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Product managers require a diverse set of skills to excel at their role, including design, technical, analytical, communication, and more. Yet there is one skill that I find is often underrated but critical for the success of a product manager. And that is the skill of influence without authority. Product managers have a unique challenge in that they own the product, yet do not manage any of the people who are directly responsible for executing on the product.
There is a lot of advice out there for how to write requirements. There is not as much discussion about why to write requirements. Spend some time thinking about why you write requirements before you make decisions about how to write your requirements. Why Write Requirements? Whether you communicate requirements through conversation, user stories with acceptance criteria, or traditional structured requirements and use cases, or diagrams and commentary, you are sharing them as a means to an end &
Agile developers want user stories; product managers want to bring back stories from the market about users. What we really need, however, is to understand user goals. User stories are one of the most misunderstood and misapplied artifacts when implementing Agile development. At first glance, they look like requirements—and it can be very easy for a team to sit in a room and crank out a bunch of them when under the gun to generate work for the next sprint.
When I think of business acumen, the show Shark Tank comes to mind. If you are not familiar with it, I really recommend you check it out. The premise is that hopeful entrepreneurs pitch their company to a panel of 5 successful business people (a.k.a Sharks) in hopes of getting investment for their company. It’s very interesting to see the […] The post Are You a Business-Savvy Product Manager?
Speaker: Ben Epstein, Stealth Founder & CTO | Tony Karrer, Founder & CTO, Aggregage
When tasked with building a fundamentally new product line with deeper insights than previously achievable for a high-value client, Ben Epstein and his team faced a significant challenge: how to harness LLMs to produce consistent, high-accuracy outputs at scale. In this new session, Ben will share how he and his team engineered a system (based on proven software engineering approaches) that employs reproducible test variations (via temperature 0 and fixed seeds), and enables non-LLM evaluation m
As a Product Manager I’m responsible for ensuring that stakeholders express their requests in terms of business problems as opposed to a pet feature, so that their real needs are met and do not get lost sight of when backlog items are aggregated into common themes as the product team figure out the best solution. Albert Einstein said “If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it,” Product Managers tend to spend a lot of ti
We're now accepting 10-second nominations for the 2013 Product Powers Hall of Fame and Shame. What is that, you ask? As before, the goal is to assemble the " top product triumphs and gaffes of the past year as nominated by you. " So here's what to do in the next 20 seconds: Take 10 seconds right now and think of the one thing (product, service, website, software, gadget, retailer, whatever) that really works for you, that's so elegant in its design and operation it must be the result of a good f
We're now accepting 10-second nominations for the 2013 Product Powers Hall of Fame and Shame. What is that, you ask? As before, the goal is to assemble the " top product triumphs and gaffes of the past year as nominated by you. " So here's what to do in the next 20 seconds: Take 10 seconds right now and think of the one thing (product, service, website, software, gadget, retailer, whatever) that really works for you, that's so elegant in its design and operation it must be the result of a good f
This blog is in memory of Dave Fulton, a dear colleague and a fellow BPMA member who passed away two years ago from Leukemia. Dave was a product manager whose blog was called “Fulton Ventures” One of his last blogs discussed the two most important words in product management: Why? and No! Why? This is a key question product managers should ask.
If you are a ProductCamp leader, or are thinking about starting a ProductCamp in your area, this post is for you. There is a problem with how ProductCamps are organized and run today: they are very tribal. Knowledge is passed on a one-to-one basis, or by physically traveling to another city to watch how that camp performs. This is inefficient and error-prone, and leads to a “multiplicity” problem where we are making a copy-of-a-copy-of-a-copy and missing out on the chance to share
Understanding Indian Demographics India has more than 50% of its population below the age of 25 and more than 65% below the age of 35. It is expected that, in 2020, the average age of an Indian will be 29 years. The number of first time voter in General elections 2014 stands at whopping 149.36 million. Majority of the first-time voters consists of youth considering that 50% of Indians population is below 25 years of age.
SAP Services offers consulting, education, custom development, and support services to customers worldwide. At Technology Services World (TSW) Service Transformations held in Las Vegas this past October, Anand Eswaran, head of SAP Global Services, led a powerful keynote discussion that outlined the success factors in today’s economy, the impact of evolving Millennials’ (“Gen Y”) buying behavior, and what game-changing technologies such as cloud, big data, and mobile mean
Stand out in your product management interview with guidance from Priyanka Upadhyay, an experienced product leader and Stanford Online program coach. In this guide, Upadhay dives into five key competencies interviewers will likely want to assess. She provides sample questions with detailed answers spanning: Product strategy Product design Execution Market estimation Teamwork Confidently land the product management role you want by pre-empting what interviewers are looking for and demonstrating y
Occasionally, we have guest speakers at Babson College, and sometimes we get a really good guest speaker! Last week I had the pleasure of meeting Scott Friend from Bain Capital Ventures. He was extremely sincere and provided very useful feedback about what matters most to investors, and how he evaluates the pitches he receives. When evaluating a company to invest in, Scott listed several things that he focuses on: TEAM TEAM TEAM TEAM (do you get the point?
Product managers have to make many decisions every day, including product prioritization decisions, product design decisions, bug triage decisions, and many more. And the process by which a product manager makes such decisions can result either in an extremely well functioning team dynamic or. quite the opposite. When it works well, the team feels as if the best ideas, regardless of where they came from, get implemented.
There are several ways to answer the question “is agile cheaper than waterfall?” Here are two of my favorites: “It depends. Agile done well is cheaper, as long as you measure correctly.” “You’re asking the wrong question. The right question is: is agile better?” How Agile Is NOT Cheaper. The fun thing about relative terms is that you have to do a comparison.
I’m going to go out on a limb and say that the software of the web isn’t ready for the influx of parallax backgrounds that are flooding the web. What I’m referring to here is the scrolling backgrounds all over the web that move at different speeds to the ‘foreground’ in order to create the perception of 3D layering. Example.
Effective risk management in product development balances safety, compliance, and opportunity. Risks can't be eliminated, but they can be mitigated through structured assessments, clear documentation, and expert guidance. Engaging specialists ensures efficiency, regulatory adherence, and product security while reducing costly oversights. A well-executed risk management plan includes frequent evaluations, defined assessment criteria, and a structured decision-making process.
In Part 1 of this series, I talked about the people-related challenges of integrating UX into an Agile team. Once you create a cohesive team, it’s now time to polish the process. Are you ready? It is true that process for the sake of process won’t do you any good. But, if you’ve already adopted Agile as your development methodology, […] The post How to build a UX and development team that really delivers (Part 2/2) first appeared on Daniel Elizalde.
I’ve spent the past year bringing a new product to market, as a consultant Head of Product for a start-up business unit that’s owned by a multi-national. I had the opportunity to pretty much start at the beginning: pulling together the vision, setting up a product council/steering group, talking to users about the initial concepts and shape the overall product direction.
Today we’re proud to introduce a guest post from Jeff Gothelf. Jeff is a product strategist, Lean UX advocate, interaction designer, author , and all around good guy. Without further ado, let’s hand this post over to Jeff… Besides … The post 5 steps to kicking off your Lean UX team appeared first on UserTesting Blog.
Most of you are probably familiar with skills & expertise on LinkedIn. Among the many skills to choose from is product management. Being a product management professional, I have posted that on my profile and have been widely endorsed. But I was surprised to see that some of my colleagues who are recruiters, CFOs, VCs, sales people, etc. posted product management as one of their skills.
Savvy B2B marketers know that a great account-based marketing (ABM) strategy leads to higher ROI and sustainable growth. In this guide, we’ll cover: What makes for a successful ABM strategy? What are the key elements and capabilities of ABM that can make a real difference? How is AI changing workflows and driving functionality? This Martech Intelligence Report on Enterprise Account-Based Marketing examines the state of ABM in 2024 and what to consider when implementing ABM software.
Most entrepreneurs assume that the marketing and audience building phase of their startup begins post product launch. Yet I’ve seen some startups successfully build their audience well before they reach this point. They’ve been able to do this by investing heavily in building out a blog with independent value separate from their product yet designed to attract the target audience that their product will eventually serve. 37signals , SEOmoz , and Mint.com are three such success stories. 37signals
I usually summarize the role of the product manager as the CEO of their product. But I had a great conversation with a fellow product manager a couple of weeks ago who was telling me what he loved most about being a product manager was being the quarterback of the team. That stuck with me and the more I thought about it I realized it was another great way to describe the role and the key attributes needed to be successful in it.
The role of a product manager is a broad one and there are variety of tasks you could be involved with each day. You could be performing core product responsibilities including conducting a customer interview, triaging incoming bugs, reviewing a new design, authoring a feature spec, brainstorming improvements for your next release, testing the latest release, and more.
I thought I'd follow up my recent post on What is Product Management? with a summary of ten of the most informative and inspiring posts I've come across on the role from some of the greatest product leaders in the industry. I consider these must reads for any product manager looking to understand different perspectives on product and excel in their career in product management.
Speaker: Duke Heninger, Partner and Fractional CFO at Ampleo & Creator of CFO System
Are you ready to elevate your accounting processes for 2025? 🚀 Join us for an exclusive webinar led by Duke Heninger, a seasoned fractional CFO and CPA passionate about transforming back-office operations for finance teams. This session will cover critical best practices and process improvements tailored specifically for accounting professionals.
Product managers spend much of their time communicating ideas, plans, designs, and tasks to their teams. This includes everything from emails communicating decisions, to presentations communicating product roadmaps, to specs communicating product designs, to bug tickets communicating errors in the product. Mastering effective communication is known to be an accelerant to the dissemination of ideas, to team cohesion, and to even the motivation and inspiration of team members.
One lesson entrepreneurs often learn the hard way is that even if they build a product that is better than the established players in the space, it doesn’t always result in them winning the market. I wanted to highlight the three most common reasons I see this occur and ways to mitigate these challenges. The Cost of Switching. It’s costly for users to switch from their existing solution to a new player’s product and I don’t mean just in terms of any dollars spent on actually switching.
In the ever evolving world of web and mobile products, it’s incredibly important to have a constant pulse on the sentiment, needs, and frustrations of your users. While traditional user research and usability studies are still an important part of the product development process, the web today affords real-time alternatives for getting daily insights into the minds of your users.
The role of product management in technology firms is a critically important one that is often misunderstood. I’ve done product management at Microsoft, LinkedIn, and various startups, though my product management experience during my years at Microsoft (where it’s called program management) were the most formative and I continue to leverage those lessons to this day, especially when advising new product managers on how to think about their role and where they should be focusing their time.
In 2024, B2B customers expect better quality and service with streamlined experiences that match consumer-grade simplicity—no long calls or meetings required. Our B2B eCommerce Trends Report, surveying 400+ B2B professionals in the US and Europe, reveals how eCommerce has become vital to top companies’ strategies. The report shows how leaders are leveraging eCommerce to break data silos, unify channels, and deliver the personalized experiences that customers demand.
I’m often asked how I think about coming up with the product roadmap for an upcoming release. To help answer this, I thought I’d share how my team recently went about thinking through the roadmap for an upcoming product we’re working on. Analysis of existing usage metrics. When you’re innovating on top of an existing product, the best place to start is by conducting an in-depth analysis of the existing usage patterns of your product.
It's customary in the design world to evaluate a designer's existing portfolio as part of the interview process to get a better understanding of their work and the process they leverage to develop their designs. I find it equally valuable to evaluate a product manager's existing portfolio of products as part of a product management interview. When evaluating a product manager's portfolio, I'm looking to assess how successfully the product manager has owned the vision, design, and execution of th
I recently gave this presentation on product management at LinkedIn that I thought was worth sharing more broadly. Product management in my mind boils down to owning the vision, design, and execution of your product. I start the presentation by detailing what it means to own each of these areas of your product and their associated key responsibilities.
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