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Drawing from his 20+ years of technology experience and extensive research, Nishant shared insights about how these activities vary across different organizational contexts – from startups to enterprises, B2B to B2C, and Agile to Waterfall environments.
Meet Brian Fugere , a pro whos navigated the high-stakes terrain of M&A more times than he can count. From surfacing hidden landmines during duediligence to bringing entire product orgs under one cohesive vision, Brians got the battle scarsand the winsto prove it. Technology and processes? Brians advice?
This post is about making these ideas concrete through a set of guidelines, templates, and JIRA+Excel tips so you can create effective status and progress reports quickly, have less meetings , and get out of the building , which is where you need to be. Templates and tips for less status meetings. Progress / Status.
1 The Product Roadmap is a Feature-based Plan. Traditional product roadmaps are usually output-focussed plans that map a list of features, like registration, search, and reporting, onto a timeline. Such a roadmap essentially states when a piece of functionality will be delivered. 2 Roadmap Goals are Features in Disguise.
Relative to other standard roles defined in an organization such as Ops, Marketing, Tech etc., Often, this is due to resource constraints rather than a lack of understanding of a PM role. The path and the steps to reach the destination is defined through a product roadmap. Product Roadmap.
Be clear on the reason why the meeting is needed. What’s the meeting about? Contrast this with a sprint reviewmeeting , which might help you determine if users can easily sign up for the product. Carefully consider who should participate in the meeting to achieve the objective you have set. 1 Set an Objective.
Traditionally, product roadmaps are output-focussed plans that map features like registration, search, and reporting onto a timeline. Such a roadmap essentially states when a piece of functionality will be delivered. This makes the product roadmap more susceptible to change and it increases the effort to update it.
You’re Stuckand It’s Because You’re Playing by the Rules In product management, youve been told to follow the rules: stick to the roadmap, build consensus, and hit your OKRs. As can be easily found in many organizations: Roadmaps trap you in outdated plans. Rule 1: Trust the RoadmapRoadmaps are your comfort zone.
5] What about Product Roadmap Generation? You might have noticed that I didnt list the creation of product roadmaps as an AI benefit, even though several tools offer it. There are two reasons for this: First, the AI-generated roadmaps I came across during my research were feature-based, which is a roadmapping approach I dont recommend.
But in today’s fast-paced world, your customer support can only be as effective as the technology that underpins it. Study after study shows that the vast majority of support teams are unhappy with their current customer support tech stacks. Download The Ultimate Modern Support Tech Stack guide. Is your tech stack ready?
A startup development team consisting of a product manager and two offshore engineers was facing major challenges in meeting client deliverable deadlines – repeatedly. Each major release deadline created a high pressure environment with engineers working overtime in the weeks prior in order to meet delivery dates. Long standups.
Listen to the audio version of this article: [link] Traditional vs Outcome-based Roadmaps Before I share the four steps, let me briefly describe the main differences between a traditional, feature- and an outcome-based product roadmap. A traditional roadmap is essentially a list of features, which are mapped onto a timeline.
Most innovators don’t have a technical background, so it’s hard to evaluate the truth of the situation. And unless they have a tech background, they can’t look under the hood themselves. The answer is to engage a trusted outside source for a TechnicalReview – a deep-dive assessment that provides a C-suite perspective.
At Headspace back in 2016, we had established our product roadmap and success metrics and our mission and vision, but teams were still confused about why we were working on the projects we chose. The plan or roadmap is basically an ordered list of projects based on some notion of prioritization and sequence of delivery.
It’s a model of an iterative process that systematically links the product strategy with the product roadmap , the product backlog , the development work, and the key performance indicators (KPIs). Sample product goals are acquiring new users, increasing engagement, removing technical debt to future-proof the product, and generating revenue.
For example, generate revenue or meet a profit margin, reduce cost, or develop the brand? What architecture patterns and technologies may be used? Meeting users and customers, at least in form of a video call, not only helps you validate your assumptions and develop new ideas. What makes the product stand out?
A development team does a good job if the following three conditions are fulfilled: First, the group reliably meets the agreed sprint goals and delivers product increments that offer a great user experience and exhibit the desired software quality. Do you think you are on track to meet the sprint goal?”
Subcategories for Media Apps: News, Telco, Technology, Games, Sports, Music. “Thanks to the power of mobile, this cutting edge technology is at the fingertips of everyone with a cell phone right now,” Chip Kanne, Head of North America Emerging Sales, Snap. . Data included: Ratings and reviews. Popular phrases.
I call these goals product or release goals and I capture them on a product roadmap. Use a Product Roadmap to Plan Multiple Releases. The former can be nicely done with a product roadmap. Sample goals include acquiring new users, increasing conversion, reducing cost, and removing technical debt to future proof the product.
These are typically brand-new and young products as well as products that are experiencing a bigger change, for example, to extend their life cycle by addressing a new market segment or by replacing some of the technologies. Using a product goal addresses this issue: You only add an item to the backlog if it helps you meet the goal.
Before every quarterly meeting with the various departments in the company, I would try to imagine I was Oprah and it was one of her “Oprah’s Favorite Things” episodes. Unsurprisingly, my meetings were not this successful. Each department was given a specific date and time chosen by me and a fairly vague meeting title and/or agenda.
I have also witnessed a brand-new platform being retired, as it was overly complicated to use and did not meet the needs of the development teams that should have used it. Ensure that the Platform is User-Led, Not Technology-Driven. Treat the Platform as a Product. Start Small.
As she tells it, “When I was fresh out of college, I was working at my first job in the tech industry. One day, I came into a meeting a few minutes late after another meeting had run over. Think about the impact that racism has already had in tech. Sam experienced the lasting effects words can have. Share the work.
For the last 18 months our team has been working to rebuild an existing system using entirely new technologies, methodologies, and a new development team. My company, Hindawi, developed a platform in the mid 2000s to allow academics to peer review academic papers online. It allowed us to put off migration and integration questions.
Hold Regular Product Strategy Reviews. But as the strategy will change, I recommend that you review and adjust it at least once per quarter—as a rule of thumb. Make sure that you block the necessary time for product strategy reviews in your calendar. Use Collaborative Workshops to Review and Adapt the Strategy.
You also might be reading this post thinking: “Who’s adding new tools to their tech stack right now?” Incorporating these tools into your customer experience tech stack will drive more engagement, gather high-quality customer feedback, and help inform your product roadmap. Supporting tech. This is a valid question.
I review strategies and roadmaps. At the end of this review, I do a Product Leadership workshop with C-Suite and Product leaders, where I show them what good looks like, and they have a chance to reflect on where they are. Then we put together a roadmap for change, and I check in with them along the way as they transform.
It’s not about finding the right tech stack; it’s about finding the tech stack that works for your team. When it comes to the tools that support your continuous discovery, it’s not about finding the right tech stack. It’s about finding the tech stack that works for your team. Tweet This.
Meet the mentors…. He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
Market Analysis Before and With AI Customers are clamoring for a number of improvements to your product and youre on a mission to get them funded and on the roadmap. However, just because customers want them doesnt mean theyre delivering the level of differentiating value your organization needs to meet its own goals.
This includes a sound understanding of the market, the user and customer needs, and the competition as well as solid product management skills such as the ability to develop an effective product strategy and an actionable product roadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
A Technical Exercise In this post, I’ll offer my idea of the sort of technical abilities expected from a product manager. This can be highly useful for hiring managers, as well as for PMs planning their roadmap. But is a surprisingly small amount of materials about the technical aspect of PM work. The Product Interview?—?A
Meet the mentors…. He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
Then take into account the product goals on the product roadmap to discover additional KPIs. This, of course, assumes that you have a validated product strategy and a realistic product roadmap in place. Measuring how well your product is doing at meeting its user, business, and product goals is great. But it is not enough.
Previously, in order to avoid becoming a bottleneck, I could review only high-stakes communications, like emails to the CEO or all-hands presentations. Of course, I’m still available to review work—and I do. And while this may sound like a chore (who enjoys being graded?), my team has found it invaluable.
Freemium’s a great way to acquire lots of customers relatively quickly and easily, but the job of converting them to using a paid product is where the rubber meets the road. The beauty of the freemium model in an enterprise setting is that the supplier duediligence process is already much further along. Crowning the customer.
What strategies do you use to prioritize your product roadmap? About Ian: Ian Hassard is the senior manager of product management at Auth0. “What’s interesting on our side is the Auth0 thought process and philosophy is every company is a tech company or it’s fast-becoming a tech company.
In the past few years, we’ve seen the “ great flattening ” of tech: rising expectations of fewer ICs to own larger swaths of the product and manage multiple teams while staying hands-on. 🤠 Work unfairly: Instead of adding action items from meetings to a to-do list, do the action items live in the meeting.
Identify needs that are not yet met and use this to inform your product roadmap. Get validation of your priorities by asking members how they feel about your roadmap and it’s prioritization. Arrange the meeting : Agree on a shared date and time each x weeks for the meeting. New Idea Generation. Prioritization.
I had a strong roadmap, clear goals and a vision for the product. We would regularly meet to discuss the features required, what the customers expected. As we were getting closer to the end of the year, my senior vice president called me in, to review our progress against our goals. I’m not a technical Product Manager.
A group of passionate users in our social media and forum communities drives our roadmap and and helps us understand the problems we need to solve. Wyze’s tagline is to make great technology accessible. I meet with those volunteers at least monthly to listen to their opinions and make them feel like Wyze employees.
It achieves this by stating the product’s target users and customers, the value proposition, the business goals it should meet, and its standout features. New technologies alone introduce change and uncertainty—think of the Internet of Things, Blockchain, machine learning, and generative AI, for example.
Meet Ellen Brandenberger , a product coach and consultant and Director of Product at Stack Overflow. Meet Ellen Brandenberger, a product coach and consultant and Director of Product at Stack Overflow. Meet new Product Talk instructor Ellen Brandenberger! to the roster. Tell us a bit about your background.
Golden rules for roadmap management. Everyone has a plan until they get punched in the mouth” — Mike Tyson I’ve wrestled with weak roadmaps — even some downright disasters. It was something that happened over time, a term I’ve coined ‘roadmap drift’. It was something that happened over time, a term I’ve coined ‘roadmap drift’.
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