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Product support activities

The following article is a sample from the full BVOP™ Ultimate Guide and is part of the preparation for the BVOP™'s modern Agile Product Management Certification Program.

After a product is released to the market, and active users adopt it, its existing is influenced by the users' demands and their changes in different aspects like: 

  • New or changing user needs.
  • Different users' perceptions and understanding of the product.
  • Changed user behavior.
  • New skills, accumulated by the users.
  • Comparison of the product with competitive ones.

These dynamic variables require product support in many areas like strategies, marketing, sales, business, research, and development. 

New or changing user needs

With time products may change their target audience or their users change their needs. 

For example, a user need may transform from “I need my bottle of water to be very light when I am jogging” to “I need my bottle of water to be very solid when I am jogging”. Or “I need my bottle of water to be very light and solid when I am jogging”. A single need may transform, but this may require extensive investments.

The Business Value-Oriented Product Management (BVOPDM) office keeps track of the changed or new user needs. It makes decisions for improving the product or some parts of it, based on the magnitude of the users' demands and the estimated resources needed for applying the changes.

A typical question amongst the BVOPDM office members before taking any changes should be “Can we change or adapt the product with minimum effort but providing the maximum of the users' needs”?

Different users perceptions and understanding of the product

Humans change their perception about their surrounding world and environment regularly.

One event or object may be perceived differently over time. This characteristic of humans reflects on the users' periodicity of using a product or their emotions while they are using it.

It is natural for people to feel disappointment about a product or parts of it.

The BVOPDM office needs a mature awareness of facing these fluctuations.

Changes in users may be analyzed carefully as such changes may be a reason for unnecessary investing in product support activities. 

Temporary and permanent changes are differentiated to avoid waste.

The BVOPDM office should invest efforts in permanent changes before the temporary ones.

Changed behavior of the users

Users may change their behavior while using the product based on factors like:

  • Usability issues
  • User needs leading to functional workarounds and hacks
  • Disappointment
  • Context and environmental changes

Usability issues

If the users are experiencing difficulties using the product, they may have different then the expected behavior.

If users cannot easily use some functionality, they may stop using it, or they may use it differently than expected and desired way.

User needs leading to functional workarounds and hacks

Some users may need to do something faster or differently than the product is designed. This peculiarity of users can make them look for other ways to do something. They may start searching for weak areas or to force some functionalities to do something different than designed.


The disappointment of users is unpredicted and hard to track variable. In most cases, it may cause a drop in product usage, but disappointment may also provoke users to do negative actions.

Context and environmental changes

Users may change the context of using the product or completely change the environment in which they use the product.

Switching from desktop to mobile or wearable context for technological products is a typical example.

Users may change the entire surrounding environment. Moving from work to the gym or from home to the mountain are typical examples where users may change their behavior completely.

New skills, accumulated by the users

With time users accumulate more skills while using products. They gain their knowledge or become faster. Users' new skills may lead to different usage of the product.

Comparison of the product with competitive ones

It is natural for users to compare the products they use with other products. Users have their feelings, emotions, and impressions about the products around them, and their final decisions are based on multiple factors like:

  • Emotional factors
  • Cognitive factors
  • Functional factors
  • Practical factors
  • Social and other beneficial factors

Emotional factors 

Emotional factors include how users feel about a product at a given time. These factors may be unpredicted and may be based on:

  • Users past experience
  • Current emotional state
  • Surrounding environment
  • Cultural specifics
  • Influences by others 

Cognitive factors

A simple definition of cognition is the process of humans learning and remembering new information and the way they use it. Different people learn the same information with different velocity, intensity, depth, and understanding. 

Users may compare products based on their cognitive abilities.

Functional factors

The functional capabilities of a product may be crucial for users' impressions. What the product has to offer to users is very important in deciding whether users “like” the product or are ready to use it. 

Functional factors are also related to the affordance and the usability state of the product.

Practical factors

After assessing the functionality of a product, users may create their visions and ideas for what they would use the product for. Some users may find more practical applications than initially designed ones. If users discover more value in a product, they may change their behavior and try to adapt the product for their own needs. Users see this adaptation as a benefit, and they gain their general positive impression about the product.

Social and other beneficial factors

Users may compare products based on how a product may affect their social status. Any additional benefit for the users may be considered as a positive and may also be included in the comparison process of the products by the users.

Tracking, observing and analyzing users

Product support activities need to include implementing tools, procedures, or any other practices that help the BVOPDM office in making decisions on what, how, why, and when to support.

Tracking the behavior of a significant enough amount of real users is the most realistic and valuable mechanism for collecting data about the status of the product and its users.

Observing and adjusting

The BVOPDM office may have a large number of activities. A lot of practices, procedures, and tools may be involved in product research, development, and support. Massive interactions between organizational assets and third parties are often required.

The entire product lifecycle is usually time and resources consuming process.

Observing the processes and practices for wastes is an important activity that saves the organization time and resources.

Product Support activities in Product Management
Comments of our guests
  1. Lisa Q
    Hello! I read this article carefully. Am I right in thinking that these ideas and suggestions for product support strategies might probably be best for Agile workflows and software products that can be easily modified? I work in a completely different and traditional industry where modern principles can hardly be applied. Is it possible to create a system of rules and methodology in the 21st century to cover all possible types of products and support the development of physically, slowly changing products consumed by highly conservative consumers? Thank you for your attention. Lisa

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