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Technicalduediligence is a lot harder than it used to be with Agile. In this post, Drew Falkman proposes a pivot from technicaldiligence to productdiligence. Changing our view to focus on the productstrategy, development, and management practices. [.]
Second, it wasnt clear to me if and to what extent the roadmap elements were guided by an overall productstrategy. This is necessary, though, to ensure that the roadmap is aligned with the strategy and that user needs and business goals are translated into more specific outcomes. [6] Otherwise, you risk being tool-led.
We explored the 19 essential activities that define successful software product management today. Requirements Engineering Following roadmap creation, requirements engineering emerges as a crucial activity where productstrategy meets technical execution.
Listen to the audio version of this article: [link] A ProductStrategy System The productstrategy system in Figure 1 consists of four main parts: people, processes, principles, and tools. Having said this, the system in Figure 1 captures the specific productstrategy approach Ive created. [1]
As an innovative concept, Developer Experience (DX) has gained significant attention in the tech industry, and emphasizes engineers’ efficiency and satisfaction during the product development process.
Traditionally, strategy and execution are often viewed as separate, sequential pieces of work that are carried out by different people. For example, a product manager might determine the productstrategy and one or more development teams might be tasked with executing it. I call these outcomes product goals.
Listen to the audio version of this article: [link] Make Time to Keep up with Technology Trends As new technologies come and go, it’s important for you—the person in charge of the product—to stay on top of the developments. The following four measures will help you with this.
I worked closely with a seasoned board member to trace this back to a lack of productstrategy—both articulated and aligned. With her help, I wrote the first strategy document for Headspace, which eventually led to the complete reimagination of Headspace , maximizing growth for our guided mindfulness product and adjacent spaces.
Listen to the audio version of this article: [link] What Information Should a ProductStrategy Provide? I like to think of the productstrategy as a high-level plan that helps you realise your vision and that answers the following four questions: Who is the product for? Do You Need a Strategy for Your Product?
Relative to other standard roles defined in an organization such as Ops, Marketing, Tech etc., the Product Manager role is a rather recent phenomenon. As a result, there are various different approximations that are made about the role in an organization depending upon their experience with building products. ProductStrategy.
Hold Regular ProductStrategyReviews. A productstrategy , like any other plan, is subject to change. How changeable your strategy is, depends on your product’s life cycle stage. As long as your product hasn’t reached product-market fit, the strategy is usually volatile.
Listen to the audio version of this article: [link] ProductStrategy Discovery Explained What is productstrategy discovery? More precisely, it is the process of developing a productstrategy whose implementation will likely create the desired value and impact.
Why a ProductStrategy Process Matters. An effective productstrategy process should ensure that a valid productstrategy and an actionable product roadmap are always available—that a shared and valid approach to achieving product success is available at anytime, as the picture below illustrates.
In a recent live stream from one of our mentors of The Product Mentor , Dustin Levy, lead a conversation around “ProductStrategies for Non-Strategists”. We are always looking for more product mentors from all around the world. About The Product Mentor. Jonathan Berg Director of Product Management, Schoology.
Listen to the audio version of this article: [link] 1 No Strategy The first and most crucial mistake is to have no productstrategy at all. When that’s the case, a product is usually progressed based on the features requested by the users and stakeholders. The strategy is therefore either too big or too narrow.
Early in her career, Francesca encountered this phrase alongside the common description of product management as sitting at the intersection of business, user experience, and technology. Instead, successful product managers excel at bringing together diverse perspectives and expertise to create better outcomes.
How might people use the product? What kind of user experience (UX) should the product give rise to? How can the product be built? What architecture patterns and technologies may be used? The latter largely determines how the product should be developed. What are the major touch points?
It also draws out the process by requiring time-consuming agreement on needs and strict protocols, like QA reviews. Additionally, product managers and designers mostly want to implement product analytics themselves. Think about Apu, the ever-diligent Kwik-E-Mart owner. But why bother fixing it?
Whenever you are faced with an agile, dynamic environment—be it that your product is young and is experiencing significant change or that the market is dynamic with new competitors or technologies introducing change, you should work with a goal-oriented product roadmap, sometimes also referred to as theme-based. Learn More.
Listen to the audio version of this article: [link] ProductStrategy and Change Strategy means different things to different people, so let me briefly share my definition. A productstrategy describes the approach chosen to make a product successful. Eisenhower, we could say, “Strategy is worthless.
Learn Targeted Skills in Small Chunks On the Go Today, Product Management University announced the availability of 15 new micro learning courses for high technologyproduct managers in B2B. Product Management University micro learning courses are offered in live virtual, onsite and on-demand e-learning formats.
The current sprint has an important goal: to release the product increment to selected users and validate if the functionality offered works for them. Additionally, you’ve invited the senior management sponsor to the upcoming sprint review meeting to secure the individual’s continued support. But this would be wrong.
Ladislav focuses on user centric product development, especially on brand, usability and revenue product challenges. He is passionate about Lean and Agile Product management, innovative business models and business and productstrategies. Dustin Levy Director of Product Management, Gentex Corporation.
At all of them, I start understanding the current state of Product Management. I then do various interviews with executives all the way to Product Management team members and surrounding functions. I reviewstrategies and roadmaps. Other Times, it's due to a lack of skill set in product leaders.
Ladislav focuses on user centric product development, especially on brand, usability and revenue product challenges. He is passionate about Lean and Agile Product management, innovative business models and business and productstrategies. Dustin Levy Director of Product Management, Gentex Corporation.
Treat the Platform as a Product. Consequently, a platform should have its own productstrategy and roadmap , KPIs , product backlog , and well-designed software architecture that leverages the right technologies. Make sure, though, that the platform decisions are guided by the needs of the products it serves.
Creating a productstrategy is almost never a matter of answering a few simple questions and figuring it out. It is very rare to simply sit in the room until everything is sorted out and have a clear vision and strategy as an immediate outcome. You see, when it comes to productstrategy, there isn’t a right answer ?—?the
Boston Women in Product 2017 Year in Review: By Emera Trujillo. 2017 has been an exciting year for Boston Women in Product. As we gear up for 2018, here’s a look back at the past year with Boston Women in Product! With events throughout the year, our organizing committee has loved being on this journey with all of you.
And so, in 2014, he founded Productboard , a product management system that incorporates customer feedback and insights to help product teams build better products. How to use technology to create something. I was into math and physics, and that led me to computer science. That was the business part.
To select the right KPIs, I recommend taking the following three steps: First, use the user and business goals in the productstrategy to select an initial set of indicators. Then take into account the product goals on the product roadmap to discover additional KPIs. Then consider how you can tell if they have been met.
Every meeting becomes a performance review rather than a space for creative problem-solving. Experiments that might failbut could lead to paradigm shiftsare killed in favor of safe bets that give executives something to celebrate on their quarterly reviews. OKRs should serve the strategy, not dictate it.
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. It therefore offers only limited support for product people.
You can avoid these drawbacks by using a different roadmap type: a goal-oriented or outcome-based product roadmap. As its name suggests, this roadmap focuses on product goals and outcomes, such as acquiring customers, increasing engagement, and future-proofing the product by removing technical debt.
For example, a productstrategy workshop might have the objective to identify the key changes required to achieve product-market fit. Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. Assess productstrategy and adjust if necessary.
Prior to Tango, Ken spent most of his career in the Bay Area at Uber, where he held roles in Launch Operations, Data Science, and ProductStrategy. . Summary of some concepts discussed for product managers. [3:12] Product Hunt is not one-size-fits-all. 23:17] What have you done to promote the product since launch?
Eighteen months ago travel tech company Almundo started to refine its processes to become a product-driven company. Our goal was to define how we would set and communicate the company strategy, and how that strategy would lead OKRs and backlog definition. What aligned roadmaps and OKRs together was the productstrategy.
Demand-Side Innovation: Finding the Right Mix One of the basic concepts in product innovation is understanding the difference between supply-side and demand-side innovation. Conclusion As product managers, we play a vital role in driving innovation and creating value for our companies and customers.
While it would have been easy to blame the productstrategy, marketing, or any number of other potential targets, they weren’t at the heart of the problem. The productstrategy was sound, but we hadn’t translated it well. You need to pick metrics that work for your company, product, and team. Does it make sense?
“Each team has a clear mission and will have distinct product outcomes (I’m only on week three of the Defining Outcomes course, so this part is a work in progress!).” They received a lot of pushback from the engineers initially because it created complexities around code reviews, tech debt management, release processes, etc.
In our latest Patreon-exclusive article , part of the Roadmap to Mastery Collection , we explore: Why trust is now a product featurenot just a brand value. Actionable strategies to integrate trust into your productstrategy. 1-on-1 Support spanning personalized mentorship and resume reviews (available at higher tiers).
In the product planning model above, the vision describes the ultimate purpose for creating the product; the productstrategy states how the vision will be realised; and the product roadmap states how the strategy will be implemented. You should therefore regularly review your plans and revise them.
Achieving and Scaling Product-Market Fit: A Guide for Product Managers in Mid-to-Large Tech Companies Introduction As product managers in mid-to-large technology companies, you’re no stranger to the challenges of maintaining and scaling product-market fit (PMF).
Ladislav focuses on user centric product development, especially on brand, usability and revenue product challenges. He is passionate about Lean and Agile Product management, innovative business models and business and productstrategies. Dustin Levy Director of Product Management, Gentex Corporation.
So we agreed to carve out half of our product health budget, roughly 20% of the roadmap, to sunset unused or minimally used features. Product teams would much rather build new stuff. We were now reviewing the features to be sunset, and the teams to work on them. But it had to be done. Ugh, why did I invite them?
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