Comment gérez-vous les commentaires et les attentes des clients et des utilisateurs pour un POC ou un MVP ?

Choosing between POC and MVP depends on your product's stage and market. POC tests the feasibility of a concept, ideal for initial technical validation or primary testing of an idea. For example, a simple telegram-bot can assess user engagement before starting a new app feature. This aligns with the Riskiest Assumption Test (RAT), focusing on crucial aspects that could make or break the project. MVP is used in newer, less competitive markets to gather user behavior data with enough features for early adopters. In competitive markets, consider a Minimal Lovable Product (MLP), offering unique features that make your product stand out, along with basic functions. MLP requires in-depth competitor analysis.

Navigating the delicate balance between POC and MVP can be a game-changer in product development. As a product leader, here's what I've learned: - Start by listening: Keep communication lines open with potential users and stakeholders. - Embrace iteration: Both POCs and MVPs are iterative. Expect to learn and adapt. - Segment expectations: Differentiate between exploratory and market-ready phases to manage feedback efficiently. - Prioritize features wisely: Align key features with the most critical user needs for impactful validation. - Celebrate small wins: Track and share progress to maintain momentum and stakeholder confidence. Remember, transforming an idea into a viable solution is a journey, not a sprint

To manage feedback and expectations for a POC or MVP, I prefer to start with clear communication. I set realistic expectations about what the POC or MVP can deliver. Gathering user feedback through surveys and interviews is essential. I prioritize feedback to identify critical improvements. Regular updates keep customers informed about progress and changes. I also encourage open dialogue to address concerns promptly. Documenting feedback helps track user needs over time. Finally, I emphasize that this is an iterative process. This approach fosters trust and ensures we align our product with customer needs effectively.

Managing feedback and expectations for a POC and an MVP requires clear communication and strategic planning. For a POC, emphasize its purpose as an internal prototype aimed at demonstrating feasibility and potential value, clarifying that it may not be fully functional or user-friendly. Encourage teams to focus on internal validation and learning. For an MVP, communicate its role as a product version with minimum features and quality to satisfy early adopters and generate feedback. Stress that it is meant for external validation, aiming for usability and value for the target market. Regularly collect and analyze feedback to iteratively enhance both POC and MVP, aligning with evolving user expectations.

POC e MVP é bem relevante para uma base sólida de um produto de sucesso. É extremamente importante a satisfação do seu cliente interno ou externo. Com uma POC é possível viabilizar testes e casos básicos de uso, assim, o cliente consegue ter uma pequena demonstração de como funcionará o produto desenvolvido. O MVP está ligado diretamente no produto, com entrega de valor garantida, e com o mínimo de investimento necessário para desenvolvê-lo. Sendo necessário desenvolver até obter um produto estável.

- Set up a structured feedback collection system utilizing surveys, user interviews, and in-app feedback tools. - Prioritize insights that align with your product goals. Filter out less relevant suggestions to maintain focus. - Communicate transparently with users about how their feedback is shaping the product. - Integrate feedback into your development cycle. Focus on changes significantly enhancing user experience or functionality. - Maintain a balance between user expectations and your product roadmap.

Effectively managing the feedback and expectations of customers and users for a POC or an MVP involves implementing a robust feedback loop. While the primary purpose of these iterations is to collect user feedback for product improvement, the sheer volume and potential contradictions of feedback can be overwhelming without a structured process. Establishing a feedback loop involves defining clear goals, identifying relevant sources, collecting and analyzing data, prioritizing and implementing actionable steps, and measuring and communicating results. A well-structured feedback loop ensures that efforts align with the product vision and objectives, preventing the misallocation of time and resources.

Don't overcomplicate things. Focus on the key, valuable use cases, launch as soon as possible, and put it in the users' hands. You'll be amazed at what real, insightful feedback is like. With a strong strategy that's malleable to customer feedback, it's like having a comprehensive satellite and radar system in the fog of war. This system can provide a clear overview, cut through confusion and uncertainty, and helps in identifying what's high priority and what's not. Master the Build->Launch->Measure->Learn loop, iterate through it as quickly as possible, and you'll become unstoppable.

To derive meaning out of any communication, a feedback loop is essential between two sides, the communicator and the audience. Their roles keeps alternating as both sides try to come to a balanced understanding. Achieving an ideal balance between the end user and the business needs a systematic approach of planned product releases and feedback channels. New products or features ideally are the best communication tool to the user that innately speak to the users, apart from promotional comms. The user should be able to share their thoughts deliberately through reviews, suggestions, surveys etc. Additionally it is important to study and analyse usage behaviour and look out for patterns that help with deeper understanding of the market.

The key for feedback loops is being open to all feedback that users provide - both positive and negative. In fact, finding out where users experience challenges with your product is critical to improving your offer. Don't discard any feedback just because it does not fit into your narrative. The best product leaders are prepared to be proven wrong and adjust their strategy accordingly.

People appreciate knowing the truth, and leaders constantly find themselves walking the line between inspiring optimism and keeping others grounded in realistic expectations. While optimism can be a powerful asset, what happens when an overly optimistic appraisal doesn’t pan out? In many cases, optimism becomes disappointment. It's important when managing expectations to stay focused on the intent of your POC or MVP. You're working towards establishing problem-solution fit. Show empathy towards customers' and users' concerns, be flexible, make sure people feel heard, and promptly follow up so they have visibility into the evolution of your POC or MVP and the next steps.

Managing feedback and expectations for a POC or MVP involves clear communication about the product's current capabilities and future enhancements. It's important to set realistic expectations, explaining that the POC or MVP is a basic version of the product designed to test its viability. Regularly seek and welcome feedback, using it to improve and refine the product. Always appreciate users for their input and assure them their opinions are instrumental in shaping the final product.

When releasing the PoC or MVP, be very clear on the scope of the product, more so on what is especially not part of the release. It is essential to communicate to the customers and users what is expected from them as part of releasing this MVP, i.e. - what is it that we are expecting to learn from the experience of users of MVP, - is this MVP solving their core problem, - are we heading in the right direction before we go deep?

Managing customer expectations for a POC or MVP involves clear communication and setting realistic goals. Define Clear Objectives: Clearly explain the purpose of the POC or MVP, focusing on what it aims to validate or achieve. Set Realistic Expectations: Emphasize that the POC or MVP is not a full-fledged product but a step towards it Regular Updates: Keep customers informed with regular updates on progress, findings, and next steps. Solicit Feedback: Actively seek customer feedback to understand their needs and adjust accordingly. Demonstrate Value: Highlight the immediate benefits and potential future improvements based on the POC or MVP outcomes. Manage Scope: Clearly outline scope, preventing scope creep and unrealistic demands.

To avoid failing user expectations with your POC or MVP follow these principles: Clear Capabilities: Clearly state what your MVP does and doesn't do, building trust through transparency. POC vs MVP: Clarify when showcasing a POC with future features to manage current expectations. Feedback Approach: With POCs, avoid asking about purchase intent based on conceptual features, as it can provide misleading data. User Focus: Align your development with user needs and feedback. Set Real Expectations: Be honest about your product's development timeline, upcoming features, and limitations. Robust Support: Offer strong customer support to enhance user experience and address issues.

In user testing, it's crucial to recognize the product's development stage and what we aim to test. Early-stage testing, like with a basic Proof of Concept (POC) such as a landing page or mock-up, is limited. It's not ideal for gauging the product's value or market willingness to pay. User interviews at this stage might reveal UX issues or provide early insights into potential user reactions, but not definitive proofs. Quantitative research with a POC can offer data on user understanding of the product or feature concept, and raise questions that guide further development. Always align testing methods with the current stage of your product.

To cultivate product thinking focused on growth, it is essential that we keep keeping gauging whether the product delivered to the market is performing as intended. Conducting a usability test here allows for the scope for new discoveries. Capturing the deviations from the intended usage behaviour unlocks the insights into new product ideas or even gives valuable insights to improving the existing product with newer contexts. This can be done by recruiting interested patrons and probing responses around existing features. Apart from gaining first hand insights, this also communicates to the patrons how the makers are deeply invested in improving the product offering for people.

User testing was vital for refining our POC and MVP. We started by recruiting a diverse group of users to test our product in real-world scenarios. This provided invaluable insights into usability and functionality. We then observed how users interacted with our MVP, noting pain points and areas for improvement. Tools like UserTesting.com helped streamline this process. We also encouraged users to provide candid feedback through surveys and interviews. This iterative approach allowed us to make data-driven adjustments, ensuring our final product was both user-friendly and met customer expectations. Their feedback was crucial in shaping a successful launch.

User testing is a powerful tool for refining your POC or MVP. Here’s how I approach it as a product leader: - Diverse sampling: Engage a varied group of users to uncover different perspectives and insights. - Structured sessions: Plan tests with clear objectives to gather relevant data efficiently. - Observe intuitively: Watch how users naturally interact with your product to spot unspoken challenges. - Iterate and refine: Use insights to make meaningful adjustments, continually improving the product. - Feedback loops: Establish ongoing channels for users to share feedback post-testing for continuous enhancement. Leverage user testing to bridge the gap between assumptions and reality, enhancing your product’s value.

After gathering valuable feedback, the next step is crucial: analysis. Feedback analysis transforms raw data into actionable insights. I advocate for organized approaches like affinity diagrams, feedback matrices, SWOT analysis, or the Kano model. These methods prioritize feedback, unveil patterns, and assess performance. It's about turning feedback into a roadmap for improvement.

Analyzing feedback was a crucial step in refining our POC and MVP. We collected feedback through surveys, user interviews, and testing sessions. Using tools like Google Forms and SurveyMonkey, we organized this feedback into categories, highlighting common issues and suggestions. By prioritizing the most frequently mentioned pain points, we could focus on high-impact improvements. We also used sentiment analysis to gauge overall user satisfaction. Regular team meetings ensured that everyone was aligned on necessary changes. This structured approach to feedback analysis helped us make data-driven decisions, significantly enhancing our product before the final release.

Analyzing feedback from your POC or MVP is crucial to refining your product. Here’s how I approach it as a product leader: - Identify key themes: Categorize feedback to discern overarching patterns and recurrent issues. - Prioritize insights: Focus on feedback that aligns with strategic goals and user needs to drive impactful decisions. - Use data visualization: Employ tools like charts or matrices to make sense of complex feedback and highlight trends. - Collaborative review: Engage your team in feedback discussions to gain diverse perspectives and ideas. - Action-oriented synthesis: Translate insights into clear, actionable steps for product improvement. Effective feedback analysis transforms raw data into a roadmap for success.

Implementing feedback for a POC or MVP is where insights become tangible improvements. Here’s my approach as a PM: - Clear roadmap: Develop a step-by-step plan to integrate feedback into product updates, aligned with strategic priorities. - Agile frameworks: Use iterative methods to rapidly prototype and adapt based on feedback implementation. - Team alignment: Ensure all team members understand the feedback insights and their roles in implementing changes. - Monitor impact: Set metrics to evaluate the effectiveness of changes and adjust strategies accordingly. - Continuous iteration: Encourage ongoing feedback loops to refine and enhance the product over time. Implement feedback wisely to drive meaningful progress and user satisfaction.

Completing the feedback loop is as vital as collecting it. In the last step, feedback implementation takes center stage, translating insights into tangible actions for your product and strategy. Whether through agile, lean, or design thinking, this process enhances product quality, user satisfaction, market fit, and competitive advantage. It's the bridge between analysis and impactful change.

Implementing feedback for our POC and MVP involved 5 key steps: Prioritize Changes: We ranked feedback based on its impact and feasibility. For example, critical usability issues were addressed first to enhance user experience. Assign Tasks: Specific feedback items were assigned to relevant team members. This ensured accountability and efficient handling of tasks. Develop Iterations: We created new iterations of the product, incorporating user suggestions and fixing reported bugs. Retest: After implementing changes, we conducted another round of user testing to validate improvements and identify any new issues. Communicate Updates: We kept users informed about the changes made, demonstrating that their feedback was valued and acted upon.

In my experience, both POC and MVP experiments can work together. Setting up early validation sprints that first test the core assumptions of an MVP service being offered, then experiment with the back-end feasibility of a POC, can help to accelerate the process. In many cases, you can perform a Wizard of Oz test where you manually complete backend steps such as automations or generation with a visually refined mock front-end while you fine-tune the POC architecture. Gathering critical data on user interest in your MVP, combined with POC feasibility learning, will provide the best foundation for a product that has validation across viability, feasibility, and desirability.

Don't get hung up on POC vs MVC — the point is creating something of value. What is the one thing you can do that will provide value for your audience? Start there, adopt users, ask them how it's going, and really nail that feature with them. Then, move on to other features.