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Trois étapes du processus de développement de produit

Le développement d’un produit peut être divisé en trois étapes principales : conception, production et commercialisation. Découvrez comment chaque étape contribue à la réussite du produit !

Rôle du gestionnaire de produit

Product Development Process

The product development process is a continuous cycle of research, design, development, testing, and launch. The product manager is responsible for ensuring that the product is built according to the product vision and that it meets the needs of the customer. The product manager will also need to ensure that the product is tested thoroughly before launch.

Frameworks

Frameworks are useful for product managers to remember the overall product development process. Some popular frameworks include Lean, Agile, and Scrum. Each of these frameworks has its own set of principles and practices that can be used to guide the product development process. The product manager should be familiar with the different frameworks and be able to apply them to their product development process.

Le rôle du Product Manager

Les Product Managers ne sont pas des managers de quiconque, à l’exception des stagiaires qui aspirent à devenir eux-mêmes des Product Managers. Le PM agit comme un noeud central dans le processus de développement du produit et est en fin de compte responsable du succès du produit. Le rôle réunit tous les points de vue et est conçu sans rapports directs afin que l’équipe d’ingénierie/design puisse établir une relation de communication ouverte pour exprimer leurs idées et leurs préoccupations.

Processus de développement du produit

Le processus de développement du produit est un cycle continu de recherche, de conception, de développement, de test et de lancement. Le Product Manager est responsable de s’assurer que le produit est construit conformément à la vision du produit et qu’il répond aux besoins du client. Le Product Manager devra également s’assurer que le produit est bien testé avant son lancement.

Cadres

Les cadres sont utiles pour que les Product Managers se souviennent du processus de développement du produit dans son ensemble. Certains cadres populaires incluent Lean, Agile et Scrum. Chacun de ces cadres a ses propres principes et pratiques qui peuvent être utilisés pour guider le processus de développement du produit. Le Product Manager devrait être familier avec les différents cadres et être en mesure de les appliquer à son processus de développement du produit.

Le test est une étape importante du processus de développement du produit. Il est essentiel que le produit soit testé avant son lancement afin d’identifier et de corriger les bogues et les problèmes techniques avant qu’ils ne deviennent des problèmes pour les clients. Les tests peuvent être effectués manuellement ou automatiquement, en fonction des exigences du produit et des ressources disponibles. Les tests manuels peuvent être effectués par des humains ou par des robots, tandis que les tests automatisés peuvent être effectués à l’aide d’outils logiciels spécialisés. Les tests peuvent également être effectués à l’aide d’outils d’analyse des performances pour vérifier la qualité et la stabilité du produit.

Le rôle du Product Manager est crucial pour le succès d’un produit. Il est responsable de veiller à ce que le produit soit construit selon la vision du produit et réponde aux besoins des clients. Il doit également s’assurer que le produit est bien testé avant son lancement. Les cadres tels que Lean, Agile et Scrum peuvent être utilisés pour guider le processus de développement du produit. Enfin, les tests

Source de l’article sur DZONE

Introduction à la méthode Lean

Découvrez comment la méthode Lean peut vous aider à améliorer votre processus de production et à atteindre vos objectifs plus rapidement !

Histoire de la méthodologie Lean

To address these issues, Toyota developed a new approach called the Toyota Production System (TPS). This system focused on eliminating waste and improving quality. It was based on the principles of continuous improvement, respect for people, and customer focus. Over the years, the TPS has evolved into what is now known as the Lean methodology.

Principes du Lean

Le Lean est une méthodologie qui se concentre sur l’amélioration continue et la réduction des gaspillages. Il s’appuie sur cinq principes fondamentaux : le respect des personnes, la satisfaction du client, l’amélioration continue, la standardisation des processus et l’amélioration des flux. Ces principes sont appliqués à tous les aspects de l’entreprise, y compris la production, la gestion des stocks et la gestion des ressources humaines.

Le Lean est également très axé sur le codage. Les développeurs utilisent le codage pour créer des logiciels plus efficaces et plus rapides. Les principes du Lean sont appliqués au codage afin de réduire les gaspillages et d’améliorer la qualité du logiciel. Les développeurs peuvent également utiliser le codage pour automatiser certaines tâches et améliorer la productivité.

Le Lean est également très axé sur la collaboration. Les équipes travaillent ensemble pour trouver des solutions innovantes et améliorer les processus. Les membres de l’équipe peuvent partager leurs idées et leurs connaissances pour trouver des moyens d’améliorer la qualité et la productivité.

Avantages du Lean

Le Lean offre de nombreux avantages pour les entreprises. Tout d’abord, il permet de réduire les coûts en limitant les gaspillages et en améliorant l’efficacité des processus. En outre, le Lean permet aux entreprises de mieux répondre aux besoins des clients en améliorant la qualité des produits et en réduisant les temps de livraison.

Le Lean permet également aux entreprises d’accroître leur productivité en automatisant certaines tâches et en réduisant les temps de cycle. Enfin, le Lean favorise la collaboration entre les membres de l’équipe et permet aux entreprises d’être plus réactives face aux changements du marché.

En somme, le Lean est une méthodologie très efficace qui permet aux entreprises d’améliorer leur efficacité et leur productivité. Elle se concentre sur l’amélioration continue et la réduction des gaspillages grâce à l’utilisation du codage et à la collaboration entre les membres de l’équipe. En adoptant le Lean, les entreprises peuvent réduire leurs coûts, améliorer la qualité de leurs produits et augmenter leur productivité.

Source de l’article sur DZONE

Introduction à la méthodologie Kanban

Découvrez comment la méthodologie Kanban peut vous aider à améliorer votre productivité et à atteindre vos objectifs !

Kanban : Une méthodologie qui a vu le jour au Japon dans les années 1940 pour améliorer l’efficacité de la fabrication. Aujourd’hui, elle s’est transformée en une approche largement utilisée pour gérer le travail dans divers secteurs, allant du développement logiciel à la santé. Kanban est une méthode Lean pour gérer et améliorer le travail dans les systèmes humains. Cette méthode utilise un système visuel pour gérer le travail à mesure qu’il progresse à travers diverses étapes de développement. C’est un outil simple mais puissant qui aide les équipes à gérer le flux de travail et à réduire les déchets. Cet article fournira un aperçu de la méthodologie Kanban, de ses avantages et de sa mise en œuvre.

Kanban is a visual system that uses cards, boards, and columns to represent the different stages of a project. It is used to manage workflows and ensure that tasks are completed in an efficient and timely manner. The cards represent individual tasks, and the columns represent the different stages of the workflow. Each card is moved from one column to another as it progresses through the workflow.

Kanban is a lean methodology that focuses on reducing waste and improving efficiency. It encourages teams to focus on the flow of work, rather than individual tasks. This helps teams identify bottlenecks and areas of improvement in their workflow.

Les Avantages de Kanban

Kanban est une méthode efficace pour gérer et améliorer le travail à travers les systèmes humains. Il offre de nombreux avantages, notamment une meilleure visibilité et une meilleure communication entre les membres de l’équipe.

Kanban permet aux équipes de mieux comprendre leurs processus et de les améliorer. Il permet aux équipes de mieux identifier les goulots d’étranglement et les domaines à améliorer dans leur flux de travail. Cela permet aux équipes de se concentrer sur l’amélioration continue et d’atteindre leurs objectifs plus rapidement.

Kanban est également une méthode très flexible qui peut être facilement adaptée aux besoins changeants des équipes. Il peut être utilisé avec une variété de technologies, notamment des tableaux Kanban numériques et des bases de données. Les tableaux Kanban numériques permettent aux équipes de gérer leur travail à distance et d’accéder à des informations en temps réel sur leurs projets. Les bases de données peuvent être utilisées pour stocker des informations sur les tâches et les projets, ce qui permet aux équipes de mieux comprendre leurs processus et de les améliorer.

Comment Mettre en Œuvre Kanban

Mettre en œuvre Kanban est relativement simple et peut être fait en quelques étapes simples. La première étape consiste à définir le flux de travail et à créer des colonnes pour représenter les différentes étapes du projet. La deuxième étape consiste à créer des cartes pour représenter les tâches individuelles et à les placer dans la colonne appropriée. La troisième étape consiste à définir des règles pour le flux de travail, telles que la quantité maximale de tâches qui peuvent être effectuées à chaque étape et le temps maximum autorisé pour chaque tâche. La quatrième étape consiste à surveiller le flux de travail et à apporter des modifications si nécessaire.

Kanban est une méthode puissante qui peut aider les équipes à améliorer leur flux de travail et à réduire les déchets. Il peut être facilement mis en œuvre avec une variété de technologies, notamment des tableaux Kanban numériques et des bases de données. Les équipes peuvent utiliser ces outils pour mieux comprendre leurs processus et améliorer leur efficacité. Kanban est un outil simple mais puissant qui peut aider les équipes à atteindre leurs objectifs plus rapidement et plus efficacement.

Kanban est une méthode qui a vu le jour au Japon dans les années 1940 afin d’améliorer l’efficacité des processus de fabrication. Aujourd’hui, elle est largement utilisée dans divers secteurs, allant du développement logiciel à la santé. Il s’agit

Source de l’article sur DZONE

Chasse au trésor Agile-DevOps : réaliser la transition DevOps

avec succès

La chasse au trésor Agile-DevOps est une méthodologie innovante qui permet aux organisations de réaliser la transition DevOps avec succès. Découvrez comment!

Les flux de valeur ont été un principe central de la pensée Lean depuis des décennies, à commencer par Toyota et le mouvement Lean Manufacturing, et sont désormais largement adoptés dans tous les secteurs. Malgré cela, de nombreuses entreprises doivent encore exploiter pleinement le potentiel des flux de valeur pour provoquer un changement organisationnel et atteindre une plus grande efficacité et efficience. Au lieu de cela, elles peuvent se concentrer uniquement sur des métriques telles que la vitesse d’équipe ou la vitesse du pipeline de production, en manquant le tableau plus large du système de bout en bout.

Dans le développement de produits modernes, la compréhension des flux de valeur est cruciale pour optimiser nos modes de travail et fournir de la valeur aux clients. En cartographiant le chemin vers la valeur, nous pouvons obtenir une visibilité sur nos processus et identifier les domaines d’amélioration, tels que les goulots d’étranglement du déploiement du code ou les incompatibilités entre les personnels et les rôles.

L’architecture des flux de valeur a été un principe central de la pensée Lean depuis des décennies, à partir de Toyota et du mouvement Lean Manufacturing, et est maintenant largement adoptée dans tous les secteurs. Malgré cela, de nombreuses entreprises doivent encore exploiter pleinement le potentiel des flux de valeur pour stimuler le changement organisationnel et atteindre une plus grande efficacité et efficience. Au lieu de cela, ils peuvent se concentrer uniquement sur des métriques telles que la vitesse d’équipe ou la vitesse du pipeline de production, en manquant le tableau d’ensemble du système de bout en bout.

Dans le développement de produits modernes, comprendre les flux de valeur est essentiel pour optimiser nos modes de travail et livrer de la valeur aux clients. En cartographiant le chemin vers la valeur, nous pouvons obtenir une visibilité sur nos processus et identifier les domaines d’amélioration, tels que les goulots d’étranglement du déploiement du code ou les incompatibilités entre le personnel et les rôles.

En outre, en comprenant les flux de valeur, nous pouvons mieux aligner les équipes et les processus sur l’objectif de livrer de la valeur à nos clients. Nous pouvons également identifier les points d’accélération et les points de friction dans le système et prendre des mesures pour améliorer la qualité et la rapidité des livraisons. Enfin, en surveillant les flux de valeur, nous pouvons mieux comprendre comment les changements apportés à l’architecture affectent la capacité de l’organisation à livrer de la valeur à ses clients.

Source de l’article sur DZONE

There are a lot of dark, retro vibes trending in website design right now. Although there are still some light projects popping up – including a pastel trend below – a lot of what we are seeing has a quite moody feel.

Here’s what’s trending in design this month.

Pastel Color Palettes

Let’s start with the trend with a lighter feel – pastel color palettes. While much of the web is trending toward dark aesthetics, there’s a segment that’s going in the exact opposite direction. Those sites feature soft, pastel color palettes that serve as a balance to all the super dark websites out there.

One thing about this website design trend is that it jumps out because of the stark contrast with all of the dark color palettes out there.

Each of these designs seems to use a pastel color palette as the basis for a background. A blur effect is paired with the colors to use pastels in a way that has a natural feel without appearing too feminine or light.

Robust uses blue and earth tones for a pastel background that feels modern and strong when paired with the hard-edged headline font.

Atmos uses a light pastel theme that takes you through the clouds with blues, and pinks, and purples. The pastel color scheme works well with the content which is airline-themed and makes you feel like you are flying through the sky. The colors are also soft enough to provide an easy reading experience.

Klezma is another design with the same pastel background with graduated color. The peach tones are fairly neutral and give plenty of room to the content.

Fonts with a Distinct Retro Look

Every one of these websites uses a typeface with a similar look and feel. This retro headline style is trending in a major way.

The best way to use this design element is for short words. This typeface design isn’t meant for a lot of words or when readability is a high priority.

This style is all about creating a specific kind of vibe for your website. The typefaces in this trend have a quite retro look and feel with an almost 1960s or ’70s feel to them. The rest of the design mimics this feel as well with colors and surrounding elements that contribute to the overall look.

A couple of common elements here include the use of all capitals font sets and letterforms that include odd shapes and lines.

Sretks not only uses a retro typeface but bends and twists it a bit too to add to the old-school feel. The background color helps add to the groovy vibe.

Barge 166 uses a retro typeface with the same design feel as the other examples but with a sharper, more serif-style edge. It’s easier to read but still carries a retro look and feel. Use a typeface similar to this if you want to capture that retro font style for a trending look while maintaining as much readability as possible. This option works best for multiple lines of words in a large size.

Picky Joe uses a retro typeface with rounded letters and a bit of a tilt to the characters to create a distinct feel. This is definitely a style that has to be used sparingly but can be a fun option, depending on the content of your website design.

Dark “Product” Sites

Dark mode design is probably the biggest design trend of 2022. Everywhere you look, websites are using dark color palettes and styles. Designers are creating more projects with a dark/light toggle so users can control their experience.

This visual concept is carried over to website designs that feature products as well. This is one of the last places the dark aesthetic had not touched. It’s been a bit of an unwritten rule that product images should be on white or light backgrounds to help make them easy to see and inspect digitally.

This design trend bucks that idea and features products on dark backgrounds – some with so little contrast that you almost have a hard time seeing the products. (Maybe these brands are banking on the idea that you already know them or are selling a lifestyle product.)

HQBC sells bike accessories such as glasses and helmets and the site has a sleek look and feel. You know it is cool from the second you land on it. The question though – is there enough visual information with the dark background to help you make a purchase? This design probably works because it only encourages you to find a physical location to make a purchase rather than buy online.

Doggystyle Shop also banks on the idea of you knowing the shopping experience or brand when you arrive. What the design does do though is put products on white backgrounds after you have clicked through far enough to make a commitment to buy. This helps you see the product well one final time before making a purchase. (The challenge is that it is three to four clicks in for the most part.)

FirstFit uses the design trend in a way that’s similar to the first example. They are showing a product, but not actually trying to convert sales on the website. Other links take you to more product information and content – using a lighter background and color scheme – and the dark background with the product serves mostly as a highly visual landing page that will help entice users to learn more. When it comes to dark mode and products, this seems to be the best option for most website designs.

Conclusion

The state of the world around us and our emotions can play hard into websites and other design projects. Some of the darker elements that are popular now may be a reflection of that or it could be more of a lean into dark mode schemes.

Either way, the web has a pretty dark feel right now.

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“Minimum Viable Product,” or “MVP,” is a concept of agile development and business growth. With a minimum viable product, you focus on creating the simplest, most basic version of your product, web application, or code possible.

Minimum viable products include just enough features to attract early adopters and validate your idea in the early stages of the development lifecycle. Choosing an MVP workflow can be particularly valuable in the software environment because it helps teams receive, learn from, and respond to feedback as quickly as possible.

The question is, how exactly do you define the “minimum” in MVP? How do you know if your MVP creation is basic enough while still being “viable”?

Defining the Minimum Viable Product: An Introduction

The concept of “Minimum Viable Product” comes from the Lean Start-up Methodology, introduced by Eric Ries. The purpose of MVP is to help companies quickly create versions of a product while collecting validated insights from customers for each iteration. Companies may choose to develop and release minimum viable products because they want to:

  • Introduce new products into the market as quickly as possible;
  • Test an idea with real users before committing a large budget to product development;
  • Create a competitive product with the use of frequent upgrades;
  • Learn what resonates with the target market of the company;
  • Explore different versions of the same product.

Aside from allowing your company to validate an idea for a product without building the entire concept from scratch, an MVP can also reduce the demand on a company’s time and resources. This is why so many smaller start-ups with limited budgets use the MVP and lean production strategy to keep costs as low as possible.

Defining an MVP: What your Minimum Viable Product Isn’t

When you’re building a Minimum Viable Product, you’re concentrating on developing only the most “essential” features that need to be in that product. For instance, you might be building a shopping app for a website. For the app to be “viable,” it would need to allow customers to search through products and add them to a basket or shopping cart. The app would also need a checkout feature and security components.

However, additional functionality, like the ability to send questions about an item to a customer service team or features that allow clients to add products to a “wish list,” may not be necessary straight away. Part of defining a minimum viable product is understanding what it isn’t. For instance, an MVP is not:

  • A prototype: Prototypes are often mentioned alongside MVPs because they can help with early-stage product validation. However, prototypes are generally not intended for customers to use. The “minimum” version of a viable product still needs to be developed enough for clients and users to put it to the test and provide feedback.
  • A minimum marketable product: An MVP is a learning vehicle that allows companies to create various iterations of an item over time. However, a minimum marketable product is a complete item, ready to sell, with features or “selling points” the company can highlight to differentiate the item from the competition.
  • Proof of concept: This is another similar but distinct idea from MVP. Proof of concept items test an idea you have to determine whether it’s attainable. There usually aren’t any customers involved in this process. Instead, companies create small projects to assess business solutions’ technical capabilities and feasibility. You can sometimes use a proof of concept before moving on to an MVP.

Finding the Minimum in your MVP

When finding the “minimum” in a minimum viable product, the primary challenge is ensuring the right balance. Ideally, you need your MVP to be as essential, cost-effective, and straightforward as possible so that you can create several iterations in a short space of time. The simpler the product, the easier it is to adapt it, roll it out to your customers, and learn from their feedback.

However, developers and business leaders shouldn’t get so caught up focusing on the “Minimum” part of Minimum Viable Product that they forget the central segment: “Viable”; your product still needs to achieve a specific purpose.

So, how do you find the minimum in your MVP?

1. Decide on Your Goal or Purpose

First, you’ll need to determine what your product needs to do to be deemed viable. What goal or target do you hope to achieve with your new product? For instance, in the example we mentioned above, where you’re creating an ecommerce shopping app, the most basic thing the app needs to do is allow customers to shop for and purchase items on a smartphone.

Consider the overall selling point of your product or service and decide what the “nice to haves” are, compared to the essential features. For instance, your AR app needs to allow people to interact with augmented digital content on a smartphone, but it may not need to work with all versions of the latest AR smart glasses.

2. Make a List of Features

Once you know the goal or purpose of your product, the next step is to make a list of features or capabilities you can rank according to importance. You can base your knowledge of what’s “most important” for your customers by looking at things like:

  • Competitor analysis: What do your competitors already offer in this category, and where are the gaps in their service or product?
  • User research: Which features or functionalities are most important to your target audience? How can you make your solution stand out from the crowd?
  • Industry knowledge: As an expert in your industry, you should have some basic understanding of what it will take to make your product “usable.”

3. Create Your Iterations

Once you’ve defined your most important features, the next stage is simply building the simplest version of your product. Build the item according to what you consider to be its most essential features and ask yourself whether it’s serving its purpose.

If your solution seems to be “viable,” you can roll it out to your target audience or a small group of beta testers to get their feedback and validate the offering. Use focus groups and market interviews to collect as much information as possible about what people like or dislike.

Using your feedback, you can begin to implement changes to your “minimum” viable product to add more essential features or functionality.

Understanding the “Minimum Viable Product”

Minimum viable products are evident throughout multiple industries and markets today – particularly in the digitally transforming world. For instance, Amazon might be one of the world’s most popular online marketplaces today, but it didn’t start that way. Instead, Jeff Bezos began purchasing books from distributors and shipping them to customers every time his online store received an order to determine whether the book-selling landscape would work.

When Foursquare first began, it had only one feature. People could check-in at different locations and win badges. The gamification factor was what made people so excited about using the service. Other examples include:

  • Groupon: Groupon is a pretty huge discount and voucher platform today, operating in companies all around the world. However, it started life as a simple minimum viable product promoting the services of local businesses and offering exclusive deals for a short time. Now Groupon is constantly evolving and updating its offerings.
  • Airbnb: Beginning with the use of the founders’ own apartment, Airbnb became a unicorn company giving people the opportunity to list places for short-term rental worldwide. The founders rented out their own apartment to determine whether people would consider staying in someone else’s home before eventually expanding.
  • Facebook: Upon release, Facebook was a simple social media tool used for connecting with friends. Profiles were basic, and all members were students of Harvard University. The idea quickly grew and evolved into a global social network. Facebook continues to learn from the feedback of its users and implement new features today.

Creating Your Minimum Viable Product

Your definition of a “minimum viable product” may not be the same as the definition chosen by another developer or business leader. The key to success is finding the right balance between viability – and the purpose of your product, and simplicity – or minimizing your features.

Start by figuring out what your product simply can’t be without, and gradually add more features as you learn and gain feedback from your audience. While it can be challenging to produce something so “minimalistic” at first, you need to be willing to release those small and consistent iterations if you want to leverage all the benefits of an MVP.

Suppose you can successfully define the meaning of the words “Minimum” and “Viable” simultaneously with your new product creations. In that case, the result should be an agile business, lean workflows, and better development processes for your entire team.

 

Featured image via Pexels.

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Yesterday’s creativity won’t keep pace with tomorrow’s requirements; businesses need speed and agility without sacrificing creative quality.

“The creativity that was needed in the past is not the creativity that is needed today,” according to Matthew Rayback, a creative director at Adobe. He’s not talking about the function of creativity but rather about the process of creative management in a marketing context. 

What is needed today? Speed and agility without sacrificing quality. 

Why? Because the pace of change has accelerated. As Rex Salisbury, a deal partner for the venture firm a16z noted early in the pandemic, “Businesses of all kinds are experiencing two years’ worth of digitization compressed into months.”

This accelerated digital transformation has put pressure on marketing teams to turn campaigns around faster. In turn, that places pressure on creative teams to generate the requisite creative for those campaigns. Leaders need to sharpen their awareness of the unfolding creative management trends to keep pace. To that end, below are five such trends to watch in 2022. 

1. In-House Creative Teams Continue to Grow

Companies have been building in-house creative teams for the better part of a decade. A 2018 study by Forrester Research and the In-House Agency Forum (IHAF) found the number of in-house teams has grown 22% in the last ten years or so. As The Wall Street Journal reported, more than half of advertisers (64%) have shifted their creative organizations to an in-house team.  

According to a more recent version of that same study, the in-housing movement didn’t stop throughout the pandemic. It revealed, “80% of respondents said they have brought more marketing assignments in-house since the onset of the pandemic, with 50% saying the increase was directly triggered by the events of the past two years.”

Businesses seem well-satisfied with the results because the urge to in-house is poised to grow beyond creative teams. For example, a recent survey by the customer intelligence company Axciom found about 50% of respondents believe the “in-housing is currently a top marketing objective, and 40% expect it will remain a top priority in the coming years.”

2. Outside Agencies Hired for Specialized Skills

Despite the in-housing trend, there is still opportunity for agencies, consultants, and freelancers, particularly those with specialized skills. Even the consumer-packaged goods giant Proctor & Gamble, a leading example of brands bringing marketing and creative teams in-house, still needs outside service providers.

Indeed, while in-house creative teams produce the lion’s share of creative work, the vast majority (86%) also continue to partner with agencies and freelancers; according to our own research, published in our 2021 Creative Management Report, which was facilitated by Lytho (formerly inMotionNow) and based on a survey of 400 creatives and marketers. 

When the survey asked creatives why they hire outside resources, the top reason was access to specialized skills (60%). That was followed in a distant second by a need for increased capacity (44%), help with developing strategy (24%), and, lastly, to get work done faster (20%). 

“It is very unusual for an in-house team to have no outside resources that they lean on,” wrote Alex Blum of Blum Consulting Partners, Inc. in a written assessment of the survey results.

He says there are two primary ways to partner with agencies. “First, for overflow capacity. There is always a need for more creative resources, and agencies can offer that flexibility without the cost of maintaining larger teams,” he wrote. “Second, in-house teams can divide areas of ownership with an agency based on the skill sets they have in-house.”

3. The Creative Process Evolves

Marketing today is dominated by an insatiable thirst for fresh content, produced and polished by creative teams. The demand for that content continues to explode. 

What does this portend for creative teams? Despite adding headcount, creative requests exceed the creative team’s capacity to produce it – even as lead times shrink. Matthew Rayback, the creative director at Adobe, suggested the creative process must evolve. 

He likens creatives to an auto factory, where “creatives used to be the assembly line to make a single car.” However, today, creatives are tasked with creating more cars, each with unique adjustments such as personalization. 

“The assembly line we built can’t accommodate that speed or volume,” he says. So the whole factory – the entire creative process – must be overhauled to adapt. 

4. Quantitative Measurement Drives Creative Priorities

Current methods for measuring the value of creative teams center on outputs. That is to say, the metrics tracked tend to quantify the number of creative projects in progress, the rounds of review, and the number of projects completed over time. 

These metrics are important, but alone they are insufficient. A complementary way to prioritize large volumes of creative requests is focusing on those tasks most likely to move the business needle. The barrier to achieving this is that most creatives aren’t kept informed as to the outcomes of marketing campaigns fueled by their creative efforts. This must change.

With the growing demand for content, the margin of error for applying creative resources to projects that don’t correlate to business results shrinks. Marketing organizations must build a feedback loop that brings quantitative results back to the creative team. In turn, creative teams must learn to use the data to drive their work priorities in collaboration with marketing. 

5. Creative Resource Management Becomes Essential

Resource management is both a leadership concept and technology (or a combination of technologies). It’s a means to plan, track, collaborate and measure creative operations, including people, processes, and budgets.  

Traditionally, planning and tracking of all things creative and marketing occurred in a spreadsheet. It works well when the future is generally predictable – yet cliché as it may be to say it – we are living in a state of uncertainty. 

Like many trends over the last 18-24 months, the global pandemic “forced virtual experiences, disrupted marketing channels and campaigns, and accelerated companies’ transition to digital marketing,” according to Forrester. The research firm calls resource management “essential” because it helps move “planning from static spreadsheets to a dynamic and real-time environment.” 

Final Thoughts

Yogi Berra paraphrased an old Danish proverb when he said, “It’s tough to make predictions, especially about the future.” Even so, the pandemic has accelerated trends that were already underway, and these five trends are good examples. More than just watching them, creative and marketing leaders should take steps now to get ahead of them.

 

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Few things are more important to a web designer or developer’s chances of success than having the proper workflow. The term “workflow” applies to the set of standardized steps you or your company uses to create, test, and deploy designs or products.

Over the years, as development processes have evolved, so too have the workflows experts use to bring their ideas to life. The MVP workflow, or “Minimum Viable Product” strategy, is one of the most popular options in 2022.

Here’s what you need to know about the MVP workflow and how it differs from some of the other standard workflows developers may be used to.

What is the Designer/Developer Workflow?

As mentioned above, the designer/developer workflow is a series of steps used by experts in the web design world to achieve a creative goal. The process includes the steps taken to start a project, evolve it, and finish it. Since software is never developed without tools, the technology you’ll access throughout the development process is also considered in most workflows.

An example of a standard development workflow might look like this:

  • Scaffolding: This is the stage wherein you start your new web project, creating a git repo, downloading libraries, preparing file structures, and completing other tasks to make sure your product is ready to roll out into the world.
  • Develop: This is where you’ll spend most of your time writing code for your application or website. The development process may include various specific tools and support from other staff members.
  • Test: In this stage, you examine the functionality of your code to determine if everything works as it should. If there are errors or issues, you can go back and develop fixes to the potential problems. Your code may go through the development/test process several times before you can move to the next stage.
  • Integrate: This is when you merge the code for your part of the development process with the rest of the team. You can also integrate your code into websites and existing apps at this point. If you’re working solo, you can skip this process.
  • Optimize: You prepare all your assets for use on a production server during the optimization stage. Files are generally optimized to ensure your visitors can view your site easily or access your applications with ease.
  • Deploy: In the deployment stage, developers push code and assets up into the server and allow for changes to be viewed by the public.

What is MVP? (Minimum Viable Product)

Now you know what a developer workflow looks like, you can begin to assess the concept of the “MVP” workflow. The term “MVP” stands for Minimum Viable Product.

The idea of “Minimum Viable Product” applies to a range of industries, from education to healthcare and government entities. This term comes from lean start-up practices and focuses heavily on the value of learning and changing during the development process.

When you adapt your workflow to focus on an MVP, you’re essentially adjusting your focus to a point where you can create a stripped-back version of something new – like an app or a website. The MVP is built just with the core features (the minimum), so you can bring the idea to market and test it as quickly as possible.

For instance, if your goal were to create an attractive new website for a client, an MVP would focus on implementing the crucial initial tools, and nothing else. While you may create checkout pages, product pages, and other aspects of the site, you wouldn’t populate it with content or start experimenting with bonus widgets and apps.

So, how does this offer a better alternative to the standard workflow?

Simply put, an MVP workflow is quick, agile, and easy. The idea is you can validate key concepts with speed, fail quickly, and learn just as fast. Rather than having to build an entire app and almost start over from scratch every time you find an error, you can race through the iteration and development process.

MVP workflows are also highly appealing to start-ups and entrepreneurs hoping to validate ideas without a massive amount of upfront investment.

Examples of MVP Workflows

Still confused? The easiest way to understand how an MVP workflow works is to look at an example.

Let’s start with a conceptual example. Say you were building a voice transcription service for businesses. The desired features of this product might include the ability to download transcription, translate them into different languages, and integrate them into AI analytics tools.

However, using the MVP approach, you wouldn’t try to accomplish all of your goals with your software at once. Instead, you’d focus on something simple first – like the ability to download the transcripts. Once you confirm you can do that, you can start a new workflow for the next most important feature for the app.

One excellent example of a company with an MVP approach is Airbnb. The entrepreneurs behind this unicorn company, Joe Gebbia and Brian Chesky, didn’t have a lot of cash to build a business with at first. They had to use their own apartment to validate the idea of creating a website where people could share their available “space” in a home or apartment with the public.

To begin, Airbnb only created a very basic website, published photos of their property, and waited to see the results. After discovering people were genuinely interested in renting another person’s home, the company was able to begin experimenting with new ideas to make a site where people could list their properties for travelers.

The Pros and Cons of an MVP Workflow

There are a lot of benefits to the MVP workflow – particularly when it comes to gaining agility and developing new products quickly. However, there are downsides too.

Pros

  • With an MVP approach, you can maximize your learning opportunities and create a more innovative, successful product at speed. You get to test every step of the way.
  • You release iterations or versions of your product quickly, which means you discover problems faster, allowing you to quickly solve these issues.
  • You build on the benefits of customer fans, “evangelists” in the marketplace who are keen to help your product or service grow.
  • An MVP gives you more freedom to try out unique ideas and “risks” you might otherwise avoid with a traditional workflow.
  • Because you’re focusing on creating only the “minimum viable product,” you don’t have to spend a fortune on initially setting up your workflows.

Cons

  • Agile work with an MVP flow requires a lot of effort in collecting constant feedback from customers and releasing iterations.
  • You’ll need to dedicate yourself to releasing many small and frequent product releases on a tight schedule.
  • You might have to revise the functionality of your product or app a number of times.

Creating Your MVP Workflow

If you believe an MVP workflow might be effective for you, the first step is defining your “Minimum Viable Product.” The app, website, or product you design needs to align with your team’s strategic goals, so think about what your company is trying to achieve at this moment – before you get started. If you have limited resources, or specific purposes, like improving your reputation as a reliable company, now might not be the right time to develop a new MVP.

Ask what purpose your minimum viable product will serve and what kind of market you’re going to be targeting. You’ll need to know your target customer to help you test the quality and performance of each iteration of your MVP. Once you know what your ideal “product” is, ask yourself what the most important features will be.

You can base these decisions on things like:

  • User research
  • Competitive analysis
  • Feedback from your audience

For example, if you’re producing an AI chatbot that helps companies to sort through customer inquiries, the most important “initial feature” may be the ability to integrate that bot into existing websites and apps owned by the company.

MVP Approach Guidelines

Once you have your hierarchy of most valuable features for your minimum viable product, you can translate this into an action plan for development. Remember, although you’re focusing on the “minimum” in development, your product still needs to be “viable.” In other words, it still needs to allow your customer to achieve a specific goal.

  • Review your features: Reviewing your prioritized product requirements and the minimum level of functionality you can deliver with each of these “features.” You need to ensure you’re still providing value to your customer with anything you produce.
  • Build your solution: Build your minimum set of features for the product or service. Remember to build only what is required. You can use methodologies like the agile or waterfall method to help guide your team during this process.
  • Validate your solution: Release your offering into the market, and ensure you have tools in place to gather feedback from early adopters. Use beta programs, focus groups, and market interviews to understand how your solution works for your customers and where you can improve on your current offer.
  • Release new iterations: Based on what you learn from your target audience, release improvements to your product quickly. Use your validation strategies to collect information from your audience with each release.
  • Review again: Go back to your product requirements and desired features and start the process over again, this time focusing on the next most valuable functionality. Over time, the value of your minimum viable product will increase.

Using the MVP Workflow Approach

While the MVP workflow approach might not be the right solution for every development or design team, it can work very effectively in the right circumstances. The MVP approach doesn’t minimize the importance of understanding market problems and delivering value. Instead, the focus is on delivering quick value that gradually increases and evolves over time.

As many developers and designers know, the most useful form of product validation in most cases is real-world validation. When your customers have had an opportunity to use a product on a day-to-day basis, they can provide much more effective feedback.

Just keep in mind that committing to the MVP approach also means changing your workflow and committing to iterations – otherwise, other features may never be completed. You’ll need to be willing to work quickly and in small bursts without getting too heavily caught up in one feature or functionality.

 

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Every day design fans submit incredible industry stories to our sister-site, Webdesigner News. Our colleagues sift through it, selecting the very best stories from the design, UX, tech, and development worlds and posting them live on the site.

The best way to keep up with the most important stories for web professionals is to subscribe to Webdesigner News or check out the site regularly. However, in case you missed a day this week, here’s a handy compilation of the top curated stories from the last seven days. Enjoy!

The Pros and Cons of Tailwind CSS

19 Examples of Beautiful Blog Layout Designs

21 UX Laws Used by the Most Successful Designers

A List of Games for Bored (and Curious) Designers

5 Ways to Make HTTP Requests in JavaScript

On Fire – Free Illustrations for Websites and Apps

GoodBrief 3.0 – Practice your Design Skills with Unique Creative Briefs

The Ultimate Guide to Lean UX Design

How to Create a Typography for your Website Right

15 Signs You Joined the Wrong Company as a Developer

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Choosing to work for free, pro bono, gratis, without charge is something that most of us find ourselves doing at one time or another. Whether we’re filling a hole in our portfolio, there’s a friend or relative we feel beholden to, or because there’s an opportunity to aid a cause we value.

Recently, I agreed to take on some work, free of charge, for a charity whose goals I share. Because it’s a cause I believe in, I enjoyed the idea of being able to contribute in a more meaningful way than donating money. But my initial goodwill rapidly diminished as the project spiraled out of control, leaving me resenting the time I spent on it.

No one should feel obliged to give away their time for free, but if you do choose to, there are rules you can apply to ensure that everything runs smoothly and you’re left with a positive experience.

1. Be Specific in What You’re Donating

The most obvious problem with working pro bono is that there is no correlation between cost and value.

Budget reins in project ambitions in a regular designer-client relationship; the more you ask for, the more it costs. Everyone encounters clients who want an ecommerce store “just like Amazon,” only to then rapidly downscale their plans when the actual development cost of a site on that scale is made clear.

working pro bono…there is no correlation between cost and value

But when there is no development budget, ambitions quickly escalate. Clients do not necessarily understand the work involved, and if they’re not footing the bill, there’s no incentive to learn.

As the professional, you need to guide them. Set limits on what you’re expecting to donate, and use that to frame what is reasonably achievable.

“I’m donating 40 hours of my time, which normally costs $3000.” Or, “I’m donating my SEO package, which is enough to meet your initial goals as discussed.” They are both perfectly fine.

The purpose is not to highlight your generosity; it’s to establish clear boundaries to prevent scope creep.

2. They’re Not Doing You a Favour

Any client who suggests that their project will be good for your portfolio or gain you “exposure” knows they’re underpaying you. When you hear it from a pro bono client, walk away immediately.

The client needs to understand you are donating your expertise, not because you need to, not because you’re expecting something in return, but because you’re an awesome human being who wants to make the world a little better.

A client who thinks you’re getting something out of the arrangement does not understand your commercial value and will treat you as a novice. Your evidence will become guesses, your decisions will become suggestions, and the client will have little faith in the project outcome.

Clients, whether paying or not, need guidance. If they don’t respect you and believe in your guidance, they will start to cast around for other opinions to the detriment of the project outcome and your relationship.

This brings us neatly on to…

3. Everyone’s an Expert

Q. What’s the difference between an amateur and a professional? A. Professionals get paid.

You’re not getting paid, so in the client’s eyes, you’re now an amateur. Hey, guess what? Their 12-year-old daughter is an amateur too, and her views are now equally valid.

When you’re working pro bono, you can expect a lot of “help.” You’ll find that someone’s niece is planning to major in graphic design…when she graduates high school…in four years. You’ll find that someone’s partner has a hiking blog, read an SEO article, and is happy to “give it a try.” You may even find that the client themselves fancies a career switch to web design and doesn’t think it looks too hard.

Shut that **** down immediately. Smile, be gracious. Explain that, of course, you’re happy for contributions, and then avoid them like the coronavirus.

You’re donating a professional service that you’ve spent years developing, and you’re donating it to a cause that you value. You’re not there to increase someone’s chance of getting into college or to distract someone from their boring day job. If you do want to mentor people, there are places you can do that.

Everyone Actually Is An Expert

The nature of pro bono work is that more often than not, the people involved actually are experts. The simple truth is that people who aren’t experts in something tend to be in low-paying employment and are too busy trying not to be in low-paying employment to donate their time.

Like you, the people volunteering their time are doing so because they can afford to. For example, you may find that the organization’s head of accounts spends Monday–Friday as a tax advisor; the head of outreach is a project manager at a construction firm; the head of safeguarding is a school teacher.

People bring transferable skills to pro bono roles. Be sensitive to the fact that just as you are an expert in your professional context, so may they be. Simply not being an expert in design does not make them an idiot.

4. Do Not Foot the Bill

It’s tempting to simply donate everything to do with the project: the domain name’s going to cost $10? Well, it’s only $10; hosting’s $5/month? Well, it’s not too arduous to set up a small space on your own server.

imparting your experience sets the organization up for future success

However, when you give everything away, the client doesn’t understand the cost or value they’re receiving. As a professional, it’s part of your job to educate the client on the costs of a project like this; imparting your experience sets the organization up for future success.

Be clear at the start of the project that the client will be responsible for all expenses.

If you wish to — and you should not feel obliged — you are always free to make a financial donation equivalent to the expenses.

5. Stick to Office Hours

When you agree to do pro bono design work, the chances are that you know the person or organization you’re doing the work for. There’s almost always a personal connection of some kind, which means that the person or organization doesn’t see you in the professional context that normal clients see.

All good clients will respect the fact that you don’t answer emails on a Sunday morning. Not so the charity client. Not only will the charity client assume that you’re available outside of office hours, they may even think they are doing you a favor by not disturbing you during your regular office hours.

It’s important that you find some downtime outside of work to live your life. If you don’t want your evening out with friends to descend into an impromptu planning meeting (you don’t), set clear boundaries about when and how you’re prepared to work on the project.

Unless you’re self-employed, you can’t donate time when you should be working; what you can do is append pro bono work to your paid employment — do an hour after work, on weekday evenings, for example.

If you are literally doing this in your spare time, then allocate a specific time slot, such as a Saturday afternoon, and stick to it.

7. Stick to the Plan, and the Deadline

It is a universal truth that projects run better when there’s a structured approach. It doesn’t matter if it’s lean, agile, waterfall, or whatever you want to dub it. What matters is that you have a plan that works for you and is suitable for the project goals.

A structured approach, especially one that includes a timeline, will combat most disruptions. On the project I was working on recently, I was preparing for final sign-off when one volunteer announced it was time to “start thinking about what pages we need on the site.” 🤨

Discipline is crucial in pro bono work because different stakeholders will have different levels of commitment; some people will be full-time volunteers, others will be donating an hour per week. What matters is that the project that you are responsible for runs on your schedule.

8. You Have Zero Availability

Non-profits tend to talk to one another. When your friends and family see what you’ve done for Joe’s startup, they will start having ideas of their own. The client you’re completed the project for will have other projects lined up. When you aren’t charging, there’s no shortage of clients.

be prepared to say, “no,” at some point

Before you agree to do any pro bono work at all, be prepared to say “no,” at some point.

The simplest way out is to say you have zero availability: you’re already booked up with paying work, or your boss has let you know she needs you for overtime next month.

Don’t feel bad about it. It’s probably true. There are only so many hours in the day, and even if you do have some time to spare, doesn’t your partner, dog, or social life deserve some attention?

There’s No Profit In Non-Profits

Working for free is not transactional. It probably won’t benefit your portfolio. It definitely won’t lead to paying work. Any skills or experience you acquire probably won’t be transferable. (It might give you the topic for a blog post.)

If the work were meant to benefit you, it would be called personalis bono.

Nevertheless, many of us will find ourselves agreeing to do pro bono work, either out of obligation or idealism. It’s not something to shy away from; changing the world — whether for a group or an individual — is a noble pursuit.

The key is that while you will not profit, neither should you suffer a loss. Volunteering your time, skills, and experience should be a sustainable process. One that you will not come to regret.

 

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