Developer Nation Blog

Fall in love with the problem.

We love sharing stories of small teams or even groups of friends getting together and developing innovative products. What’s more interesting is the journey they take as well as the difficulties they face and the learnings they acquire.  Today we shed light on the story of a small product team who left their jobs to work on an idea that at first seemed simple but turned out to be quite an adventure! Here is the story of Adopto Bug Fixing – an automated bug reporting tool that helps tech teams receive fast and detailed bug reports.

Our adventure as a startup starts with a product team composed of a product manager, a tech lead, a full-stack developer, a UI designer, a QA tester, and a user researcher. We’ve always shared the desire to build something new to be proud of, so one day we decided to leave the previous company for which we were all working and follow the dream of building our own product-based startup.

“Fall in love with the problem” is the most popular recommendation shared among product people, and those founding a new startup. But here we’re talking about a startup whose 80% is made of builders, people who love to do one specific thing: build solutions. As Dan Olsen once said, “We live in the solution space”, and this is probably the truth when talking about a tech team. So we initially tried to use a shortcut: validating a solution without having validated the problem, as many did before us. We began this adventure with a solution in mind, a leftover from our previous experience, and we tried to look for a fitting problem, and for a market segment that could be interesting. A bit like when you are a child playing with geometric wooden shapes and you try to fit a circle where you should put a square. A true nightmare. 

Like many of you surely know, what you should be doing before developing a product, and even more during the very first months of a product-based startup, is NOT building and developing solutions. Your time and energy should be focused on a series of problem discovery activities, ranging from customer interviews, and market research, to competitor analyses. Luckily for us, after banging our heads against a few brick walls, we realized that the solution we were developing wasn’t going far because there was no problem-solution fit, so we hit the brakes and pivoted away.

We braced ourselves with patience and started our quest for a problem that was worth solving and could make us passionate about. “Since we are a product team”, we said, “let’s start exploring some product-team-specific processes”. We deep-dived into processes related to developing new features and those related to the resolution of bugs and technical incidents. Of course, fixing bugs appealed to us much more than developing new sexy features! 

We’ve spent the last four months doing customer discovery, interviewing potential customers, talking to them on LinkedIn and Reddit, on Discord channels, and in many product communities active on Slack (p.s. If you ever need feedback on any product you’re working on, I’d suggest getting in Mind The Product, The Product Folks, and The Product Coalition. Everybody is super generous with their feedback and ready to help out). As you can imagine, we had to work against the natural tendency to find shelter in the solution space, especially when at first we couldn’t get many people to talk to. But we managed, mostly because we were scared otherwise we would have to pivot again, and that’s a very painful process, as some of you can surely confirm. So after having chatted with hundreds of people among product managers, customer support reps, and account managers working for companies of various sizes, colors, and shapes, we validated that indeed there is a real problem with bug reporting.

Apart from some specific peculiarities that define every company, the current process that is followed in many places can be simplified like this: bugs (or presumed ones) found by end-users are reported to customer care or customer support, who are then responsible for the thankless task of manually collecting some technical information that is often hard to get -just imagine you need to ask an average user to share the screen and use the browser inspector to be able to check console logs. Then the customer support agent gets to open an issue to report that information in a ticketing system, following a more or less structured process.

This process creates a clear bottleneck: the team responsible for the resolution of the bug receives a report that is usually not very detailed. Not only doesn’t that help identify the steps to reproduce the error, but incomplete reports often lack the technical specs needed to distinguish between a real bug and a device/user-specific error, or even a bad design. This is why, once the ticket is opened, bug reporters and developers initiate a conversation that goes back and forth several times to request the missing details. Sometimes, customer support agents are even forced to reach out again to the end-user to find out more about the bug. This bottleneck is strongly felt by both parties involved: it is an eternal ping-pong that leads to a waste of time, without having any assurance that the bug will eventually be identified and fixed.   Here we’ve collected some of the most interesting learnings we gathered on the way. We’d love to share them with you: 

1. There is no need for a process…until you actually need one!

The very first thing we learned during our customer interviews is that there is a specific moment when you realize that your team won’t survive if you don’t put in place a somehow structured bug reporting process.  We noticed that teams usually move from receiving direct calls or Slack messages from colleagues finding bugs to having a dedicated space to collect all reports. You can have a basic version of this, like a shared spreadsheet, or an #issues Slack channel where the tech team manages to gather all complaints shared by colleagues. Those in need and the bravest, too, even go a step further and build a template to guide colleagues in what details they need to reproduce and triage the bug, so they can quickly define its priority in the backlog.  

What are the details that if present speed up the whole bug reporting process?

• Where is the bug? – That is, all information that allows the team to exclude problems that are not widespread, but related to certain devices, OSs, browsers, app versions, or even user IDs.

• Steps to reproduce – The actions that led the user to find the issue. The golden rule is “the more detailed, the better”. Usually, this information can be obtained only by directly asking the end-user to describe the process they follow that brought them to the bug. 

• Expected behavior – Bugs are very often unfortunate design choices that produce some friction when using the product. To be able to spot these non-bugs, it’s important to ask the user to clarify what behavior they were otherwise expecting to see.

• Technical details – In an ideal world, frontloading helps make the bug resolution process overall more efficient. This is why it is a good practice to immediately collect all those technical details which could later help testers and developers identify the issue, such as network requests, and console logs. When reproducing the bug is not straightforward, details like these come really in handy. Yet, collecting them is a real pain for non-technical colleagues who have to directly ask customers and users. Imagine asking a user to share their screen and activate the Browser inspector so that you can collect the logs. A bit of an extreme situation, especially when dealing with users with low digital literacy.  

• Priority – The goal is to provide the tech team with an estimation of how quickly they should act on the bug and plan accordingly for the next sprint. This metric can be determined by different factors, such as the number of users that could experience the bug, or the importance of the feature that results affected, but also the impact of the reporting client on the company’s total revenue.  

Unfortunately, the truth is that all the effort put into providing colleagues with a template that guides them to report a bug doesn’t always pay off. There will always be someone who won’t follow the suggestions, who prefers to spontaneously make a phone call or send a Slack message directly to the product manager or a developer. And from here we move to the second learning.

2. Templates are useful, but never enough

At least once in our professional life, we’ve all witnessed a colleague who refused to adjust and use a new tool that would have facilitated and sped up not only their work but everybody else’s. This is because the adoption curve for an internal tool of this kind follows the sinusoidal shape of any other technological innovation introduced in the last two centuries (but have a look here to read how the pace is gradually speeding up).

What’s important to bear in mind is that for any new tool or process, there will be one or two colleagues out of ten who will enthusiastically try it out – the so-called innovators and early adopters. Of the remaining eight, though, seven will need to be convinced, pushed, and engaged even just to give it a try, and one-two will likely never accept change. This is the truth, it hurts, but the sooner we accept it, the better. 

Source: https://www.cblohm.com/blog/education-marketing-trends/adoption-curve-education-marketing-strategy/

3. Priority is not mathematics

Chatting with many product managers we identified another point that is very, very painful: even when you have some guidelines about how to estimate a bug priority, non-tech colleagues always report “High priority”.

“Consider, high priority is given even when they are talking about a typo or a misaligned button in the interface of an internal-use-only platform”, many confess with frustration.

This is truly one of those cases where you get nowhere: every team has its own KPIs and success metrics. If we ask a customer support rep, they will say their goal is closing support tickets as fast as possible. If we interrogate an account manager, it is high retention rates and an NPS equal to or higher than 9. And indeed, helping the unsatisfied user or client by making sure the problem is fastly and efficiently handled seems a very high priority for these roles, which are usually the most active in reporting bugs and technical issues in the first place.

The only thing we can do is take this factor into consideration, and use some empathy –  yep, exactly the same empathy we try to use with our users! These colleagues have different goals and jobs to be done, so get ready with a bug triage process that is independent of the level of priority that they will mark. From here we move to the next learning: the (oftentimes unsatisfying) conversations between the tech team and non-tech colleagues.

4. “Yep, sure! I’ll let you know” doesn’t work

We’ve just mentioned that the product/tech team’s KPIs are quite different compared to those of colleagues working in sales and customer support. Let’s play a role game and get in our colleagues’ shoes -we have to apply that empathy we mentioned above: I’m a customer support agent and a client contacts me to report a technical issue, I bring this information to the tech team after collecting as many details as I can (although I’m sure the developer won’t be satisfied, as usual). It should go without saying that my need is to be able to check the status of my report so that I can show the client that I’ve not forgotten about them, I’ve paid attention and made sure their problems will be solved asap. Even when they contact me again the following days. It’s easy now to empathize with this colleague, isn’t it?

Then you should be surprised to hear that many of the customer care reps or account managers we talked to are not satisfied. The “Yep, sure! I’ll let you know” they receive from their tech colleagues doesn’t satisfy their simple needs. Most importantly, it doesn’t give them the chance to do their job at their best. Of course, we cannot expect the same colleague to then go the extra mile to gather all the details to make our job easier and less frustrating, am I not right?  

Companies that believe in a powerful alignment between product and sales/customer care invest a bit and provide non-tech colleagues access to the product’s task management platform (e.g., Jira, Trello, or ClickUp just to name the most mentioned). In this way, as a task progresses, the colleague receives a notification and can address the angry client who’ll get in touch again the following day.

5. QA testing is not sufficient 

The very last learning we want to share is about testing, and here we really collected mixed feelings. On paper, all product teams acknowledge how important it is to have a testing procedure in the pipeline before releasing changes to production. This procedure should guarantee that code is error-free, what’s known as Quality Assurance (QA) testing, but also that the user experience and the app usability are optimized, known as User Acceptance Testing (UAT). Everybody agrees this should happen.

Yet, about half of the people we interviewed confessed they don’t have dedicated resources for testing activities. In some cases it’s the product manager that carries out the task, testing the product and trying to imitate dummy user’s behaviors, such as clicking on the wrong buttons. In other cases, it’s the developers who test what they just built – and here we could (but won’t) start the huge debate on the validity of this practice (refer to this article to check popular arguments on the topic).

Nevertheless, there are several organizations where not only is QA testing done properly, but it is also automated to be very efficient and limit human errors. Nowadays many tools automatically notify you when they find code-specific errors, nothing new on this site. Yet, as many confirmed, the problem is that many bugs are not really bugs (strictly speaking, only code-specific errors are). Most of the time, the “bugs” are actually unfortunate UI/UX choices that the user perceives as technical issues. These cases represent the majority of the reports that tech teams receive, according to the product managers we interviewed, and there isn’t much we can do except bracing ourselves with patience and a desire to improve.

Adopto Bug Fix

You are probably wondering how our startup’s story ends now that we’ve finally learned to carry out a proper customer and problem discovery. After all the interviews, the individuation of the problem, of the job-to-be-done with the various pain points associated with it, we finally moved to the solution space. And here we started defining and building Adopto Bug Fix: an automated bug reporting tool that helps tech teams receive fast and detailed bug reports, without wasting time and precious resources in back-and-forth conversations with customer care and end-users.

Picture this: a user gets in touch with customer support to report a technical issue, the rep simply asks the user to press a keyboard shortcut, or click on a button on the app, and to reproduce the same steps that led to the error in the first place (this last one is a standard procedure that customer support usually carries out when receiving a report). That’s all!

Adopto Bug Fix works with a snippet of code that is pasted into the target platform’s code. It behaves like Siri: it’s quiet and invisible to the users’ eyes unless it’s activated. After the activation (with a keyboard shortcut or a click on a button), Adopto starts recording the session and collects a series of information. Among the information that it collects: there is a screen recording to check the user’s behavior on the app, the user clicks and text input, console logs, and network requests. But also specs about device and OS, screen resolution, and user ID. All these structured details are then conveyed in a report that the team can access from our platform. The report can be easily shared in any task management system. In this way, you can exploit the existing communication process you already follow to share updates with non-tech colleagues (we mentioned this at point 4).

As for today, we are in the Beta phase, meaning that we are improving the user experience and developing new functionalities thanks to the help of some product teams that have started using Adopto in their bug reporting workflows.
These teams are young (not talking about age, but about product maturity), have a WepApp currently under development, receive many incomplete bug reports from end-users and colleagues, and have tried to solve the problem with a solution that didn’t bring the expected results. If you see yourselves in this description and believe Adopto could make your team’s life easier, check out our webpage and sign up to become a member of our Beta program!

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