07] other one you hire [snorts] a company like L &D Sharpunji Palongji Kalpatru developers you outsource it to them if you outsource it to them they are best-in-class developers you can charge a premium however it's expensive however
[08:41:21] if you make it on your own you still can get it done but my question is what should be the ideal way in this scenario go it should it get outs source in this scenario what should be the ideal way go ahead
[08:41:41] >> I think firstly we'll need to decide who are mark who our customers are >> would they be ready to pay a premium for >> okay great that's good so now you're whether your customers are ready to pay a premium and if they're ready to pay
[08:41:55] right >> right and also how much of expertise Do we have uh >> okay >> and then compare
[08:42:09] >> then compare great anyone else has got any other logical reasoning for this? want to check like these days is outsourcing done more like a delegation wherein um can I control the design the requirements how it should be done uh
[08:42:24] perspective I'm thinking for example there's a technology company which I two years >> so I want that for example an ambient listening solution I want that expertise >> but I will drive what's my requirements
[08:42:39] side so >> got it got it so Now learners this is something you do outsource it but you outsource it in such a way such a way that the control will always remain in your hands right Maduri
[08:42:52] >> all right learners this is where we complete these two questions and I'll product thinking means putting user first and why the product is needed who is it for what problem it solves hurry up
[08:43:09] understood the two or three stories that we have discussed Why don't you simply just put a yes in the chat box learners just put a yes in the chat box that I now understand the three stories the Yahoo Blackberry the outsourcing one
[08:43:24] that we talked about and I've read this okay I'll not elaborate more on the theory but uh when we discuss about user first over here learners we see Blackberry failed because they couldn't understand
[08:43:39] what is user expecting tomorrow another thing the same thing happened with Yahoo when they couldn't create some kind of an ecosystem and at the same time they couldn't utilize the acquisitions that they had done that's the reason they
[08:43:53] failed on why the product is needed in the first place because without having that kind of an connection within your products or that level of features if I
[08:44:05] compare with competitors your product couldn't solve the required problem and that's the reason it didn't work out all All right learners, I'm back. Now we've [snorts] covered some aspects of user centricity that you know again what they
[08:44:19] need outcome orientation. Let's focus on these two aspects. One is the iterative development and cross functional learners when I was working on a product the name of the product was and yes the name of the product was discover I
[08:44:36] okay this is from my experience I'm telling you and we were tasked that you know you need to have something for the GTM employees which is go to market these people in simple words track how are the sales going for ATCI which is
[08:44:51] Accenture India in very simple words all tech centers all across India. Now [snorts] we were supposed to make this product something like a command and control center for GTM. All they had to do was they need to come select what
[08:45:07] category of lead has been generated which industry the client is in what's the estimated value that we are looking at at what stage the deal is at
[08:45:19] and there were certain calculations on the amount that were to be done based on certain logic. So this was a very simple concept that had to be made. As of now, this entire concept was being done using Excel and at the end of the
[08:45:34] month, someone [snorts] would do some kind of a data granching. In the first a report and that could be viewed by everyone. Now, the question had shifted from doing this to something in real time which is development of this
[08:45:49] particular tool of discover. So, this was a scenario that we were given. We realized in the very first place that people who are from these GDM and sales department they are very used to this Excel now. Okay. Therefore I was working
[08:46:06] over here you could say as a BA there were there was a team of developers and were there was a team of developers and there was a team of people from GTM. Now how this would work was they would explain me certain requirements. I would
[08:46:20] convey that to developers and we would just launch a very simple working prototype that over here you can select the [snorts] industry over here you enter the amount and the first level of calculation will be done immediately
[08:46:33] that's it we took some kind of feedback from these people who were from GTM again they shared certain what do you say requirements again development and next version so that's how over a period of 1 month
[08:46:48] we were able to launch This however this did not end because the adoption of users was still not happening. These people were still happy go happy with using their Excel. Then it happened another involvement of
[08:47:02] stakeholder. So we had to involve someone who was from the leadership of someone who was from the leadership of GDM and now things moved as per track on what we had made. Therefore learners whatever product you make just remember
[08:47:17] one thing it is not a one-time delivery and second it has to have people from and second it has to have people from tech domain you as a BA HR someone
[08:47:29] involving from go to market or marketing someone from finance and obviously someone who is calling the shorts kind of a you can say kind of a leadership or different stakeholders that's the reason it's called cross functional
[08:47:44] quick heads up. Type yes in the chat box. If you have any questions, you're more than welcome to ask your questions now. And then you'll be asked to read this particular very small caselet. Any questions, you can ask right away. If
[08:47:58] quickly type yes in the chat box and have a look at this Netflix small case. All right. I want you to write down two products on your pen, on your sheet of
[08:48:10] paper. Okay? one over here. I want you to write down Netflix. Next, on the other side, I want you to write down Spotify. How many of you use Spotify, by the way? Anyone who uses Spotify?
[08:48:25] >> No. >> No. No. Okay. Anyone else? Who else who Spotify. People [snorts] who don't use Spotify, I would suggest you use Amazon.
[08:48:37] >> Okay. >> Amazon. What? Amazon the e-commerce app. >> Okay. >> We read something about Netflix that you know it does this it has some some of their own shows. They understood user
[08:48:51] requirements. They offer recommend everything we heard. Right. Now as a user as a user for any of these three products you have to select any two. All right. Just write down around five reasons why you feel these
[08:49:07] products stand out from their competitors. Just five reasons for each. For example, you can say of Netflix that it offers you more of a premium watching experience because of its amazing UI UX.
[08:49:22] Second, the content is always up to date. Any new film or anything that comes up, new shows, they're doing very well. So just write down five reasons for each. I'll give you one minute for let's say for all of these products.
[08:49:36] Okay? Just write down five reasons why you use that make these products worth using. Remember Amazon has been there in existence since 1995 1996. They're still there in the market and now they're everywhere. Netflix as you saw it's been
[08:49:51] everywhere. Netflix as you saw it's been there since 2002 or 2003 because that's when they launched their DVDs and now of course they have the live streaming. So these products have stayed for more than two decades. Okay, hurry up. Just write
[08:50:04] down five points. What makes you feel that yes, you know this. All right, let's start. Who would like to start? Please, let's hear it for Netflix first. Who would like to go with Netflix? Tina sir Netflix uh first thing
[08:50:18] new movies, they are sold to them. So everything that you wanted to see new is always available there. And you have >> today. >> Yeah. So it's according to the mood I
[08:50:30] horror, if you want to see something romantic, >> good all is available. So you have got a lot of varieties over there. Uh the subscription is available for both uh like one mobile, two mobile or I can say
[08:50:43] monthly, yearly. So that subscription is available. Uh you have got lot of uh like you can you can learn lot of things like you can you know um put the uh filters for your content that you want to see that is available over there
[08:50:57] filtering option is available you can choose what you want to look for uh it has upgraded uh versions also so sir if you want to see like if you are going to example if I'm not going to Netflix if I'm going to any other uh you know
[08:51:13] content like a go or a hot star or something like that They don't have Okay. >> As they have it Bollywood both they have. >> Bollywood. Good. Good. Good. Anyone else
[08:51:26] would like to add something on on Netflix? You can do that now. >> Uh yes. Based on your search criteria, it gives many more options to watch
[08:51:38] >> and even languages. Good recommendation engine product. So they have ensured that you know they've taken global adoption of know they've taken global adoption of all languages. Good. What else?
[08:51:56] >> Excellent. So UI UX best. Great. Let's come to Amazon or has chickenen what this is the time you start speaking. Amazon. Okay. Go ahead
[08:52:08] Tina. Sir uh first of all u very easy returns very easy booking of the orders filtration options are absolutely brilliant varieties you choose you name it it's there in Amazon quick delivery fast delivery late delivery remote
[08:52:22] delivery all are available uh connecting to customer service is absolutely available calling options are also available they are available 24 into 7 they are available remotely um of course their uh the entire UI UX is like very
[08:52:39] their uh the entire UI UX is like very user friendly. You know, sellers are ample over there. >> Good. >> I think I've covered a lot. Of course, they got brilliant sales. They've got
[08:52:52] >> brilliant what? >> Fail. It's like uh selling failing. >> Any other point anyone would like to add on Amazon?
[08:53:04] >> Okay. All right. Now next learner for Spotify. is good for the music right. It also tells you about a lot of podcasts that
[08:53:19] you want to hear right. >> Good. >> Uh okay and sir I think now their brand like their brand names is in increasing so they are also you know what you can say
[08:53:33] they are like uh the sponsored. So we can see the Spotify everywhere like you know you want to hear some new songs they are first available on the Spotify. >> Excellent. So content is again they've kept it well up to speed. Good. Any
[08:53:48] other learner would like to pitch in more on Spotify. because of the whole Spotify wrapped one like your entire year. Uh it'll just >> Got it. Got it. >> And then I think
[08:54:02] >> Yeah. Go ahead. >> Continue. Continue mad. Use the >> They understood personaliz. Please repeat. >> Uh they understood like the
[08:54:15] personalization like what I could recommend on your top five. >> Good. So personalization >> and uh like cross cultural like uh I maybe it doesn't have enough like international content or like
[08:54:28] well. So crossure >> their ads like uh you know they use even like south Indian ads also they have north Indian ads also they have so they don't uh it doesn't sound like it's an Indian brand or a foreign brand to me it
[08:54:42] sounds like my go-to place for music. Okay. Okay. Good. Now learn. >> Anika go ahead. >> You can also share playlists with others. >> So like helps to collaborate with your
[08:54:57] >> Excellent learners. Now you realize one thing that these products thing that these products they are operating across geographies and yet they've been in existence for
[08:55:12] let's say almost more than two decades. Therefore these examples as you can see they have been able to customize depending on user requirements as and when they were changing. That's the reason we discuss more on the product
[08:55:27] reason we discuss more on the product first thinking or the you know what all reasons why Yahoo failed. So we discuss the opposites over here. Okay. Now we've got something called as business context and just hold on for a moment. Hold on.
[08:55:40] and just hold on for a moment. Hold on. I'll take a pause. I discussed three products. Okay. All of you are well aware. Now you need to tell you are well aware. Now you need to tell me based on your understanding that Sri
[08:55:55] is one product which I believe is not very well adapted. However, it does cover all of the things that we have discussed over here. I'll take a pause. Anyone who would like to pitch in with their own product examples now you're
[08:56:10] going to do that. Over to you. Let's start who would like to go for example telegram you can say that telegram offers you these things which are not there in WhatsApp but still WhatsApp is more you know commonly adopted go ahead
[08:56:24] let's see yes Anika Savvita Kavia Vine Tina Kalpana over to you anyone any product you feel tamara that uh yes this product
[08:56:39] is not as widely adopted as the market leader. However, it does have better features of understanding users and if you remember long I think this wrong somewhere around that time it happened 15 16 I don't remember the
[08:56:54] exact year before that WhatsApp [snorts] was also there my question for you all is that time WhatsApp did not have WhatsApp business it did not have any advertisements as it has on the status bar it did not have any of the what do
[08:57:11] you say premium version or so on and so nothing today it has WhatsApp business it has got advertisements on status and so on and so forth my question for you is can anyone tell me before acquisition of WhatsApp
[08:57:26] what was the business model of WhatsApp obviously >> but those are not paid Tina the product was very good you were very happy making the person sitting in the finance department was after after your life
[08:57:41] that you're is draining money because you you have employees, you're taking too much of cloud storage and you're just paying for that. That's it. The finance person would like to know business analyst Tina and everyone what
[08:57:54] business analyst Tina and everyone what is your business model. Go ahead. I >> think it is something to pay use kind of uh thing. We never paid for anything. No, there was nothing known as payer
[08:58:08] louder so that everyone can hear you clearly. >> Uh I think I what I was uh saying is am I clear now? >> Yeah clear. Go ahead. >> Yeah I think the feature what I would
[08:58:23] >> Yeah I think the feature what I would say is uh uh maybe it was uh not into too much into business kind of thing and they were it was like a user kind of uh rather than >> personal use kind of a thing. Good. Now
[08:58:36] learn Pavan has got a good point. He's saying personal use product it was not kind of a business use. He's saying that okay great therefore as a product you
[08:58:48] guys as a BA have done a tremendously well or what do you say good job you know people are very happy with your product they are using and they have eagerly using I mean they use it uh the
[08:59:00] the moment they get up you have created this product well done as a business this product well done as a business analyst the question is how does the business make money you're not charging you have even not thought
[08:59:13] about a monitor ization model. Can anyone answer? They were not at all generating even a single dollar of revenue before Meta took their whole concept was they were they had two options. One, we'll gather a huge
[08:59:27] database and then we're going to launch our own versions years later where maybe we'll launch something like a WhatsApp business as we have today and other paid versions of these things but never
[08:59:40] advertisements. The other option that WhatsApp thought that we would go for an acquisition, somebody would acquire us because our user base would be so long. And in the end, Meta acquired by paying learners $50 per user Meta paid when
[08:59:55] they acquired WhatsApp. This is where my next question comes in and this is what you need to think. On one side you have what is expected by
[09:00:08] the user and one side you have what is expected by the business because in the end business is what will be able to pay for whatever user is going to run. Therefore user definitely needs to shell
[09:00:23] out something. Okay. It is something that you can't think only of business. the user is not going to come. It's going to say a goodbye. However, on the flip side, if you listen only to the user and offer extremely competitive
[09:00:38] pricing, the business may not be sustainable. As a BA, this is the problem. Let's say you are stuck. I want to know from you all by giving an example. How would you
[09:00:53] balance this? I'll give you one answer and then maybe 30 40 seconds to think. For example, the business said that we need more subscriptions and we need to charge them so that we can cover our costs.
[09:01:09] Netflix said great, we'll offer a variety of subscriptions variety of subscriptions so that high paying, low paying, we have all sets of customers. In this way, the business is happy, the user is happy
[09:01:23] based on the pocket size, he or she is able to enjoy the product. So, this is one way the balance has been maintained. I'll give you 30 seconds. You need to come up with examples learners where you think the this is how the business
[09:01:36] aspect and the user requirements are equally managed. Go ahead. Go ahead. >> Having multiple products. >> Excellent answer. [snorts] So based on the requirements of the user and the business, not only you can have
[09:01:51] different subscription plans, you can have multiple products, right? So then anyone who would like to pay differently they can access depending on the amount they are paying. Good. What else?
[09:02:04] Go ahead. Go ahead. Anyone else got an answer on how do you manage from both user side and the business side? After you I've seen your answers, I'll tell you I've seen your answers, I'll tell you how [snorts] today it is being done.
[09:02:18] Keeping in mind the ever rising prices of oil. How are certain airlines managing this very well? Okay. I'll give you that example but first I would like to hear it from you. Go ahead learners. Anika is given by having different
[09:02:33] products. Go ahead. So do we have Tina? We have got Vinn Imran would like to pitch in with their thoughts. Okay. Reward points. All right. Someone has mentioned that you know we reward users because they have paid with reward
[09:02:50] points. So in this way some revenue is we've got business is very happy we've got business is very happy recurring sale happens the BA is happy know first time we paid you that much money now we got to pay you less good so
[09:03:05] now you're saying that you offer good features which are rare to find in that way people will be able to pay right so previously you're hinting at good
[09:03:17] excellent so you're saying something related to cross-selling Business is saying I want more money. Business analyst is saying forget it. I can't increase my subscription charges. Business says I still want more. So BS
[09:03:30] cross-selling by offering some other subscriptions. Good answer. Go ahead learners. What else? What else have we got?
[09:03:43] give you two examples. Now the same problem happened with Netflix. Joanna, are you from US or Liard? Are you from US? You're from >> We're from Barbados. >> You're from B. Okay.
[09:03:57] >> I'm say it again. >> Okay. Okay. >> Okay. Learners, you see Netflix faced this issue some time back. Netflix has already reached all the
[09:04:13] households. It can reach. It can't go to Iran. can go they can't go to areas that are sanctioned for example Russia Iran they can't go they've already reached they can't reach North Korea they've covered all the population of this
[09:04:28] planet wherever they could reach the question is which is what your question is which is what your shareholders very commonly ask growth you're getting recurring revenue well done keep it up but what are you
[09:04:43] going to do about the aspect of growth So what Netflix did it can't obviously charge more. The business saying that you know the stock market is asking for more. So what should I do now? Netflix said I'll generate new sets of users for
[09:04:59] me. Right now you pay and you use Netflix right but Netflix introduced a new subscription plan which said you can use Netflix without paying use Netflix without paying but with advertisements. Now business is
[09:05:14] happy more revenue from ads the BA guy is also happy that more users are starting more feedback I'll get I can make my product better similarly how
[09:05:26] many of you are aware that with the current price rise there's been a huge skyrocket in the airs do you agree learners yes or no that the flight or no air India faced this issue and and they
[09:05:43] realize that they need to cut down on certain flights. All right. However, how and why should you be cutting down in the first place? Because obviously it is Air India and Indigo they form the backbone of our tourism or logistics
[09:05:58] business as well because they operate almost 90 95% of all the flights in almost 90 95% of all the flights in India. Now, now what they did, they first place because business is saying it can't be sustained. Users on the
[09:06:13] other hand are going to go up in arms that the domestic flight tickets or the domestic flights are also being cut. This is a you know kind of a crisis situation. So Air India said let's go to Mumbai.
[09:06:25] Anyone from Mumbai in the session right now? Anyone from joining from Mumbai? now? Anyone from joining from Mumbai? Go ahead. Anyone from Mumbai? We got no one from Mumbai, Maharashtra, Pune. Anyone?
[09:06:42] Okay. Diva, Pune. Tina, I think you're also from Pune right now. Diva and Tina, you would be knowing it better. Lot of you mentioned when we were discussing about Yahoo and Blackberry,
[09:06:55] you mentioned that you know Sri would have been great if proper communication would have taken place with the required stakeholders. Do you all agree? Yes or >> Yes. >> Go ahead. Yes or no? Right. Now this
[09:07:09] communication can be through an email, can be through a PPT, it can be through a PDF, a meeting note, multiple ways, right? But let's say if you have an idea in mind, let's say today if you know we have Tina who has an idea in her mind
[09:07:22] that sang what calculator apps we use the default calculator apps in our phones are worthless. I have a better idea of a calculator app that can help you in calculating interest. It has a scientific calculator and the normal
[09:07:35] calculator with voice command. So I've got these ideas that can be done in a calculator. All right Dina now my question would be is it even possible? instead of showing you that you know this is how it will look why don't I
[09:07:50] make a calculator that does exactly what I'm saying I'm saying and show it to you now learners do you all agree that it will it will carry more weightage yes or no
[09:08:03] >> yes >> correct everyone yes or no you agree it will help the user understand or the stakeholder understand okay this is how it will Look and this is the feedback we'll be getting. This is how we'll work
[09:08:17] on the feedback that loop can then start. The screen's visible everyone. >> Yes sir. >> Good. Everyone I want you to Google this word called replet AI. Look at my screen. Just do exactly what I've done.
[09:08:32] Replet AI and press enter. Once you have done that quickly type yes in the chat box. Hurry up learners type yes in the chat box so that you I know how many of you how many of you are following and getting [snorts] this hands-on all right
[09:08:47] this is something that I usually do in an AI master class but since a lot of requests came last time from for some hands-on so I thought in the since we cover prototyping why don't we create a prototype that would help us understand
[09:08:59] better okay just Google repleti and click on the first link which says replet.com and wait for me all Right. Just click on replay.com. Let it load and I want you all to wait for me. Okay.
[09:09:13] Do you see a screen learners that looks somewhat like mine? If yes, type done in the chat box. Done. Done. Type done in the chat box. This looks a little bit uh somewhat similar to what I am seeing. Are you learners?
[09:09:30] log in and you have an option of logging in with Google. So complete your Google sign in. I'll give you 10 seconds learners complete your Google sign in once you have done that I want you to type yes in the chat box please
[09:09:44] since I have already worked on this before I may not be able to see more credits it says upgrade to replet core so that you can you know start creating again but do you see a screen that looks like this learners yes or no what do you
[09:09:58] want to make yes no let's say I would like to make an application of a calculator the calculator should have an an option of it should have dark theme. It should have an option of normal calculator of course. Then it should
[09:10:13] also have an option of let's say uh scientific calculator if I an option to switch to scientific calculator rate of interest principle calculator something related to taking loans and all. And moreover it should be more of
[09:10:29] inquisitive and it should be provoking me to use it. And the best part it should have a theme like that of an aviation or an let's say aviation theme. All right. So that I can use it and it should feel that I'm using an aviation
[09:10:42] should feel that I'm using an aviation theme. Just click on tick. Some text will come up. Just copy paste this text over here. That's it. and click on this button >> that when I just going on that no to
[09:10:56] mobile when I click on the mobile it is it's automatically that you know create an app or a menu or something like that but
[09:11:08] when I'm typing my own it says discontinued and going to the main page >> it's fine it's fine we'll have a look at your screen share but uh is it somewhat what you're seeing on the screen Tina Because this is what is being made now
[09:11:23] for Apa. Apa is making this. It is now in the process of making it. So uh it's same. Okay. Loesh for you it's same. Uh Tina is it similar for you? Thanks Lokesh Moa. Thanks Tina. Hurry up learners. Uh you know just press escape
[09:11:38] and get rid of this popup of try new. Maduri case screen set. Sorry. You're just good. Let it load learners. It takes some time but you'll be able to takes some time but you'll be able to have your app which of course you can
[09:11:53] use it now learners you want to try that app right so right on the right side as you can see on Maduri Laperna screen you have an option so download the app which is expo go it's a free app that lets you run the project instantly if you want to
[09:12:08] you if you don't want to run it on your phone it's perfectly fine you can use it on the laptop as well first let it get completed So don't do anything let it get completed. All learners who are able
[09:12:20] to see what Apana screen is showing type yes in the chat box please will have an option called publish on the top right corner. If you don't want
[09:12:32] right now which you can do it later easily. So I want you to click on publish only after it has completed. On the top right corner you have an option called publish. So once it's done, click on publish and you will have your first
[09:12:45] prototype ready learners. That's how today BAS or product managers can quickly develop prototypes instead of wasting time and hiring a developer just to make a very small understanding of the product. Okay. So just let it
[09:12:59] complete then click on publish. This is your first prototype. Of course you can use a different email ID and use create something else as well. I've created roughly around 7 to eight products using different email ids. Okay. So just keep
[09:13:13] different email ids. Okay. So just keep on waiting by the time it gets done. After this we'll go on to certain other aspects and we'll be covering chat GPD
[09:13:25] [snorts] on how we can use that. In this way we'll be creating something called as a 2B experience map business model canvas all using chat GPD. Nowhere we'll canvas all using chat GPD. Nowhere we'll be typing and creating a document from
[09:13:39] scratch because those days are gone. Uh ADA go ahead you want to say something ADA. >> Yes. So yes one thing I want to check uh right now we are using repent right for creating a prototypes. Is this the only
[09:13:51] >> no there are multiples. So there's something called lovable. There is something called bold >> replet Germany AI studio but I would recommend you to use >> Julia there are multiple tools available
[09:14:06] recommend to you recommend you all to use only this okay it used to it's used to you know manage a project okay it is similar to Jira that's how things work understand and play around with all of the tools right
[09:14:22] >> agre >> okay let Let it load now learners. Uh-huh. Preview will be available soon. Let it load. Everyone has it worked for anyone now
[09:14:41] agent. Let it see. Thank you Ashwini. It's publish it? On the top right corner, you have an option called publish. So why don't you publish it Ashwini?
[09:15:05] throw you a link. So why don't you just copy paste the link on the chat box. All learners who are creating this thing it's fine if it is taking time it's okay. This is this has to be the biggest takeaway from the sessions. All right.
[09:15:19] And it has to be a working prototype that you can show to anyone. click on publish if it's working for you. By the time agent is debugging
[09:15:35] certain errors for Apernna Maduri, how about you? Supria, Rajat, Lokes, Savvita, Imran, Ashwini, Bravina, Mita, how is it for you? Which stage are you >> Are you still Yeah, >> it's creating websites. Uh it's working
[09:15:48] in the agent. I mean >> it's uh showing us your app is starting. >> App is starting creating. Good. Okay. I'm waiting for the preview. Okay. So it's fine. Hold on. >> I added I gave one more uh prompt also
[09:16:03] to it. So it's in Q. >> Okay. You gave one more prompt. Prompt. more prompt. >> No, I didn't got the prompt. I didn't get got the output but I gave one more prompt. So it's in Q as well.
[09:16:16] >> I filed it. Yeah to see how it works. >> So click on debug with Asian. I don't know what is the issue apart now from your end but it's working for some. I never encountered this kind of a problem. Let's see
[09:16:40] what I'll do now is just give me a moment. I'll join from my mobile as well so that I can show you some of the products or something that we have made.
[09:16:56] be working because you see these all apps I've made using this. I'll just open one. They have an period of 1 month. After 1 month they all get what do you say? Because it's a free plan. No, after 1 month uh your account gets
[09:17:10] deleted. So this is a very simple planner. Some of you thought of making a planner. Now this gets really good over here because I'm big fan of aviation. So I can plan my entire day. It has got an option of briefing some kind of a quotes
[09:17:24] from aviation. I can create my own squadron. So let's say for all the created a squadron called black panthers. This is these are the activities that I've done so far with them. The other one can be let's say
[09:17:38] and all. So that's I've given another squadron called battle axis. Similarly I can plan my week, month, today. I can add let's say take simply session. Okay,
[09:17:52] it's an critical one and it will be done by let's say the black panthers clear for takeoff. So now I have a taking simply session. So I can mark like all sorties are landed. So this is one
[09:18:07] and uh there's another one some of my other learners made. It's a very simple other learners made. It's a very simple tic tac-toe game. don't you all click on levers one? So in this way you can play with a friend then
[09:18:24] let's say over here and let's play again. So this is one that we've made. Similarly, if I just come back, I created a small
[09:18:37] marketplace or WT vins related application something related to hackathon HR appraisal in which I have a small team with whom I work. So I can upload how their performances are going from my tool over here. So let's say
[09:18:50] these are my employees. Let's say I select an employee 8. I can give the select an employee 8. I can give the rating 10 project. Let's say we can name rating 10 project. Let's say we can name it simply train. All right. So good job
[09:19:05] and send email. Now an email is sent to this particular email address and all of this has been made for absolutely free of cost as a working prototype. So you see learners that's how you create prototypes. You can deploy them
[09:19:21] and you can share it. We'll wait let's say maybe a couple of minutes more. Once we are done with this, this particular thing can continue in the background. You don't need to worry about it. Let it once it is
[09:19:35] end of the session, you can share links when it is done. Okay. But we'll wait for two more minutes. By the time let's everyone click on what our friend Lever has sent. So it's a bus route. Okay. We couldn't find a replet. the
[09:19:51] owner. Uh, you didn't publish it, it seems. Uh, lever, did you publish it? publish it? >> Yes. Yes, I did. I clicked on publish.
[09:20:05] >> So, let it share your screen. Share your screen because we can't open this. So, what the issue is. >> All right. One moment. >> I think it opens only as a mobile app then. It's okay. Share your screen.
[09:20:19] then. It's okay. Share your screen. Lever. worry. You see the promote one right side. it's okay. Don't worry. It's not published. That's the reason we can't
[09:20:35] >> Once it is get published, keep your screen sharing on. Don't worry. Once it gets published, lever, you will have a popup that says your publishing has been completed. Okay. So, just hold on. Thank you, Ashwini. Ashwini has shared. Let's
[09:20:48] see if her publish is showing is complete. complete. Yes, everyone click on Ashwini's link.
[09:21:01] showing London. I can select my current city as let's say if I select Delhi. Yes, it's able to give me an option Delhi. It shows 38°. Good job, Ashwini. Delhi. It shows 38°. Good job, Ashwini. It's working well.
[09:21:16] Let's see what else we've got. Uh I'm waiting for the preview. Can I share my screen? Savvita, you can share. Just give me a moment. I'll just see. Uh lever, why don't you just hold on? Scroll up. Lever. Scroll up.
[09:21:31] >> This is it. >> I said scroll up. Scroll up. Up. Yes. Go >> It's not going up anymore. >> It's not going. Okay. Click on Okay. Okay, the app is already published. Now you can click give give
[09:21:45] us this link. >> No, no, not this one. Repl the bus tracker one. The bus. Yes, click on this link. Now click just click on this. Click on this. Good. So that's now now hold on
[09:21:58] you will see an option like this. Okay, don't worry. All it says is for this app to work you need a launcher. So everyone what do you see on lever screen please
[09:22:11] download this app which is scan QR code you can see lever >> yes scan this and download this app and then if you click on your link the app will open on this okay lever so download this app first
[09:22:27] this app is acting like a launchpad okay lever >> so download this app scan and download all learners ers now come back. Stop sharing level. Stop sharing level. All learners now come back. Come back. Come
[09:22:41] back because this is highly addictive and you would keep on creating more and more. No, no, hold on, hold on. Uh Praina, it says no usable data found. Okay, we'll see. We'll see what exactly this is. But all learners who were at
[09:22:55] least able to try were able to reach the preview state so on and for so forth, just type yes in the chat box. Yes sir. I was able to try and I was able to get there. Prasana. What I would suggest is after the session just create a new you
[09:23:08] work with a new email id and then try to do it again. Okay personas but all pause. Everyone stop doing whatever you're doing. Stop doing whatever you're doing because this is a very small prototyping that I wanted you all to
[09:23:21] play with. Now everyone everyone click on the feedback link that Afraj has just sent. All right Afra just share the feedback link again. Please don't type
[09:23:33] anything now. Learners, don't type anything. Afra. Just paste the link. I'm sending the link again. Okay learners. This is a feedback link. 30 seconds. You're not doing anything. Just complete the feedback because now we'll be
[09:23:45] creating 2B experience map. We'll be creating business model canvas. All using chart GPD. Okay. Let's start. Let's start learners. Here we go. Please Let's start learners. Here we go. Please tell me your reasons why you think Nike
[09:24:00] has been able to stand above and beyond Let's start. Lever, would you like to initiate the discussion now? initiate the discussion now? >> Um, this athletes and marketing.
[09:24:13] their athletes which is for marketing is fantastic so that more and more people are able to relate. Right. Good answer. Next more person speaking behind level >> the logo just
[09:24:27] >> logo >> it's very motivational eye catching >> very connecting to the other uh uh you know >> excellent so let's say they've created that kind of a brand appeal by using a
[09:24:39] very simple logo itself right >> correct and I think their ads are also very emotionally attached you know when they are presenting their market so their ads are attached but they have a IDA hat uh They especially attract to
[09:24:54] with them. an emotional attachment through their advertisements. Okay. What else? What else learners? All right. So it says connect Tamara says it connects people
[09:25:07] from low housing. It has sports sponsor blends with music, fashion. So it has you all would agree that through its marketing it has been able to build a
[09:25:19] very good connect with its user base. Yes or no? learners. >> And of course, there's no doubt to it that the product quality is topnotch. Most importantly, their products have continuously become better as you would
[09:25:36] see the Nike Nike Air series. They become the top class of their category in terms able to charge their own pricing as well. >> Okay, learners. Good, good, good. This is a very relatable example. So, I'll
[09:25:50] just give you maybe 10 seconds. Have a look at this then we go to the next look at this then we go to the next part.
[09:26:02] [snorts] which again creates or acts as a another which again creates or acts as a another customer touch point. All right.
[09:26:14] Okay. Now no now you know I think all of these points you've covered very well seeing in rel emotional attachment with the customer making your products good enough the Nike run club which is their mobile
[09:26:29] now it's clear how it impacts business revenue growth loyalty we'll be creating learners something known as product thinking canvas now so everyone open chat GPD please open chat
[09:26:43] GBD and once If you have opened chat GPD, type yes in the chat box. We'll not waste time in any of the theoretical discussions or what exactly this is. Learners take a screenshot please of this. Take a screenshot. Thank you
[09:26:59] Praina. Finally it's ready for you. Take a screenshot learners of this user first job to be done output. Just take a screenshot of this. Okay. screenshot of this. Okay. Done.
[09:27:16] >> Yes sir. >> Paste it on chat GPD and tell that you know create a business model canvas for Nike in this format.
[09:27:34] Do this. I'll also do it side by side. Okay. who is currently doing this. So let's see who would like to screen share
[09:27:52] share screen. Anyone over to you Savvita great Let charge GBD do everything and you just give the instructions in what exactly? This is module uh business model canvas savvita. All right.
[09:28:08] [snorts] Business model canvas. Business model canvas. Okay. N I K. N I K E. Nike is N I K E. And uh business model using this format. Using this format. All right. That's it.
[09:28:29] And now just press enter. Job's done. Learners, your business. So you want the screenshot location. Okay. Just give me a moment. I'll send it. Learners. Anyone paste the screenshot please in the chat box for location. Anyone just who has
[09:28:41] done the screenshot part just paste it over here in the chat box. learners, hold on. Hold on. Okay, we've got Tina who is sending the screenshot.
[09:28:57] Siddesh has shared the chat GBT link. Great. All learners I want you if you have done this if you have done this okay someone has shared the chat GPD link right why don't you do this just one thing uh on the top right corner
[09:29:11] Savvita you see the share option >> yes click on this
[09:29:31] click height height click it's okay ignore it don't worry just keep it like this all those who have done this type yes in the chat box all those learners who have created this business model canvas just don't do anything uh sa you
[09:29:43] can stop sharing you can stop sharing you can stop sharing now >> okay keep typing yes good now learners we've keep typing yes good now learners we've done on a very macro scale as in we were
[09:29:56] doing this for a company or a product line of like Nike. Let's do it at a very very concentrated level. Okay. Now the you have to create a business model canvas for the recommendation engine of
[09:30:12] Netflix. Okay. I'll just type it for everyone to remember. You need to sorry you need to what is create business model canvas right? Uh just give me a moment. Uhhuh. Uh sorry it's called the product
[09:30:27] thinking canvas. I keep getting confused. So just create this product thinking canvas for recommendation engine of Netflix. All right, I'm putting it over here. Recommendation engine of Netflix.
[09:30:43] All right, do this. Create this structure again. This time you're do product or the entire company as a whole. You're doing it for a very specific feature or a part which is recommendation engine. Once you have
[09:30:57] done that, type yes in the chat box and let me know so that I can continue. Okay, Savvita, what you did, do exactly the same thing on the same screenshot. Just change it. Instead of Nike, just mention
[09:31:11] Netflix. Okay, Savvita. >> Yes. Yes. Yes, sir. >> Cool. Do it quick. Thanks, Ashwini. Keep doing it, learners. These are very simple topics. Earlier, it used to take a lot of time in creating these things.
[09:31:24] Now, we are able to do that in less than a minute. So keep doing that learners. Let's start creating the next part which is the business model canvas. Everyone business model canvas. Take a screenshot of this everyone. Take a screenshot of
[09:31:38] this. Paste it on chat GBD. Please don't do anything. Just take a screenshot of this. Paste it in the chat. Paste it on chat GBD. Once you have done that, type yes in the chat box. Hurry up. Type yes. Once you have taken
[09:31:50] this screenshot and paste it on chat GBD. Good. Now take this screenshot as well. I want you to take two screenshots. Take I want you to take two screenshots. Take this screenshot as well.
[09:32:04] Done. Lis you would have two screenshots till now. If you have taken the two screenshots, pasted them pasted them on chat GPD. Hurry up. I want you to type yes in the chat box. I'll tell you what next you
[09:32:17] Type this in the chat box. Type this in on chat GPD now. Mega, here you go, please. This is the first screenshot. I hope you can take it now. All right. And type this that you need to create a business model canvas using this format
[09:32:32] business model canvas using this format for blink kit. one now. Maybe if you want to take the next screenshot as well. All right. Here you go. Take this screenshot as well. And once you have
[09:32:47] done with the business model canvas learners for blinket, I want you to type yes in the chat box. Great. Just keep typing. Yes. See with oneonone but we've already discussed so many examples till now that
[09:33:01] we'll let the AI do the remaining part of the job. Okay. when you are learning something you will be bombarded with what do you call a lot
[09:33:17] be bombarded with what do you call a lot of jarens which you may or 99% of the of jarens which you may or 99% of the time you will not use in real world okay time you will not use in real world okay but it's good for you to know however
[09:33:29] some of you already mentioned those aspects without even touching upon this I think John and there was one more learner who mentioned communicating it to the stakeholders yes or no learners do you remember when we discussed about
[09:33:42] you need to communicate what's happening yes or no learners you remember that right that's what this topic covers it says that
[09:33:55] you have a better idea of interacting with users and developers so you know with users and developers so you know the picture very well okay however person who is sponsoring it is not in direct contact with the user All right.
[09:34:09] Therefore, he or she may not have what do you call a real world hands-on experience on what is happening. happening. It is your job to find ways to align
[09:34:23] your stakeholders. One way which you all did was by creating a prototype to show that this is how this thing will work. Another way
[09:34:35] very commonly [snorts] used is to prove your point with some kind of data points data sets that you know this is the this is what research was done and this is getting. Another one can be when let's say
[09:34:51] usually it's a review call or a quarterly review call that is happening. So there are multiple ways you work out this alignment aspect but the best way something new to go ahead with is by creating these kind of prototypes.
[09:35:07] Okay. When you do that we have a very simple what do you call a matrix that you know this is a format that is followed when you are working with stakeholders. You should know that who is the owner of the outcome who is let's
[09:35:22] say people who are working on this. Is there a leadership requirement and who is this person who is just kept up to date? No active role. So this is usually the what do you call the office of the [snorts] director so on and so forth who
[09:35:38] are just kept updated so that they can do the required communication. The work is mainly done by these three categories of people. The person who is let's say responsible to get it executed usually the developer. The one who owns the
[09:35:52] outcome is usually the BA who is the person accountable. Consulted is the person accountable. Consulted is the let's say the subject matter expert or an internal partner who has got previous experience working in these kind of
[09:36:05] problems. All right, it's a assignment matrix just for your information to know. No action point needed on this. All right, if you're clear with all of this learners, just type yes in the chat box so that I
[09:36:19] can continue with the remaining one or two topics that we'll be covering. you know, I think I've joined from my phone also. Just give me a moment. Yes,
[09:36:32] I I'm still there. Okay, let's do this. Let's do this. Um, I'll stop sharing from here. Let's do I'll stop sharing from here. Let's do this.
[09:37:01] >> Yes. Yes, sir. >> So, now let's say if I just go to >> So, now let's say if I just go to Blinket. All right. and and I just keep scrolling down. You see a design which says, you know, you've got lots and lots
[09:37:15] says, you know, you've got lots and lots of toys. What I do next is let's say I of toys. What I do next is let's say I would like to order something. Okay, would like to order something. Okay, since Blinket is now promoting toys, you
[09:37:27] can see some kind of a beautiful design changes visible. Yes or no? Yes or no? You can see some kind of toys going around. Similarly, today if you go
[09:37:39] going around. Similarly, today if you go to LinkedIn the first option which is quite easier for you to click over here is the jobs
[09:37:52] option present. Right? This is something you can easily click using your thumb. Now if you're using just one hand max to max you can go till home but jobs part is the most accessible. Do you agree learners? Yes or no
[09:38:08] on LinkedIn? Yes or no? The jobs is there. >> Now learners, all of these are nothing but very very small and easy to execute [snorts] design changes. Okay. Whenever you have a different
[09:38:22] priority, let's say LinkedIn has a priority of promoting more and more people should be applying for jobs. So put a jobs option. Now LinkedIn says earlier it did LinkedIn said okay I want to promote more and more videos. Do you
[09:38:36] remember long time back LinkedIn also tried becoming the next Instagram. How many of you remember that time? [snorts] >> I do. >> Yes. Right. LinkedIn wanted to become the next Instagram. Now they gave
[09:38:48] [snorts] an option of posting more and more videos at the bottom. Unfortunately they realized it early that this is not going to work and uh that's how they removed that. But a very simple design change makes users try those options and
[09:39:05] that's when you get feedbacks whether this is worth going yes or no. Now learners, if you're clear with this, if you're clear with these very small design changes, could you suggest [snorts]
[09:39:20] on WhatsApp, Instagram or any other platform that you commonly used, what platform that you commonly used, what small design changes can help users or maybe delivery partners? For example, once I order something
[09:39:35] nowadays, Blinket gives me an option that just in case you forgot to add something, you have got a minute. In this 1 minute you can add. Similarly once a delivery boy is assigned or it's working I have an
[09:39:48] option to tip the delivery boy. So think of options on any product you think if added they'll serve well maybe for the company for the user for any partner
[09:40:02] involved in between. Go ahead. Let's hear it from you all.
[09:40:17] anyone anyone would like to come up with some kind of an answer. Delivery track on homepage. Okay. So, let's say you can track delivery on the homepage instead of going to your track your orders. Good.
[09:40:33] >> Ra does not have a option in case if for if you book a ride, right? And in between if you want to change the address they will not allow you or if you wanted to just you know plus the address like I have to enter mine with
[09:40:47] to my home that is not >> available. Good good so offline updates >> available. Good good so offline updates for package. Good.
[09:41:00] over here? You know you can you can speak up now. So we got couple of speak up now. So we got couple of answers for Amazon Rapido. Good. answers for Amazon Rapido. Good. Okay. Book a new ride. Thanks, Aerna.
[09:41:19] carry good. They carry good weightage. Go ahead. Anyone else?
[09:41:34] Okay. Now learners these are multiple stops for one passenger one ride. Uh Praina I didn't understand. Can you elaborate this? >> Like one passenger books a ride but he can stop at multiple spots.
[09:41:46] >> Okay. Okay. Good. Something similar to what do you say Uber? What do you say hire for the 3 hours or something like that? Uber rental car or something that you know they give you the car for 3 hours and
[09:42:02] then you can do what go wherever you want to go. So just say that 3 hours car is yours something like that that's may not be there on rapid. Okay. Now learners since you've covered these options let me give you a very you know
[09:42:18] a very small challenge but you need to think on how do you make it happen. think on how do you make it happen. Okay.
[09:42:38] Today consider a scenario that Maduri is working at Access Bank. Okay. Maduri. >> Sure. >> All right. Now since access bank will make money when more people will take loans
[09:42:51] maybe car loan we'll take credit cards so on and so forth unless that's how usually a bank makes money from people all right therefore Madi says that you know we need to reach out to more people and
[09:43:04] once we reach out to more people we need to get more leads that hey you know you want a credit card you want a loan so on and so forth and we'll have different partners maybe bank bazar Pesa bazar which will help us do that. Do you agree
[09:43:18] with this situation learners? Yes or no? That's how it works. Cool. Yes. No. out to as many people as possible. Right? Now this let's say Mita comes in
[09:43:33] the picture and says yeah Maduri why you want to do so much effort want to do so much effort use my product
[09:43:45] based on your current clientele after analyzing their data it gives you pinpoint recommendations let's say one customer is Tina let's say one customer is Tina so Tina currently has these three
[09:43:59] products of access. But based on these three products and her account history, these two additional products should be ideal for her which she should be looking for. Similarly, I can give you this for all
[09:44:14] of my customers. Now, you don't need to do random calls with random people that you don't want to buy this. For example, you're calling Tina and Tina already has calling Tina and saying, "Hey, you want a home loan?" Tina say, "I already have
[09:44:28] if Tina is called upon [snorts] and say, "Hey, Tina, you already have a home loan. Would you like to have a top up on that? We are offering you a top up at a very, you know, reasonable interest rate." Then she she may be interested.
[09:44:42] Do you agree learners that this will help our friend Prasana at Access Bank reduce her workload drastically? Yes or no? no? Come on. Yes or no? Do you agree?
[09:44:56] Go ahead. Maduri Prasana do you agree yes or no that you know this will reduce random calling improve lead generation do you agree with me learners yes no >> yeah definitely
[09:45:10] >> definitely it helps right but Maduri is little scared she's saying you know you're asking me for a $1 million check million check if it works good if it doesn't work I
[09:45:24] get fired can anyone can suggest how a way out can can anyone can suggest how a way out can be you know come forward let's say somewhere Maduri also gets a confidence that this will work our friend over here
[09:45:38] let's say Mita has now delivered that confidence okay this will work so that Maduri is now able to accept this so what do you suggest any midway anyway I what do you suggest any midway anyway I mean you can close this trust cap
[09:45:57] trial right right so learners in this scenario what we call Maduri just called scenario what we call Maduri just called out a trial is also called a P it's a proof of concept that usually a tech firm does does with the domain sector
[09:46:11] firm does does with the domain sector firm and for a very small set if it works then they scale it rapidly all across the organization if it doesn't work then the loss is very small usually this DO is equally sponsored by
[09:46:28] the tech firm as well as the company. That's how when you're implementing it on a large scale, once a P comes out as a success, you get feedbacks that this
[09:46:40] is how it should be done and this is how it will be scaled. That's only when you get a $1 million contract. This is called a P, which is also called a proof of concept. If you're clear with this learners type
[09:46:55] If you're clear with this learners type yes in the chat box >> so Iran let's say let's say today you know we're looking at
[09:47:07] uh let's say we're looking at you like cars Iran. >> So let's say Imran today are you aware of ADAS features? Yes or no?
[09:47:19] Uh I'm not that much into cars but I like the futures sir. >> Yes sir. That >> means a car will go on a straight road without you you know having to touch the steering wheel. If the road is turning
[09:47:34] let's say taking a curve the car would automatically take a curve. Okay. Now this particular feature sounds very skyfi. Okay. And let's say Mahindra is
[09:47:46] very skeptical that this will even work. However, you say, you know, it's already being implemented. This will definitely work. Mindra says, I don't trust you. Okay. Uh
[09:48:00] Imran, >> now Mahindra says, I've got maybe 10 different models. I'm the second or third largest automo player in India. I simply can't roll out a feature to millions of cars just because you think
[09:48:15] it has worked in some other geographical region. No, sorry. So what you say that? Hey, you know what? You give me 10 cars. Okay, I'll install my software for those 10 cars. I will show it to you how it
[09:48:29] works. Only if you're satisfied with the way it has worked, then only you can scale it to your millions and so on and so other cars. Imran sounds like a good
[09:48:41] >> Yes. Yes. Yes. >> This is called a P, proof of consent. >> Thank you. >> Okay. So learners, this was one more aspect that uh is existing apart from creating a prototype of a product. Now
[09:48:57] learners, now learners, if you're clear with the P you have created some kind of a prototype, there are chances there are chances that you don't want to put even these efforts. Now the prototyping is very easy because you've got AI. But
[09:49:10] earlier this concept of AI did not exist. So what many people would do? They would show a diagram. You know first this will happen then this will happen then this will happen then this will happen.
[09:49:26] Other scenarios some people would show some kind of what do you say the design of an application that this is how the login page would look after login page
[09:49:38] this is how homepage would look after homepage this is how a product page would look and this is how add toart page would look so this was what was
[09:49:50] called wireframes now with coming up of AI you You don't need to know how to create a wireframe. All you need to do is you need to just speak it out to Chad GPT or you need to
[09:50:02] speak it out to Chad GPT or you need to speak it out to Bulsmeck Figma and they're going to create these wireframes for you on their own. Okay. However, these days what is being most commonly used is your prototyping
[09:50:16] using AI what we did. So, usually what happens is a business analyst or a product manager they have access to the AWS platform. You have access to replet. Similarly, they have access to AWS and that's how they ask AWS to create an AI
[09:50:29] prototype or what ideas or what feedbacks they have got. of this session on product manager full course for beginners. If you have any the comment section below and our team of experts will be happy to help you as
[09:50:43] soon as possible. Until next time, thank you and keep learning. Stay tuned for you and keep learning. Stay tuned for more from SimplyLearn.