Validation of the opportunity of a functionality
Posted: Mon Jan 20, 2025 3:43 am
At the beginning of your career as a Product Manager , with rare exceptions, it is very common to be responsible for the functionalities of a product.
Also, if we look at it from a broader perspective, at the beginning of your career in Product you will be tested through 4 responsibilities or, as I like to call them, stages of product development. They are:
Feature design ;
Development of features;
Feature release and iteration.
Product literature focuses heavily on the first three spain mobile phone number aspects, always citing and renewing content on Product Discovery , Double Diamond , prototyping, agile methodologies , and so on. Meanwhile, launch and iteration are relegated to the background, as they are not product work and are not that attractive.
However, just as important as finding the right thing to launch is validating whether it achieved the planned objective and result. Likewise, communicating the solution in a way that highlights its learnings and performance is essential during the presentation of results.
Good PMs don’t just ship features and move on to the next big thing. We make decisions about the next iterations and come away with new learnings about what worked and why.
However, each company has its own way of communicating these results, which is often not very optimized and very focused on the experience offered by the functionality. For this reason, in this text I will discuss some practical tips on how to communicate this information to do well in the presentation of results, in addition to sharing the template that I use for this.
When should I report it?
"Hey, I always tell the internal teams when we deploy , everyone celebrates the implementation!" Bad example, right? But that's because you're in a hurry.
The official results presentation should happen after all product development steps have been completed, with initial learnings already collected and organized in a good Product Analytics structure . No data, no results. Wait until your product's natural frequency responds accordingly.
The post-launch communication time differs greatly for a product used more frequently, more than once a day (Instagram, for example) to a product that the user accesses practically once a year (TripAdvisor, for example).
What should I communicate in the results presentation?
When I talk about post-launch communication, good PMs should fulfill 3 main objectives :
Close the loop with your key stakeholders ;
Refine iteration decisions;
Inform collective learning.
Ideally, a good report should follow the following logic:
Functionality context
First, when setting the stage for communication, it is important to review the context of the feature and what was actually released. Present the context around the purpose of the feature , what goals we were working towards, and the delivery of what we released.
Divide this step into 2 parts:
1. Summary of the initiative
Strategic alignment: what is the business context behind this project?
Value for the user and business: what is the initial hypothesis of the problems, user goals and the expected outcome for the business?
2. Summary of released features
Feature details: I recommend a short video or a GIF (I prefer) where you can quickly describe the user experience ;
Tradeoffs : where changing the experience could potentially negatively impact the user or other features;
What was left behind from the initial development plan: always remember to briefly explain why the project scope may be reduced.
Performance evaluation
I personally like to start with a punchline that summarizes whether the feature solved the user’s problem or not. This way, I can set the tone for the communication and the details of that statement.
For example, let's say you're part of the Pix tribe at a digital bank. You helped develop a feature that can identify a QR code from the user's device clipboard and transport it directly to the Pix payment. The sentence would be something like this:
“ 98% of users who made more than 5 Pix transfers per month made payments by generating QRcode identifications in the clipboard.”
Once the tone has been set, you can now go into more detail, describing a little better the profile of the user who engaged with the functionality, what the problems previously identified were and the objectives that were not being met.
Be sure to provide evidence for your claims , such as: the funnel and drop-out rate of the feature, segmentation by user type, relationship between adoption, retention and satisfaction of the feature, in addition to qualitative analyses.
Finally, communicate the most important thing: the impact. “This feature generated an x% impact on metric Y. ”
Iteration decisions
This is one of the most important and most overlooked parts. Unless you work from a project perspective (with a closed scope and timeline ), the product has no end .
There is always room for improvement and continuous change . After all, as a great Product person, you have analyzed the data, talked to customers and internal stakeholders , generated insights and planned the next steps for your product, given the strategic alignment.
Also, if we look at it from a broader perspective, at the beginning of your career in Product you will be tested through 4 responsibilities or, as I like to call them, stages of product development. They are:
Feature design ;
Development of features;
Feature release and iteration.
Product literature focuses heavily on the first three spain mobile phone number aspects, always citing and renewing content on Product Discovery , Double Diamond , prototyping, agile methodologies , and so on. Meanwhile, launch and iteration are relegated to the background, as they are not product work and are not that attractive.
However, just as important as finding the right thing to launch is validating whether it achieved the planned objective and result. Likewise, communicating the solution in a way that highlights its learnings and performance is essential during the presentation of results.
Good PMs don’t just ship features and move on to the next big thing. We make decisions about the next iterations and come away with new learnings about what worked and why.
However, each company has its own way of communicating these results, which is often not very optimized and very focused on the experience offered by the functionality. For this reason, in this text I will discuss some practical tips on how to communicate this information to do well in the presentation of results, in addition to sharing the template that I use for this.
When should I report it?
"Hey, I always tell the internal teams when we deploy , everyone celebrates the implementation!" Bad example, right? But that's because you're in a hurry.
The official results presentation should happen after all product development steps have been completed, with initial learnings already collected and organized in a good Product Analytics structure . No data, no results. Wait until your product's natural frequency responds accordingly.
The post-launch communication time differs greatly for a product used more frequently, more than once a day (Instagram, for example) to a product that the user accesses practically once a year (TripAdvisor, for example).
What should I communicate in the results presentation?
When I talk about post-launch communication, good PMs should fulfill 3 main objectives :
Close the loop with your key stakeholders ;
Refine iteration decisions;
Inform collective learning.
Ideally, a good report should follow the following logic:
Functionality context
First, when setting the stage for communication, it is important to review the context of the feature and what was actually released. Present the context around the purpose of the feature , what goals we were working towards, and the delivery of what we released.
Divide this step into 2 parts:
1. Summary of the initiative
Strategic alignment: what is the business context behind this project?
Value for the user and business: what is the initial hypothesis of the problems, user goals and the expected outcome for the business?
2. Summary of released features
Feature details: I recommend a short video or a GIF (I prefer) where you can quickly describe the user experience ;
Tradeoffs : where changing the experience could potentially negatively impact the user or other features;
What was left behind from the initial development plan: always remember to briefly explain why the project scope may be reduced.
Performance evaluation
I personally like to start with a punchline that summarizes whether the feature solved the user’s problem or not. This way, I can set the tone for the communication and the details of that statement.
For example, let's say you're part of the Pix tribe at a digital bank. You helped develop a feature that can identify a QR code from the user's device clipboard and transport it directly to the Pix payment. The sentence would be something like this:
“ 98% of users who made more than 5 Pix transfers per month made payments by generating QRcode identifications in the clipboard.”
Once the tone has been set, you can now go into more detail, describing a little better the profile of the user who engaged with the functionality, what the problems previously identified were and the objectives that were not being met.
Be sure to provide evidence for your claims , such as: the funnel and drop-out rate of the feature, segmentation by user type, relationship between adoption, retention and satisfaction of the feature, in addition to qualitative analyses.
Finally, communicate the most important thing: the impact. “This feature generated an x% impact on metric Y. ”
Iteration decisions
This is one of the most important and most overlooked parts. Unless you work from a project perspective (with a closed scope and timeline ), the product has no end .
There is always room for improvement and continuous change . After all, as a great Product person, you have analyzed the data, talked to customers and internal stakeholders , generated insights and planned the next steps for your product, given the strategic alignment.