Frameworks
Frameworks
Famous, battle-tested product frameworks mapped to the Unified Product Graph. Grouped by where they sit in the product-creation lifecycle. Each card opens a UPG-shaped lens onto the framework.
Understand the people and problems
Visualise what a user says, thinks, does, and feels to build deeper empathy and uncover hidden needs.
Map desired outcomes to opportunities, then branch into solutions and experiments. Ensures every solution traces back to a real user need.
Demographics, goals, frustrations, JTBD: a structured template for creating research-backed personas.
Arrange user activities across the top, then prioritise user stories vertically under each activity. Horizontal = breadth, vertical = depth.
Map customer jobs, pains, and gains on one side, then align product features, pain relievers, and gain creators on the other to achieve product-market fit.
Decide where to play and how to win
Nine building blocks that describe how an organisation creates, delivers, and captures value.
Classify features by how they affect user satisfaction: must-haves, performance features, and delighters.
Categorise requirements into Must have, Should have, Could have, and Won't have to clarify scope and priorities.
Set ambitious Objectives and measure progress with Key Results. Cascades from company to team to individual.
Analyse industry competitiveness through five forces: rivalry, new entrants, substitutes, buyer power, and supplier power.
Score features and opportunities by Reach, Impact, Confidence, and Effort to produce a ranked priority list.
Map Strengths, Weaknesses, Opportunities, and Threats in a 2x2 grid. Internal vs external, helpful vs harmful.
McKinsey's growth framework dividing the portfolio into three time horizons: H1 (core business), H2 (emerging opportunities), H3 (future bets). Ensures balanced investment across today, tomorrow, and the future.
Map primary and support activities to understand where value is created and where costs can be optimised across the organisation.
Map your value chain on axes of visibility (to user) and evolution (genesis → custom → product → commodity). Reveals strategic moves.
Test assumptions, shape the work
The core Lean Startup feedback loop: build a minimum viable product, measure its impact with actionable metrics, and learn whether to pivot or persevere.
Four key metrics for software delivery performance: deployment frequency, lead time, change failure rate, and time to restore.
Track hypotheses through their lifecycle: draft → designed → running → analysed. Each row is a hypothesis with its experiment and learning.
One metric that best captures the core value you deliver. Supported by 3-5 input metrics that drive it.
Prioritise work into three time horizons without committing to specific dates. Outcome-focused, not date-focused.
Basecamp's methodology: shape work into appetites, bet on 6-week cycles, and give teams full autonomy to deliver within fixed time, variable scope.
Design, engineer, ship
Architecture Decision Records: log decisions with context, options, and rationale.
Atoms, Molecules, Organisms, Templates, Pages: a methodology for creating design systems from the smallest elements up.
Visualise software architecture at four levels of abstraction: System Context, Container, Component, and Code. Each level zooms in to reveal more detail.
Discover, Define, Develop, Deliver: a four-phase divergent/convergent design process.
Reach the market, retain the audience
Test 19 traction channels systematically. Start with the outer ring (what's possible), narrow to the middle ring (what's probable), then focus on the inner ring (what's working). Run cheap tests across all channels to find your bullseye.
The foundational marketing framework. Every marketing strategy must address four decisions: what to sell (Product), what to charge (Price), where to sell (Place), and how to promote (Promotion).
Track user lifecycle across five stages: Acquisition, Activation, Retention, Revenue, and Referral.
Product-led go-to-market motion. Free entry gives users access, the aha moment hooks them, they expand usage within their team, and monetisation captures value from power users.
Run the business that surrounds the product
A hierarchical decomposition of a north-star metric into driver metrics and input metrics, making it clear which levers teams can pull to move the top-level outcome.
Assign roles: Responsible, Accountable, Consulted, Informed for each activity.
A project management register tracking Risks, Assumptions, Issues, and Dependencies, the four categories most likely to derail a project if left unmanaged.
Reflect on what went well, what didn't, and what to change. Classic agile ceremony.
A facilitated team self-assessment across dimensions like mission, fun, learning, speed, and support, using traffic-light voting to surface strengths and improvement areas in a safe format.
Frameworks
Famous, battle-tested product frameworks mapped to the Unified Product Graph. Grouped by where they sit in the product-creation lifecycle. Each card opens a UPG-shaped lens onto the framework.
Understand the people and problems
Visualise what a user says, thinks, does, and feels to build deeper empathy and uncover hidden needs.
Map desired outcomes to opportunities, then branch into solutions and experiments. Ensures every solution traces back to a real user need.
Demographics, goals, frustrations, JTBD: a structured template for creating research-backed personas.
Arrange user activities across the top, then prioritise user stories vertically under each activity. Horizontal = breadth, vertical = depth.
Map customer jobs, pains, and gains on one side, then align product features, pain relievers, and gain creators on the other to achieve product-market fit.
Decide where to play and how to win
Nine building blocks that describe how an organisation creates, delivers, and captures value.
Classify features by how they affect user satisfaction: must-haves, performance features, and delighters.
Categorise requirements into Must have, Should have, Could have, and Won't have to clarify scope and priorities.
Set ambitious Objectives and measure progress with Key Results. Cascades from company to team to individual.
Analyse industry competitiveness through five forces: rivalry, new entrants, substitutes, buyer power, and supplier power.
Score features and opportunities by Reach, Impact, Confidence, and Effort to produce a ranked priority list.
Map Strengths, Weaknesses, Opportunities, and Threats in a 2x2 grid. Internal vs external, helpful vs harmful.
McKinsey's growth framework dividing the portfolio into three time horizons: H1 (core business), H2 (emerging opportunities), H3 (future bets). Ensures balanced investment across today, tomorrow, and the future.
Map primary and support activities to understand where value is created and where costs can be optimised across the organisation.
Map your value chain on axes of visibility (to user) and evolution (genesis → custom → product → commodity). Reveals strategic moves.
Test assumptions, shape the work
The core Lean Startup feedback loop: build a minimum viable product, measure its impact with actionable metrics, and learn whether to pivot or persevere.
Four key metrics for software delivery performance: deployment frequency, lead time, change failure rate, and time to restore.
Track hypotheses through their lifecycle: draft → designed → running → analysed. Each row is a hypothesis with its experiment and learning.
One metric that best captures the core value you deliver. Supported by 3-5 input metrics that drive it.
Prioritise work into three time horizons without committing to specific dates. Outcome-focused, not date-focused.
Basecamp's methodology: shape work into appetites, bet on 6-week cycles, and give teams full autonomy to deliver within fixed time, variable scope.
Design, engineer, ship
Architecture Decision Records: log decisions with context, options, and rationale.
Atoms, Molecules, Organisms, Templates, Pages: a methodology for creating design systems from the smallest elements up.
Visualise software architecture at four levels of abstraction: System Context, Container, Component, and Code. Each level zooms in to reveal more detail.
Discover, Define, Develop, Deliver: a four-phase divergent/convergent design process.
Reach the market, retain the audience
Test 19 traction channels systematically. Start with the outer ring (what's possible), narrow to the middle ring (what's probable), then focus on the inner ring (what's working). Run cheap tests across all channels to find your bullseye.
The foundational marketing framework. Every marketing strategy must address four decisions: what to sell (Product), what to charge (Price), where to sell (Place), and how to promote (Promotion).
Track user lifecycle across five stages: Acquisition, Activation, Retention, Revenue, and Referral.
Product-led go-to-market motion. Free entry gives users access, the aha moment hooks them, they expand usage within their team, and monetisation captures value from power users.
Run the business that surrounds the product
A hierarchical decomposition of a north-star metric into driver metrics and input metrics, making it clear which levers teams can pull to move the top-level outcome.
Assign roles: Responsible, Accountable, Consulted, Informed for each activity.
A project management register tracking Risks, Assumptions, Issues, and Dependencies, the four categories most likely to derail a project if left unmanaged.
Reflect on what went well, what didn't, and what to change. Classic agile ceremony.
A facilitated team self-assessment across dimensions like mission, fun, learning, speed, and support, using traffic-light voting to surface strengths and improvement areas in a safe format.