Digital Product Management (In-Person Class)

This is a 7-week course I currently teach in the residential MBA program at UVA’s Darden School of Business. If you’re looking for the online course on Coursera, check out: Digital Product Management: Modern Fundamentals.

Course Description

This course will introduce students to the modern practice of product management in digital. Students will learn how product managers create product/market fit for new products and enhance it for existing products. The students will also learn how generalist product managers establish successful interfaces with key functions like design, development/engineering, data science, sales/marketing and support/operations.

This course will help students understand best current practices in the area and how to apply them in their role as product manager. We’ll pay special attention will be paid to lessons learned in Silicon Valley and other innovation centers.

By the end of this course, students will understand how to:
– Create actionable focus to successfully manage a product’s fit with the market
– Explore disruptive new product concepts through discovery and rapid concept iteration
– Manage hypothesis-driven feature testing to amplify the success of an existing product
– Collaborate with a product team on design and development via agile
– Collaborate with sales and marketing teams to scale product/market fit
– Collaborate with support and consulting teams to optimize the customer journey
– Engage with project managers to support your projects

Prerequisites

There are no course prerequisites.

Teams + Projects

There is a group project at the end of the course.

Course Structure

The material below is organized around sessions of roughly 90 minutes/each.

Grading

Category	Due Date	Percent of Final Grade
1. Attendance & Participation	Every day/ongoing	50
2. Individual Assignments	(as stated on Canvas)	20
3. Team Project	Exam period	30

Attendance & Participation: 40%

My objective is to provide a stimulating environment for you to learn the process of software development. This portion of your grade includes the following:
being prepared for class: understand the topics at hand and being able to discuss the cases and assignments
on-time, full attendance
I expect you to inform me before class if you will be missing. Absences for reasons other than illness for which I do not receive prior notice will count against your class participation grade.

Individual Assignments: 20%

These will be graded based on a rubric available with each assignment.

Group Project: 40%

This is your team explanation of what you did and why.

Session 1: What is product/market fit and how do you find it?

Learning Objectives

After this session, students will be able to
1. Analyze a new venture or project in terms of product/market fit

Case

Aardvark

Class Preparation

1. Review the case and be prepared to discuss these questions:
A) What ‘problem’ or job-to-be-done is Aardvark exploring? For who? What current alternative(s) would it replace? Why is that interesting from a customer perspective? Why is it interesting from a venture perspective?
B) Let’s say your job is to choose a more specific early market segment for initial testing- it should be defined by (at least) a specific type fo customer and a specific problem/job. What would you pick any why? How would you go out and reach this early market for testing?
C)  Given their backgrounds, why didn’t the founders start by just build some software to start testing a solution? Why not go straight at it?
D) What is a ‘smoke test’ and how did Aardvark use them? What was hard about smoke tests? What’s the difference between a smoke test and a prototype? How are they the same? Different?
E) Product/market fit is a central concept in modern product management and product creation in general. The following Wikipedia entry is a good, quick introduction: Wikipedia on Product/Market fit. How would you describe the situation at Aardvark in terms of product/market fit?

Session 2: How do you scale product/market fit beyond your early market?

Learning Objectives

After this session, students will be able to
1. For an existing venture with some product/market fit, evaluate options for extending and scaling that product/market fit

Case

Dropbox: ‘It Just Works’

Class Preparation

1. Review the case and be prepared to discuss these questions:
A) What ‘problem’ or job-to-be-done was Dropbox solving? For who?What current alternative(s) would it replace? How were they able to validate the initial concept without building working software?
B) Looking at their Y-Combinator application (Exhibit B), what product/market fit hypotheses would you say they validated vs. invalidated? How would you have tested those early hypotheses?
C) Where do you think they should focus now and why? More importantly, how can they test that focus quickly to see if it’s the right recipe for the rapid growth they need? What metrics would you use as focal points in that testing?
Note: There is a lot of information in this case (example: financial statements) that may or may not be central to answering the questions above.

2. Read the following post and be prepared to discuss the questions below:
A) Laura Klein, Identify and Validate Your Riskiest Assumptions
Why is it important to identify assumptions?
Why and how should you prioritize them?
How would you apply this to Dropbox’s current situation?
Note: I listened to this at 2x speed on YouTube and found it fine, but I’m already familiar with the material. I just mention this so you know the option exists.

Supporting Materials

1. HBS Note: Hypothesis-Driven Entrepreneurship: The Lean Startup
This introduction to Lean Startup fits well with the case.

Session 3: How might you apply product/market fit to a new project?

Learning Objectives

After this session, students will be able to
1. Synthesize an operational, discussable, and testable view of product/market fit for a new venture or existing company
2. Articulate product/market fit using the Business Model Canvas

Graded Assignment (Group)

1. Create a Topic (OPTIONAL)
WHAT? If you want to create a team, identify a subject company or product. This might be something you worked on personally, a startup idea, or just a product you know well from being a customer/user.

WHERE? You can submit your project here: Submission Form (instructor creates).

2. Join a Team
WHAT? Pick a team. The minimum team size is 2 and the max. is 4. Please get agreement from the team lead before joining.

WHERE? Once agreed/decided, please declare your team here: Team Sign-Up Form (instructor creates). To see the teams and participants, see: Team Roster (instructor creates).

3. Start Your Agile Team CharterPart 1 & Part 2/Items 1-3
WHAT? Start and agile team charter by completing Part 1 and Part 2/Items 1-3.

WHERE? The charter template is here: DPM Team Charter Template.

EXAMPLE? There are examples in the template above.

Session 4: How might you use product/market fit to focus your execution in a new project?

Learning Objectives

After this session, students will be able to
1. Analyze business model type relative to product/market fit
2. Use the Business Model Canvas to help drive operational focus relative to business model type

Graded Assignment (Group)

1. Determine Your Subject Company’s Predominant Business Model Type
WHAT? Read Unbundling the Corporation and consider: What is (or should be) your subject company’s principal business type: Scope, Infrastructure, or Product?
Why? What facts or circumstances would you want to know more about or test to make a determination?
How would you use such a determination to focus the delivery activities of the business?
How well does your focal product or product modality fit with this overall company-wide business type?

WHERE? Incorporate you perspective on this into your team charter in Part 2/Item 5. Complete the left side of the Canvas (the rest of it) as part of your answer.

EXAMPLE? There is an example in the template below.

2. Continue Your Agile Team Charter: Part 2/Item 5
WHAT? Start and agile team charter by completing

WHERE? The charter template is here: DPM Team Charter Template.

EXAMPLE? There is an example in the template above.

Session 5: What do designers do? What does product/market fit mean to them?

Learning Objectives

After this session, students will be able to
1. Explain the fundamental jobs of design and how they relate to product/market fit
2. Use day in the life boards as a way to explore and facilitate customer empathy and focus

Graded Assignment (Individual)

1. Complete a Day in the Life for a Classmate
As we move from the question of how you create product/market fit to the question of how you translate that fit into successful interfaces with your collaborators, we’re going to look at product/market fit through the lens of a designer. This is a key interface for any product manager, one that will help you with the some of the most important tasks in operationalizing your product/market fit.
WHAT? Suppose the MBA program wants to understand more about your experience as a second year student as part of a broad project to improve and evolve the student experience. The foundation of good design is a vivid, actionable understanding of the user. To kick off this project, the MBA program is creating a few day in the life compilations.
A) Find a partner- doing design research on yourself doesn’t (usually) count!
B) Talk through a day in the life with them. You can see find example questions and notes in the tutorial below.
C) Get them to send you photos based on what you all discussed and put together your day in the life board.

WHERE? Any format is fine: Google Docs, Google Slides, even PowerPoint if you really like. The basic format of the day in the life items is generally: a) time of day b) headline/description c) brief notes on what was happening and why d) photo (very important). The IDEO example in the Supporting Materials below is a good general reference.

2. Compile a List of Relevant Problem Scenarios/Jobs-to-be-Done
WHAT? You don’t need to cover everything the student has going on, but topics related to learning and career/professional development are likely to be most relevant.
A) For each problem scenario/JTBD include a description, a metric, and a current alternative. For example, if the JTBD is ‘Identify open jobs to apply for post-graduation’, then a current alternatives might be using the CDC database and a metric might be ‘job postings reviewed’ and/or ‘hours/week’.

WHERE? You can write these up separately or include them with your Day in the Life board.

Supporting Materials

1. IDEO: Day in the Life Example
This one is kind of a two-for-one: this is a nice, quick day in the life example about a design researcher (the kind of person that would go out and create day in the life compilations for a living).

2. Day in the Life Tutorial
This tutorial provides background, examples, and a process for creating a Day in the Life (made much easier by the fact that you’ll be the subject).

Class Preparation (Individual)

1. Read the following short posts and be prepared to discuss the questions below:
A)  Ben Yoskovitz: A Day in the Life of Your Customer
Why might day in the life be important?
How does your day interface with one of your favorite products?

B) Martin Lindstrom: Why Small Data is the New Big Data
What does the author mean by this? Is it just clickbait? What have we learned about small data from the ascendence of big data?

Session 6: How do designers collaborate with developers? How might you use product/market fit to facilitate that collaboration?

Learning Objectives

After this session, students will be able to
1. Explain the relationship between design, development, and analytics
2. Apply agile user stories to facilitating the above

Class Preparation (Individual or Group)

1. Prepare a Set of User Stories
WHAT? Create an ‘epic’ user story, storyboard it, and then break into more detailed ‘child’ stories.
A) Start with the problem scenarios you created for your subject company. Pick either an existing feature or a feature you think the company should consider and draft a set user story assets you could use in discussion with a developer.
A) Start with an ‘epic’ that describes the interaction overall. This will still be something relatively small and specific like ‘‘As Ted the HVAC technician, I want to know the pricing and availability of a part that needs replacing so I can decide my next steps.’
B) Draft a storyboard (pencil and paper is fine) and break down the steps a user might go through in this epic. Think carefully about the details of that experience.
C) Expand that detail with a set of child user stories that decompose the epic into smaller chunks. These need not correspond directly to the individual frames in your storyboard, but the storyboard should generally support/explain/be relevant to the detail in the child stories.
D) See the user story examples and videos below for more specifics and examples.

2. Read the industry posts and be prepared to discuss the questions below:
A) Laura Klein: Qual vs. Quant: When to Listen and When to Measure‘.
What’s an example of something you’ve worked on or wondered about where you think leading with qualitative research is the right move?
How about quantitative?
B) ‘Eric Reis: Case Study: UX, Design, and Food on the Table‘.
Why do you think the team lost sight of the larger user experience?
C) Jeff Patton: The New User Story Backlog is a Map
What’s wrong with a flat backlog? What’s a story map? Why is it better?

Supporting Materials

1. Intro. to User Stories
User stories are an alternative to specifying software in a traditional requirements document. Instead of specifying all the details of an implementation, they provide detailed narrative about the user experience the team wants to deliver. The team then users these are a centerpiece to ongoing discussion about how to design and code the software in question. They have this format (both epics and child stories have the same format):
As a [persona],
I want to [do something],
so I can [realize some testable reward].Epic stories summarize an interaction that are then decomposed into more detail with child stories.

Here are some examples:
A) User Stories from Enable Quiz (Startup)
B) User Stories from HinH (Enterprise)

If you’d like to see more on user stories, please see these videos:
Preparing for Great User Stories
Writing Great User Stories

Session 7: How do firms use agile to manage development at scale? How might a working view of product/market fit help them focus?

Learning Objectives

After this session, students will be able to
1. Explain the fundamentals of agile and what focal points companies need to consider when applying it
2. Evaluate and prioritize strong vs. weak opportunities to increase performance with agile

Case

Salesforce.com: The Development Dilemma

Class Preparation (Individual or Group)

1. Review the case and be prepared to discuss these questions:
A) What problems were they trying to solve with agile?
B) What were the ‘pains’, challenges of implementing agile (so far)?
C) Should they finish the sprint on time, and deploy what is “done” and releasable, or should they ask Parker Harris and the executive team for a delay?
– Can we fix constant both duration and content?
– What is the difference between a sprint and a release?
D) Where should they go from here?
– How should they identify the priorities for their agile implementation? For example, should they focus on bringing the most resistant, poor-performing groups up to speed, or start with the ones that were doing somewhat better and eager to learn more?
– Would it be better to have most groups performing adequately, or should they work on creating a few “stars” to serve as examples for the rest of the organization? If so, where should they focus on creating the stars?
E) And would Salesforce.com be able to keep adapting ADM to meet the needs of the organization as it continued to grow? What do you think is most important to making that work?

2. Read the industry posts and be prepared to discuss the questions below:
A) HBR: Agile at Scale
There’s a proposition that you can’t replace command and control through command and control. How does that work with agile?
What’s an agile strategy?
How does strategy relate to agile teams?
What was the example of the exec. from USAA?
What did the CFO from Riot say?
What do you think makes implementing agile difficult? What are the early rewards?
What teams should you make agile? What teams should you not make agile or prioritize lower for conversion?

Session 8: What is a product pipeline and what makes it more or less continuous?

Learning Objectives

After this session, students will be able to
1. Explain the role of a product pipeline and the capabilities it delivers to a team and a company
2. Evaluate the necessary talent and practices to progress a product pipeline toward greater continuity

Class Preparation (Individual or Group)

1. Prepare at least Two BDD Tests for Your User Stories:
A) For the user stories you’ve written (and feel free to tweak them as you go), write at least two BDD tests using the Given-When-Then format. See the BDD Tutorial below for details. You do NOT need to automate these using Selenium (which the tutorial also shows).

2. Read the industry posts and be prepared to discuss the questions below:
A) HBR: Continuous Development Will Change Organizations as Much as Agile Did
What do they mean by ‘continuous development’?
Why is it important?
How do you think users experience continuous delivery? What does it mean for them?
B) Your Delivery Pipeline 
What is a delivery pipeline?
How do you know what yours looks like?
What’s the best way to improve it?

Supporting Materials

1. BDD Tutorial
This provides a focused introduction with an emphasis on the relationship to user stories.

2. Wikipedia Page: BDD
If you want more on the broader context and application of BDD, this is a good resource.

Session 9: What do developers do? What about testers? How do product managers help them do it?

Learning Objectives

After this session, students will be able to
1. Explain and (for a given pipeline) evaluate the role of a test in enabling a more continuous product pipeline
2. Better understand the nature of work for developers and how product managers develop successful interfaces with their dev. collaborators

Class Preparation (Individual or Group)

1. Read the following industry posts and be prepared to answer these questions:
A) Martin Fowler: TestPyramid
What is the test pyramid and why does it exist?
B) Spotify: Engineering Culture @ Spotify: Part 1 & Part 2
How is this culture different than what you’ve experienced and/or read about?
What parts of getting it working are hard, would you guess?
What’s the relationship between alignment and autonomy and how does it relate to the practice of agile?
B) Brian Donohue: Three-day no-meeting schedule for engineers (Pinterest)
How do meetings affect engineers?
Why might an engineer need to be in a meeting and how do you think this is best managed?

2. Read the the following industry posts and be prepared to answer these questions:
A) Uservoice: The Top 5 Technical Skills Every Product Manager Should Know
Why do you think these skills are/aren’t important?
Why do you think it’s important for a PM to be able to deliver on this: “Estimate how long it will take to build A vs. B.”?
And how, exactly?

Session 10: What is growth hacking? How does it relate to product/market fit as a product matures?

Learning Objectives

After this session, students will be able to
1. Understand the interdisciplinary nature of promotion for a digital product, its home in the Growth Hacking movement, and its relationship to product/market fit

Case

Growth Hacking at Bazaart

Class Preparation

1. Review the case and be prepared to discuss these questions:
A) Where would you focus, growth-wise? How important is user acquisition vs. engagement with the app vs. monetization?
B) Given you take on the above, what growth experiments would you run? Why?
C) What do you think about the team’s claim that translating the app to Russian cost $0?
D) What is the relationship between their work on customer discovery and their lexical strategy on the app store?
E) What do you think about their decision and approach on switching the app’s behavior to require that users sign-up right away? What metrics would you have baselined and watched? What else would you have done in initiating the experiment?
F) How would you approach the job of increasing reviews? What do you think about Bazaart’s approach?
G) What’s a MAU? A DAU?

2. Read the following posts and be prepared to discuss the following questions:
A) Growth Hacking Posts
Wikipedia Page on Growth Hacking
Sean Ellis: Find a Growth Hacker for Your Startup
Andrew Chen: Growth Hacker is the new VP Marketing
How is ‘growth hacking’ the same vs. different from marketing?
What makes a good growth hacker? How would you prepare for such a role?
How would you create the right kind of environment for a growth hacker on a team?
B) SaaS Metrics (OPTIONAL)
The SaaS Metrics that Drive Growth and Keep You From Plateauing
What are the SaaS metrics that drive growth?
What’s important about SaaS pricing? What process do you use to get to the right answer?

Session 11: How might you anchor a growth project in product/market fit?

Learning Objectives

After this session, students will be able to
1. Create a foundation for testing and analyzing product/market fit relative to a particular JTBD

Graded Assignment (Group)

1. Design Experimentation and Metrics for Your Problem Scenarios/JTBD
WHAT? Start and agile team charter by completing Part 2/Item 4. Note: Feel free to refactor your PS/JTBD.

WHERE? The charter template is here: DPM Team Charter Template.

EXAMPLE? There is an example in the template above.

Supporting Materials

COMING SOON

Class Preparation (Individual)

1. Read the following industry posts and be prepared to answer the questions below:
A) Laura Klein: The Three Reasons Your Visitors Don’t Convert
What do you think of those three reasons? Do you see others?
Which of the three areas would you focus on for the product or company you described in your Growth Hacking Canvas?
B) Steve Blank: Convergent Technologies: War Story 1 – Selling with Sports Scores
What did the example company really care about? What was the relationship between how they felt and what they thought?
At what phase of a startup or project might a professional salesperson be a productive investment?
What inputs do they need from the rest of their team?
C) OPTIONAL Lars Nilsson: Inside Sales 101: Lessons Learned Taking Four Venture Backed Startups to IPO
What’s important about focusing your sales team?
How is data important?

Session 12: How might you manage a support or consulting organization to enhance product/market fit?

Learning Objectives

After this session, students will be able to
1. Analyze the interdisciplinary nature of support and its role not just as a way to solve customer problems on a one-off basis, but also to better understand how your overall customer experience design and execution are performing and how to improve them.

Class Preparation

1. Read the following industry posts and be prepared to answer the questions below:
A) The Importance of a Customer Postmortem
What is a customer post-mortem?
Why is it important, and how would you use it?
B) Nastia Root (Google) on Creating a Strong Interface with Support
How does this PM create a strong interface with support?

2. Consider the following: 
As a PM, how do you create focus a support or consulting organization to enhance product/market fit vs. just measure their efficiency locally?

For example, a support organization might assess itself by looking at how many trouble tickets (cases) they closed and how fast. But is that necessarily helping the company make their product and its customer experience better? A consulting organization (attached to a product company) might have a healthy P&L, but how do you assess whether its enhancing the company’s product/market fit?

How would you communicate product/market fit and its related objectives to them? How would you create a successful interface with them? What metrics would you use to see how you all are doing at enhancing product/market fit?

Session 13: Final Presentations I

Graded Assignment (Group)

Everything a product manager does should be anchored in one of two activities: 1) exploring product/market fit or 2) scaling product/market fit by creating productive interfaces with collaborators. If you’re doing something other than this, you may be doing something that’s necessary at the moment, but you risk becoming a ‘product janitor’, reacting to the results of a broken infrastructure instead of building a great product.

For the final project, you will tune and extend your Team Charter into a topic of your choosing. Based on what you think is pertinent for the subject company, interesting to the team, and a complement to your capabilities, you will explore a way to either extend or scale some aspect of your subject company’s product/market fit.

Please schedule a team meeting with me Sept. 4th at the latest to discuss your team’s topic. Please use this link for scheduling: Alex’s Office Hours.

Below are a few possibilities based on the interdisciplinary interfaces we covered in class. My advice is to focus on just one of these. It is a much better deliverable to go deep and do strong work on one of these vs. more general work on more than one of them.

PRODUCT DESIGN & DESIGN RESEARCH
How might the company better understand either its current customer personas or personas in a new segment?

PRODUCT DESIGN & DEVELOPMENT
How might the company use an MVP to test a new value proposition?
How might the subject company develop a new feature? What underlying problem scenario/job-to-be-done would it deliver against? What are the applicable user stories? Metrics for observation?
Develop wireframes for the above (optional).
User test the above.

AGILE DEVELOPMENT & CONTINUOUS DELIVERY
How might the company improve its team or inter-team processes with agile?
How might they create a more continuous delivery capability?

GROWTH (HACKING)
How might the company scale product/market fit? What funnel and tools would you use to execute this and how would you measure it?

CONSULTING
How might the subject company develop a consultative capability to scale and/or accelerate product/market fit in a segment?

SUPPORT
How might the company develop a closer link between improving product/market fit and UX through their support infrastructure?

How will the submission be graded?
Your team’s submission will be graded on five primary dimensions:
1. How well described is the product’s current or hypothetical product/market fit? If you’re working on an existing product, this will have a lot to do with the use of secondary sources and, where needed, primary sources (empirical research). If you’re working on a new/hypothetical product, this will have a lot to do with the testability of your ideas and any testing you’ve done. In particular, a specific view of a hypothetical early market persona is generally important for a new product.
2. How strong is the customer discovery? How clear and actionable is your view of who this customer is, how the product fits into their day, and what problems/jobs/habits it’s delivering on?
3. How well designed and tested are the target propositions (or proposition)? Are they well anchored against existing, observed problem scenarios? Is there a clear view of how the proposition might be better than the current alternatives? How will the team test motivation using MVP’s/product proxies? Bonus points, of course, for any testing the team has executed.
4. How well articulated is the target user experience you explored as a way to extend product/market fit? Is it supported by vivid, testable narrative and analytics? Is there a clear view of how an MVP or 1.0 would have its features rigorously prioritized to get in front of users ASAP?
5. How well designed is the testing and analytics? Bonus points, of course, for any testing the team has executed.
Note: Your team does not need to cover all these areas. In general, it’s better to a) focus on what you think makes sense for where the product is in its maturity and b) go deep on a couple of areas vs. shallow on many.
Please submit against the Canvas assignment. 

Supporting Materials

Note: All the tutorials below have examples and links to a template. The examples generally appear at the end- see the table of contents for specifically where. Again, this is a list of references, not a list of everything you should review. Part of our team meeting (see above) is to help you zero in on the particular resources that might be useful to you.

1. Hypothesis-Driven Dev Template
   This Google Doc has forms for most content in the Hypothesis-Driven Dev process– personas, jobs-to-be-done, experiments, user stories, user testing design, etc.
2. Interviewing Customers (Customer Discovery)
   The Customer Discovery Handbook is a good place to start: see specifically the section ‘Persona and Problem Hypothesis’.The material in my Coursera course’Agile Meets Design Thinking’ is also relevant here, specifically the Week 3 content. Here are two specific videos you may find helpful for review: 1) Researching Personas 2) Drafting an Interview Guide 3) Drafting an Interview Guide (Problem Scenarios) 4) Interviewing Trent the Technician 5) Testing and Enhancing Your Problem Hypothesis
3. Operationalizing Customer Insight with Personas and Problem Scenarios
   The persona and job-to-be-done tutorials are a good place to start.The material in my Coursera course’Agile Meets Design Thinking’ is relevant here, specifically the Week 2 content. Because the course is organized around agile, you will see references to user stories- don’t worry about those for now; we’ll cover them later in the class. Here are two specific videos you may find helpful for review: 1) Designing Jobs-to-be-Done 2) Needfinding with JTBD.
4. Using Storyboards
   The storyboarding tutorial has notes and examples for applying this technique across topics. As a reminder, I highly recommend sketching these on a piece of paper and including a simple snapshot of that sketch in your material. The tutorial mentions a SaaS tool, which is fine, but probably a better fit for formalizing a storyboard for more formal presentation.
5. Testing Value Propositions & Applying Lean Startup
   The Lean Startup tutorial is a good place to start.The third week of my Coursera course ‘Running Design Sprints‘ focuses on the practice of Lean Startup. Here are a few specific videos you may find helpful for review: 1) Lean Startup and the Systematic Drive to Value 2) Focusing Your Ideas 3) Unpacking Your Assumptions.
6. Describing User Experience with User Stories
   The user story tutorial is a good place to start.My Coursera course ‘Agile Meets Design Thinking‘ covers the creation of user stories, the main topic of Week 4. Here are a few videos that might be helpful for review: 1) Preparing for Great User Stories 2) Writing Great User Stories 3) Adding Test Cases to User Stories. My Coursera course ‘Managing with Agile‘ covers the use of story maps, particularly relative to the jobs of ‘learning’ and ‘deciding’. Here are a few videos that might be helpful for review: 1) Good Collaboration 2) Slicing the Lasagna.
7. Driving to Testable Specifics with Prototypes
   The prototyping tutorial is a good place to start.My Coursera course ‘Running Design Sprints‘ covers the process of prototyping against user stories in Week 4. Here are a few videos that might be helpful for review: 1) The Inexact Science of Interface Design 2) Usability with Donald Norman’s 7 Steps Model 3) The Importance of Comparables & Prototyping 4) Creating Interactive Prototypes in Balsamiq.
8. Testing Usability
   The usability testing tutorial is a good place to start.My Coursera course ‘Running Design Sprints‘ covers the process of user testing against user stories in Week 4. Here are a few videos that might be helpful for review: 1) Fun & Affordable User Testing 2) A Test Plan Anyone Can Use (Part 1 & Part 2).

Session 14: Final Presentations II

Objective

Integrate and apply your understanding of the class’ topics.