Tools
Not surprisingly, our tools of choice for documentation, design and content creation are Microsoft Office, Google Docs for project documentation, Adobe Creative Cloud for rich content development and design and Balsamiq, Proto.io, Axure, Microsoft Viso, Adobe Photoshop and Illustrator for product and user experience mock-ups. We also use the most comprehensive and established product management tools Aha! or ProdPad for documenting and managing product life cycles.
There are a variety of other bespoke tools which are used as part of the product management process. These tools are used to,
The following are some examples (include downloadable files) of tools we regularly use for new products before development, an existing product that is continuously being developed and products that are coming to the end of their product life-cycle and require graceful exit or diversification into new markets or fragmented into different products.
The first model that is used for most projects and assignments is understanding the product business model using the Business Model Canvas proposed by Alexander Osterwalder. This model is key to understanding the internal and external aspects of the business proposition and related product. The Business Model Canvas is used to explore and develop the business model from a variety of perspectives, key activities, essential resources, partner network, value proposition, customers, etc.
Subsequent models and approaches are designed to gain a better understanding of the marketplace and potential customer requirements. Albeit for new products or enhancements to existing products via product validation, determining minimal viable products, development prioritisation, roadmap management, price book modelling and an example of how to convert perpetual software licenses to Software as a Service monthly subscription services.
- Focus on understanding and living the problem domain
- Modelling the problem and solution
- Effectively communicate to all key stakeholders in the business and potential customers
The following are some examples (include downloadable files) of tools we regularly use for new products before development, an existing product that is continuously being developed and products that are coming to the end of their product life-cycle and require graceful exit or diversification into new markets or fragmented into different products.
The first model that is used for most projects and assignments is understanding the product business model using the Business Model Canvas proposed by Alexander Osterwalder. This model is key to understanding the internal and external aspects of the business proposition and related product. The Business Model Canvas is used to explore and develop the business model from a variety of perspectives, key activities, essential resources, partner network, value proposition, customers, etc.
Subsequent models and approaches are designed to gain a better understanding of the marketplace and potential customer requirements. Albeit for new products or enhancements to existing products via product validation, determining minimal viable products, development prioritisation, roadmap management, price book modelling and an example of how to convert perpetual software licenses to Software as a Service monthly subscription services.
Typical Models and Processes
Based on many years of experience managing one-to-many products, we use a variety of tools, models and process to clearly and precisely understand your project and problem domain. The following examples are just a few of proven ways to determine product development, product prioritisation, business modelling, strategic marketing, tactical marketing and go to market planning.
The following are typical examples of tools that are commonly used:-
Other tools commonly used are classic models, for example, Porters 5 Forces, 7S Framework, SWOT & TOWS, BCG Matrix, Balanced Score Cards, Ansoff Product Grid, MABA analysis and many other that are unique to quickly understanding, appreciating and solving everyday business and product challenges.