The Switch

At Prodio, we have quarterly goals of lifting our development process up to next level based on pre-defined roadmap. That roadmap is not very clear, but pretty good in it’s approximation, and by the time we arrive there, we’re clear.

I call this The Switch. Once it is down, the inevitable consequence of it follow for the whole organisation. We fondly and regularly flip this switch. A new one is coming.

Recently chanced upon an article on Netflix Techblog and ended up overlapping it with out thought process to see if we’re in right direction. Seems we’re. So this is a little comparison of what we do that they do followed by what we intend to do next.

Where we are similar: We have teams dedicated around products and see their work as building and delivering products.

The portion of this philosophy that we need to cover next are:

  • The developers must participate in product definition and design process

They must be able to place the value of Epic-Feature-Requirement relationship and why a particular requirement is prioritised for delivery currently. For a given requirement they should be able to define the persona and user journey and list the value expected off that journey. They must be able to link this to UX patterns and choose a given UX pattern to achieve the objective. They must be able to check the UX/UI for logicality/Consistency/Contradiction test and should be able to write all test cases comprehensively to reduce future iterations.

  • The developers must participate in architecting process

The developers should be able to evaluate for a given new requirement the relationship with the underlying data model and architecture diagram and introduce definitions & test cases for backend required and check for impact.

  • The developers must be able to anticipate disruptions and look out pre-emptively

Library upgrades, OS upgrades, appstore policy changes, third party integrations bringing changes etc must be converted into a tangible framework for staying on top of potential changes


Where Netflix has created ‘centralized teams’ , our idea is to create an ‘engineering’ team. This team takes care of:

  • Infrastructure architecting & management
  • Monitoring
  • Tools
  • Design, architecture and patterns
  • Feedback & training

The brief of this team is to prepare a visibility map for upcoming product developments and laser sharp focus on accumulation of any Tech Debt in our portfolio. We’re setting uptill June’19 to convert these into tangible measurable processes.

Source: www.medium.com

A product design challenge

A founder wants to build a group booking platform for dinning crowd. It will remove offline haggling to pre-structured discounts based on size of the group. The platform must know when the group booking done through the platform is consummated. The platform wants to capture relevant upside, in case group goes larger or consumes more than originally booked. The platform wants to form a float by collecting EMD for the intended spend as % of spend, upfront while booking. Eventual strategy of the platform is to build mechanisms to generate positive network externality. The platform also wants to ensure the user experience of choosing a venue & menu , while being online and non-app based , must reflect group dynamics the way this activity currently happens offline between friends.

As a product designer please frame the following:

Product purpose:

Problem:

  • Describe the pain
  • Frame how it is solved currently

Solution: frame proposed solution here

  • Describe how it solves the pain
  • Describe how exactly it connects the various personas
  • provide 2–3 use cases to support your case

Why now:

  • Describe historical evolution of the category
  • If your solution has never been created before, what recent change makes it possible now

Estimate Market Size: If possible estimate TAM (top down), SAM (Bottom up), SOM and give rational how.

Identify Competition:

  • List competitors and their competitive advantages
  • Identify what competitive advantage will you build to carve a place for this product

Frame personas and form market segments:

  • List all personas you see in the product and describe them
  • Identify the market segment closes to the personas and fix those personas as first round of customers

Design product by outlining key user journeys:

  • Describe the topology of the product you’ll create
  • Describe large broad values you’ll deliver and break them into feature sets
  • Describe non-negotiable user journeys and the experience
  • Relate and bundle the features as rollout strategy
  • Break into development version given 3–6–9 month time frame for development, deployment , going live

Source: www.medium.com