1. Industry? Size? Employee? Revenue?
PM PERSONA
David Tennant
SECTION 1: WHO?
US Tier I retailers
Government policy motivates adoption of
new technology such as tax laws, IT regulatory
COMPANY BACKGROUND
Industry? Size? Employee? Revenue?
Job title: Project Manager, Program Manager,
Operation Manager
Worked from Customer service, Department Manager, Senior Manager (entry level) to Project Manager
BA/BS in Engineering/IT
Experienced, non managerial role and reports to Program Manager
Loyal, hard working, dedicated and detailed
PERSONAL BACKGROUND
Job title
Education
Job roles: manager/entry/decision maker
Who else involved in decision making
Job functions
DEMONGRAPHICS
Ages: , married with young kids, and male dominate
Likes team sports such as soccer and football
Man with few words, aggressive, and has many friends
Skills: Project Management, Productivity, Lean Methodology
Marriage status
Family: kids/no kids
Hobbies:
Skills/Knowledge

2. Primary challenge? Secondary challenge?
PM PERSONA
David Tennant
SECTION 2: WHAT?
Reduce off till activities
Work and manage supplier from developing concept to trial and implementation.
Train end users
Personal goal: self advancement, life and work balance
GOALS
What’s he/she responsible for?
Primary goal at work?
Personal goals?
CHALLENGES
Primary challenge? Secondary challenge?
Research new ideas to increase productivity
Come up with solutions to solve problems
Present financial benefits
Developing tools of measurement
Standardized trial process to make it easy to implement
Provide training to end users
Educate ideas to increase productivity
Make ROI measurement statistics and formulas available so that it is easier for them to measure financial benefits
Join “Lean Business System/Project Managers” LinkedIn groups to listen and understand persona.
WHAT CAN WE DO
To help our persona to achieve their goals? To help him overcome their challenges?
How do they interact with vendors? How much time spend w/sales? In-person meeting? Phone? ?

3. REAL QUOTES COMMON OBJECTIONS
PM PERSONA
David Tennant
SECTION 3: WHY?
“To (I) own the operating routines for Counters (Cashiers) to both improve the business for customers and make things better for (my) colleagues in (the) store.”
Prioritize and manage the what, why, and when based on the business plan to deliver the operational improvements into stores.
Responsible for the store employees’ training and communications with the store for improvement.
Measure ROI of any store operational changes to make sure those changes generate profits
REAL QUOTES
What do they say about their concerns/issues?
What do they complain about?
What made them unhappy, dissatisfied?
Not a complete cash management solution:
- Manual hand off cash to a safe or to a bank
- No cash forgery detection
Cost compared to standard cash drawer
Physical: Flip lid drawer is too high. Lack of storage.
Till size cannot support €200 and 500 notes.
Usage: Cash lift process is longer than manual drawer.
Reset process is too frequent .
COMMON OBJECTIONS
Why wouldn’t they buy your product?
What do they comment about the vendor they did not use/choose?
What do they say good about us/reason to choose us?