This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
What is Bad Performance? Before I discuss how you can help an underachieving team, let’s briefly explore what good performance looks like, assuming that an agile, Scrum-based process is used. Second, the team participates in continuous discovery and strategizing , and its members regularly help refine the product backlog.
For the past eight years, I’ve been working with C-Suite leaders at companies big and small to set up their ProductManagement organizations. At all of them, I start understanding the current state of ProductManagement. I review strategies and roadmaps. I gather data through surveys about observations.
Overview of the Learning Roadmap. Like a modern productroadmap, a learning roadmap states the specific outcomes or benefits you’d like to achieve to become a more competent product person, and it captures them in form of learning goals. To make these ideas more concrete, let’s look at a sample learning roadmap.
Hence it is critical that one is aware of the best practises of the role and develops his own philosophy which results into maximum positive leverage for the organization. As I strive towards becoming a product leader, I wanted to understand the best practises in productmanagement and in the process develop my own product philosophy. .
1 The ProductRoadmap is a Feature-based Plan. Traditional productroadmaps 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. I don’t think so.
Traditionally, productroadmaps 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. Second, it overlaps with the product backlog, especially when detailed features are used. Outcome-based).
Guest Post by: Candice Zhang (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Tauheed Ahmed]. When I first researched about productmanagement, I asked seasoned productmanagers how they started and they gave me very different kinds of answers. Some of them are good, and some of them are bad.
Guest Post by: Merziyah Poonawala (Mentee, Session 9, The Product Mentor) [Paired with Mentor, Joni Hoadley]. What do you do when your team is working their socks off and yet they are getting little credit for the work being done, mainly because the team isn’t able to set concrete expectations with the stakeholder? THE CAUSE.
A process for improving productroadmapping using Objectives and Key Results – for productmanagers. Today we are talking about roadmaps. Some product people love roadmaps, while a lot hate them. Summary of some concepts discussed for productmanagers. [2:11]
2] Figure 1: The Power-Interest Grid The grid divides stakeholders into four groups: crowd, subjects, context setters, and players depending on how interested they are in your product and how much power they have. Smaller strategy updates and productroadmapping decisions, however, are not as critical.
So, your boss’s boss walks into your office and changes your roadmap…. No, this is not a bad joke. As a productmanager you prep, plan and execute. Once you discover what the root problem is, you lead a team to making the solution a reality. Time is the most valued asset but it is in most cases not on your side.
For product strategy and roadmap meetings, I recommend involving the key stakeholders , for example, someone from sales, marketing, support, and finance, as well as developmentteam representatives—ideally members who know about the user experience (UX), architecture, and technologies. Close the meeting.
How first principles can help you design productroadmaps from the ground up. Productroadmaps are no exception. Creating or even updating a productroadmap can feel like being handed a blank sheet of paper and told you have 60 minutes to write a ten-page college essay on a topic you didn’t study for….
A productmanager just stopped by the desk of the designer on a lazy Thursday afternoon. The manager used wide gestures to show where he wanted to move certain elements. The developers sitting nearby just watched the show for the first time, but after a while they stood up to join the party one by one.
The Product Backlog is Too Big. A few years ago, I was asked to help a healthcare company with their agile transition and its impact on productmanagement. One of the challenges the agile transition team was concerned about was the choice of the right product backlog tool, which at first seemed odd to me.
Before the advent of agile frameworks like Scrum , a product person—the productmanager—would typically carry out the market research, compile a market requirements specification, create a business case, put together productroadmap, write a requirements specification, and then hand it off to a project manager.
Listen to the audio version of this article: [link] Introduction To discuss empowerment in productmanagement, I find it helpful to distinguish three main levels of decision-making authority, product delivery, product discovery, and product strategy, as the model in Figure 1 shows. [1]
Recognise the Importance of ProductManagement. Embracing new technologies like machine learning, micro services, big data, and Internet of Things (IoT) is part of that change, as is the introduction of agile practices including cross-functional and self-organising teams, DevOps, Scrum, and Kanban.
Guest Post by: Marvin Mathew (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Jordan Bergtraum]. Ruthless prioritization translates to productteams spending time building the right thing at the right time. Productmanagement comes down to discipline and process. How do you manage their expectations?
Instead, you should engage the stakeholders, leverage their expertise, and generate as much buy-in as possible , as I explain in more detail in my article “ Stakeholder Management Tips for Product People.” ” But do not allow people to dominate and tell you what to do, and don’t agree to a weak compromise.
The Scrum Guide released in November 2020 states that “the product goal describes a future state of the product … [It] is the long-term objective for the Scrum team.” It also suggests that “the product goal is in the product backlog. The entire Scrum team is “focused on one … product goal” at a time.
How do you best lead the stakeholders and developmentteam as the person in charge of the product? Two of these styles, feature broker and product dictator, are shown in the picture below. Such a product typically has a weak value proposition, offers a poor user experience, and is therefore unlikely to become a success.
I first heard of Bob when he was the president of Sequent Learning, the productmanagement training company. Summary of some concepts discussed for productmanagers [2:09] What is product strategy? Product strategy is doing that at a product level. The product strategy is still at a big-picture level.
Tools for planning and executing product projects Today we are talking about the skills productmanagers need to grow their careers. Before joining Google, Neha worked as a Management Consultant at Essex Product Consulting, where she helped organizations build products. To help us, Neha Bansal is with us.
Creating a product vision of the future that’s awesome for everyone. Productroadmaps are frequently used badly, almost as handcuffs for productmanagers. A year ago we explored roadmaps and how they should be used with Bruce McCarthy. We cover: What a productroadmap is.
The first one carries the risk of being a feature broker and offering a product that has a weak value proposition, gives rise to a poor user experience, and consists of a loose collection of features. A stakeholder is anyone who has a stake in your product, who is affected by it, or who shows an interest in the offering.
Listen to the audio version of this article: [link] The Core ProductTeamProductteams come in different shapes and sizes. But all productteams I have seen consisted of the person in charge of the product—the productmanager or Scrum product owner —and developmentteam members.
2] Figure 2: A Sample Product Portfolio Strategy If you are familiar with my work on product strategy , you’ll recognise the structure I’ve used in Figure 2: It is based on the Product Vision Board —the tool I’ve developed to capture a product vision and a product strategy.
Productmanagement is a challenging role, no matter what industry you work in. But with great challenges come great opportunities, and most productmanagers thrive on taking on new tasks and solving difficult problems. Productmanagers must live and breathe their product. My team is too small.
Guest Post by: Gregory Rakovsky (Mentee, Session 10, The Product Mentor) [Paired with Mentor, Nis Frome ]. Finding the right productmanagement job can be tough, as productmanagement is a multi-faceted discipline that doesn’t lend itself well to classification. How far ahead is your roadmap determined?
While common sense suggests that managing a product without the right measurements is not a sensible approach, I’ve seen productteams who did not use any KPIs. Consequently, these teams relied on: Anecdotal feedback : “Customers love our product, they told me so.”
Here is why: We routinely interact with individuals who have different perspectives, interest, and needs, such as users, customers, stakeholders , developmentteam members. Users don’t always have the same wants and needs as customers, and the ideas of the stakeholders and dev team may diverge.
Here is why: We routinely interact with individuals who have different perspectives, interest, and needs, such as users, customers, stakeholders , developmentteam members. Users don’t always have the same wants and needs as customers, and the ideas of the stakeholders and dev team may diverge.
Listen to the audio version of this article: [link] 1 Complement Scrum with a Product Discovery and Strategy Process Scrum is a simple framework that helps teamsdevelop successful products. Continue the discovery and strategy work while the product is being developed. But don’t stop there.
Much has been written about the process of creating productroadmaps, not least the six great articles written by my own team. But there has been surprisingly little written about a product leader’s role in the process. I believe the actions of a product leader all too often are the root cause of a “bad” roadmap.
Traditionally, productroadmaps 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. Second, it overlaps with the product backlog, especially when detailed features are used. Outcome-based).
A platform owner who manages a platform as a collection of shared software assets. The SAFe product owner who owns the product details. A portfolio owner who manages a group of (related) products. None is per se better or worse.
Strategic ProductManagement: Sunset Decisions, Platform Benefits, and Team Structures Introduction Strategic decisions around product lifecycle management, platform integration, and team structures are critical for productmanagers in established tech companies.
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. For instance, you might show the individuals how they can make effective strategic product decisions, create an actionable productroadmap, and effectively use the right KPIs.
Lessons learned from a productmanager’s experiences at Google and YouTube. Most of us have become productmanagers and then moved on (or will move on) to product leadership based on our experiences and knowledge. I want to explore experiences that help you be a better product professional.
Now, I have the amazing responsibility of coaching other ProductManagers. I’ve been on a journey when it comes to PM development frameworks. It’s designed to highlight at-a-glance how effective a ProductManager is and where growth opportunities are. Written and verbal.
I once worked with a telco company that was developing a brand-new commercial product. Productmanagement and development were located at separate sites in different countries. But this didn’t seem to matter much as everybody was in great spirits and had high hopes for the new product. To Collocate or Not.
I once worked with a telco company that was developing a brand-new commercial product. Productmanagement and development were located at separate sites in different countries. But this didn’t seem to matter much as everybody was in great spirits and had high hopes for the new product. To Collocate or Not.
Roadmaps don’t need to be complex, nor should you need a PhD to create one. Here’s a simple version to win over your team and stakeholders. Photo by Matt Duncan on Unsplash Ahh the dreaded word roadmap… The mere mention of a roadmap can divide the room, and send ProductManagers into a world of panic.
We organize all of the trending information in your field so you don't have to. Join 96,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content