Developing Digital Product Requirement and Roadmap

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We create a comprehensive list of all of the brainstormed features that could be proposed for a digital product requirement and roadmap documents. These documents rank each feature by its benefit or value to your business model; the cost of implementation, and the complexity of the implementation. 

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Before we can finalize a solution, we need to understand what the technical objectives and tasks are, how we might achieve these goals, and how much legacy content will need to be integrated into the new project.  A technology audit is a  document enumerating the data and databases provided by the client, including any legacy systems.  The summary identifies constraints, lists standards and protocols, and documents the gap analysis performed against planned features.  It may also contain recommendations to integrate clients’ existing data.

 

 

 

 

 

 

 

 

 

 

 

 

 

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Developing MVP with Product Market Fit — Assumption, Validation, and Scalability. 
 

The MVP (Minimum Viable Product) process has been in practice for almost 20 years, this framework needs to be innovated to address the current speed of new technology adoption, fast-changing consumer behaviors, and the competitive landscape. This should give us plenty of reason to integrate product-market fit requirements in the Minimum Viable Product stage. 

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Traditionally, an MVP (Minimum Viable Product) process 

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• makes an early market entry which leads to a competitive advantage

• enables early testing of a product idea to see if the product solves the problem efficiently 

• develops a fully-featured product that integrates user feedback and suggestions

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MVP (Maximum Viable Product) = Product Market Fit + Design Thinking + UX + Agile

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Develop a set of the cognitive, customer-based, strategic, and practical processes by which design concepts are developed to identify a proposed product's unique feature set to reach product-market fit.  

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Famously by Marc Andreessen defining product-market fit: "The customers are buying the product just as fast as you can make it — or usage is growing just as fast as you can add more servers. Money from customers is piling up in your company checking account. You're hiring sales and customer support staff as fast as you can." In order to achieve this, be obsessed with your customers. 

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In a good market, an MVP is all you need to get your initial customers offering the feedback that will inform future enhancements. However, the market and the competitive landscape evolve at a much speed with the rise of artificial intelligence and machine learning in predicting and shaping the market’s supply and demand. 

 

Finding a good product-market fit to choose a market where users have a set of real and evolving needs and wants — launch comprehensively and quickly, and listen to your users — be customer-obsessed, listen to them, act on their behalf and lead the industry.

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UI/UX Experiential Design.  Information architecture begins the process of combining composition with functional and usability requirements based on business objectives.  Wireframes are created for the sole purpose of establishing logic and choreographing the user experience.

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A Great Experience for the Customer — A Good Marriage between Virtual & Reality. 

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As the digital lifestyle has evolved into a marketplace for consumers and businesses alike, the need for user-centered designs has increased.  The easier the experience, the more likely consumers and businesses are to use it.  Gone are the days of building services around technology; these are the days of user-centered design.  In fact, if you look at architecture, products, and communication design that have had a significant impact on our culture, you will notice that many follow a simple modernist design principle — form follows function — there are always exceptions.  

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Designing for the virtual world, or designing a piece of hardware prototype or its software is no exception; in fact, it is sometimes even more challenging to strike this delicate balance as we struggle with the limitations of the business models, corporate guidelines, and risk factors.  

 

We must not only consider how features or functions work within the context of the product itself, but also take a more complete view of how the audience uses it in an actual environment.

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The extension of the form manifests itself not only through the visual design of the interface but also in the delivery of content or message, the organization and prioritization of the content, followed by the capabilities of the technology to deliver that content.  

 

Similar to function, the form is also determined by the needs of the user.  It must deliver both on the customer’s overall expectation of the brand, and more specifically, their adaptation to your brand as it relates to the business.

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Customer Obsession: Go Beyond the "Needs" — Create "Wants"

 

While most of the product marketing effort focuses on tasks like giving product demos in trade shows, and creating marketing collaterals and white papers — it often lacks to integrate the emotional side of a product’s brand equity.

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Consumers who want your product will crush your competitors who are just providing a need. Products that carry no emotional connections lack competitive advantage, other than perhaps in their price points.  They can be replaced overnight because there isn’t any consumer loyalty involved. So, go beyond the “needs”, create “wants”, and start the process before the birth of your product. Listen to your consumer & your employee by folding consumer and employee feedback into your brand and target definitions.

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Data Infrastructure Analysis & Audit.

 

Before we can propose a solution with a fixed bid, we need to understand what the technological objectives and tasks are, how we might achieve these goals, and how much legacy content will need to be integrated into the new project.  A technology audit is a text document enumerating the data and databases provided by the client, including any legacy systems.  The summary identifies constraints, lists standards and protocols, and documents the gap analysis performed against planned features.  It may also contain recommendations to integrate clients’ existing data.

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Data Analytics —  Descriptive, Predictive and Prescriptive Models.

 

It’s all about the data. A deep and thorough analysis of large quantities of data across specific regions or demographics is required to extract information and transform them into insights for understanding consumer behaviors and purchasing patterns.  Content builds relationships. Relationships are built on differentiators based on experience and trust, and trust drives revenue especially in this seemly digital ecosystem most world population relies on. Trust enables marketers to target effectively.

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For C-suite executives, traditional decision tree models used in descriptive and predictive analysis lack a level of performance (accuracy and interpretability) required by modern business today as they are too many variables and outliers that need "Monte Carlo Simulations."  With outlier events, i.e., COVID-19 pandemic, carbon neutrality requirements, cryptocurrencies, corporations could use prescriptive analysis enabling multiple submodels with probabilities in order to advise possible outcomes. Prescriptive analysis' optimal tree model can create more accuracy and interpretability in being more applicable across various scenarios for global businesses.

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