The process of creating and delivering value, or the product pipeline

The process of creating and delivering value, or the product pipeline

Gathering the information

The process of creating and delivering value starts with gathering information. We research our market of current and potential customers and ask ourselves the following questions: 1) What can we do for our current customers to help them grow, be satisfied with the product, and make them want to bring friends? 2) Who are our potential customers and what value can we add to make them our customers?

Gathering the information
Market

Sorting

The main goal of this step is to decide what to do with each item in the Inbox. There are 3 scenarios:

  1. Looks promising, but we don’t know if it is really valuable and worth doing → Send to Discovery Backlog
  2. We know for sure it is valuable and worth doing → Send to Delivery Backlog
  3. We know it doesn’t matter → Send to Rejected
Sorting

Who is involved in the sorting?

Product managers and tech leads are involved in the sorting. Why not the whole team? Our team is quite large (20+ people), and it seems counterproductive and expensive to have meetings with so many people, especially when you want to keep it simple.

Prioritisation

To prioritise discovery and delivery backlogs, we use scoring models. We took RICE and ICE and adapted them.

  • Revenue — increases our revenue
  • User Experience — improves user experience
  • Internal — makes the work of internal users more efficient and enjoyable
  • Strategic — explores new customer segments and opportunities for the product
  • Platform — reduces technical debt and explores new technologies
Prioritisation
Prioritisation flow

Who assigns priority?

The product managers and tech leads assign priority. The whole team is still not involved. The reason is the same as when sorting — it seems counterproductive and expensive to have meetings with 20+ people.

Discovery

The main goal of discovery is to answer the question “Do we need to do it or not?”. We use all kinds of research, from desk to problem interviews or field research, experiments, and anything else to answer this question.

  • Discuss (1st day of sprint) — the main purpose is to fully understand the context, discuss the main hypothesis/problem, identify risks, and define research methods.
  • Plan (2nd day of sprint) — the main purpose is to identify the list of specific tasks for the sprint. We need to break down everything discussed the day before and evaluate it.
  • Do (3rd — 18th day of sprint) — we conduct research and experiments.
  • Demo (19th day of sprint) — we demonstrate results and make decisions (Discovery Scoring).
  • Retro (20th day of sprint) — feedback loop. We discuss the work process to find ways to improve it.

Who is involved in discovery?

The discovery team consists of the product manager, UX designer, product marketing manager, tech lead, and product analyst.

How do we select items from different streams?

We have several streams (revenue, UX, internal, etc.), and only one discovery team. To keep our work balanced, we define the main stream and stream proportion each sprint. For instance:

  • Revenue x 3
  • UX x 1
  • Internal x 1
  • Strategic x 1

Discovery Scoring

Scoring? Again?

  1. We’ve confirmed the hypothesis/problem and know for sure it is valuable and worth doing → Send to Delivery Backlog
  2. We are still not sure and need extra research/experiments to be sure → Send to Discovery Backlog
  3. We’ve disproved the hypothesis/problem and know for sure it doesn’t matter or will worsen the product (which is much worse) → Send to Rejected
Discovery sorting

Delivery

Finally, we’re moving to delivery. Delivery is all about development and delivering value to the end-users. As you remember, we’re delivering value for both our customers and internal users.

Who is involved in the Delivery?

The product development teams; more specifically, the developer, QA, devOps, UX-designer, product manager, and tech lead.

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