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Guest Post by: Marvin Mathew (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Jordan Bergtraum]. Ruthless prioritization translates to product teams spending time building the right thing at the right time. Each feedbackloop has a minimum of four stages. The feedbackloop process is.
How Do You Stay True to Your Product Vision While Adapting to Market Realities? The Challenge of Balancing Vision vs. Market Demands Why Product Vision Often Gets Lost Product leaders start with a bold vision, but execution becomes difficult when: Market conditions change , requiring fast adjustments.
When I think about agile approaches to work, I think about how fast we can change and the cost of those changes. That's why an agile approach with deliverables every day or week doesn't fit with some kinds of projects, such as events. Here, I assume you want multiple releases for your product. As for the project portfolio?
Strategy and ProductFeedbackLoops. Everyone agrees they want innovation: Which products and services the organization offers. What features the product offers, or the problems the product solves. The productroadmap). What's your estimate for this item on the roadmap? Team cycle time.
Imagine launching a product feature that no one uses. Because productdiscovery was skipped … or done poorly. Productdiscovery process is the foundation of building successful products. Yet, many teams rush into development without properly testing ideas, leading to wasted effort and failed launches.
Thats what product development feels like in most organizations.” ” Matt LeMay Most teams dont suffer from a lack of ideas; they suffer from chasing work that looks good on a roadmap but fails to drive results. This ensures that the product not only addresses real user problems but also aligns with business goals.
For the past eight years, I’ve been working with C-Suite leaders at companies big and small to set up their Product Management organizations. At all of them, I start understanding the current state of Product Management. I gather data through surveys about observations. I review strategies and roadmaps.
I started this series with the question: If we have teams for all other aspects of an agile approach, why wouldn't we want the product owner to also work as part of a team? Could a team reduce the feedbackloop durations? the PRD (Product Requirements Document) to the team.
Is it possible to balance the product innovation and feedback we need, with the commitment our management wants? When does it make sense to ask for more feedback instead? How about when it does make sense to create small or larger estimates for the product? Let's start with the need for very fast productfeedback.
Strategy and ProductFeedbackLoops Many of my middle-management and senior leadership clients want certainty about future work. That's one of the reasons they create huge backlogs and long roadmaps. Yet, even those backlogs and roadmaps don't offer certainty. Does that sound like an agile team to you?
That leads to large and unchangeable roadmaps and a lot of emphasis on predictability. Worse, many of these managers also want business agility. Business agility requires change. Product strategy, to define the value the products offer to the product's users/customers. I'm going to call them all products.
How to Achieve Success in Your Product Strategy In today’s rapidly evolving market, having a clear product vision and a well-defined strategy is essential for the success of any tech product. A compelling product vision is a guiding light, providing direction and purpose to the development process.
Customer feedback can fine tune your productroadmap. Receiving this feedback and acting upon it quickly can be the difference between an exiting new product or feature, or a project that is stuck in the mud. This approach allows product teams to refine their offerings based on user data.
I’m working on my roadmapping talk for Agile 2018. I finally had the transforming idea about how to position the talk: Roadmapping and product planning are about feedbackloops. The shorter the feedbackloop, the faster and more often we can learn. See the post about Double-Loop Learning.)
However, the more often we deliver in short feedbackloops, the more often we can make strategic decisions. Finishing a story creates a new decision point, for both the product and the corporate strategy. The more often we iterate strategically, the more we exhibit business agility. Here's an example. You can change.
Strategy and ProductFeedbackLoops About 20 years ago, I taught a project management workshop to IT people. Their products and services did not ship outside the building—their products and services enabled the organization to make money. Show them your feedbackloops and your cycle time.
Several of my clients have various roadmap problems. They want a single productroadmap to serve all these purposes: Focus the team's work for this specific product for the short term. Show customers where the company thinks the product is headed. Yet, many of my clients want this ideal integrated roadmap.
Want to advance your career in product management or find top talent for your team? This article shares exciting product manager roles focused on retention and churn and showcases standout candidates in the field. Recommended product manager job openings in data-driven companies 1. Who would be the best fit for this job?
A well designed experimentation system allows a company to accelerate growth by creating faster feedbackloops and enabling progressive delivery. It enables a diverse set of ideas from across the organization to be tested systematically and learnings to be internalized by everyone. Test everything!
Which productfeedback software should you choose for your SaaS? In this round-up, I cover 21 of the best productfeedback software solutions. In this round-up, I cover 21 of the best productfeedback software solutions. The choice is tough because there’s no single tool that covers all use cases.
More of my clients say they want business agility. Yet, we don't share a common definition of business agility. Those actions show that managers change their actions in the face of new information or feedback. Those actions show that managers change their actions in the face of new information or feedback.
According to our recent State of UX in the Enterprise survey , ‘including research within the product development process’ is now the #1 challenge faced by UX teams in 2019. This should avoid any costly mistakes and ultimately save the company money, time and resources right from the discovery phase.
Nowadays, digital products are becoming more and more prominent in our lives, and it’s already part of our daily activities. Most of our readers would have heard of Agileproduct management. In fact, the biggest advantage that you can leverage from a startup perspective is Lean product management (‘Lean’ or ‘LPM’).
AI is rewiring product development Is your operating model ready? By Jill Antweiler Posted in Product Published on: May 8, 2025 Last update: May 8, 2025 AI isnt just changing what we buildits changing how we build it. Its about rethinking how we design, validate, and deliver products from the ground up.
What is a data productroadmap? What roadmap metrics should you be tracking? We also share software products you can use to create a foolproof productroadmap and drive product-led growth. The difference between a data productroadmap and the traditional approach is the former relies heavily on data.
The Software Development Life Cycle provides a practical framework you can apply to your product and improve your processes. With the support of the SDLC, You can track and control your calendar, and increase productivity and speed of development. Good product and customer satisfaction come through from a great analysis phase.
Managers and product managers are often frustrated by the apparent lack of care the development team is showing for the needs of the business. When a long-awaited product or feature finally launches, it often comes well short of the needs. Agile Development Things don’t necessarily get better with agile development.
I have a new book: Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. I wrote it because I'm concerned about what I see in too many supposedly agile teams: Crazy-long backlogs and roadmaps. See Manage Unplanned FeedbackLoops to Reduce Risks and Create Successful Products.)
Why is incremental innovation important for product managers ? Incremental innovation is a process of gradually modifying a company’s existing products or services through small improvements. Small but regular improvements are a more reliable way to achieve product-market fit. How is it different from other kinds of innovation?
Did you know you can maximize your chances of achieving desired business outcomes by combining DevOps with an Agile transformation? When you hear “Business Outcomes,” “DevOps,” and/or Agile transformation” – what comes to mind? Agile Transformation. Agile transformations and DevOps initiatives are complementary.
Agile has been shown to shorten time-to-market, increase quality, instill predictability, improve customer satisfaction, and create an overall happier working culture. Agile Transformation involves all levels of the organization and applies Lean-Agile principles to business processes, practices, tools, operations, and culture.
In Part 1 , I said that productroadmaps are not like car roadmaps. But even car roadmaps showed places of interest—options—for the driver and passengers. Too often, I see very predictable roadmaps for managers. Predictability vs. Option Discussion for Roadmaps. More on that later in this post.).
Are you frustrated with how your users are underutilizing your product, complaining about it, and not realizing the value that it has to offer? It’s probably because you’re lacking in some of the product management fundamentals. Let’s explore the key fundamentals of product management that every product leader should master.
We use productroadmaps to see where we want to go and the options we might take to get there. Yet, so many of our roadmaps offer only a single and certain destination. Worse, we create products that don't fulfill our strategy, why the organization exists. Clarify Your Need for Product Innovation.
There’s a lot of details, but the main takeaways of this article are to learn: how to increase product development ROI by utilizing customer feedback methods of collecting and responding to customer feedback the software for managing and analyzing the voice of customers in context. What is customer feedback?
When you’re continually shipping code, how do you plan, build, and communicate your roadmap? In this post we’ll outline the basics of continuous delivery, what it means to you as a product manager, and how to adapt your roadmapping process to best work in a continuous delivery environment. Continuous Delivery 101.
The following 58 Product Owner theses describe the PO role from a holistic product creation perspective. They cover the concept of the Product Owner role, productdiscovery, how to deal with external and internal stakeholders, product portfolio and productroadmap planning, and the Product Backlog refinement.
As the pace of change continues to accelerate, embracing agility – the ability to turn on a dime for a dime – has become a key to ongoing success for many organizations. However, when companies launch Agile Transformations in hybrid environments, it can introduce a new set of challenges. All fit our definition of hybrid.
Given our current staffing, we can afford to fund these specific projects for some amount of time before those projects release their products and services. Too often, very large organizations have divisions or departments that do not coalesce around a single coherent product. See Consider Product Options with Minimum Outcomes.
Although there’s plenty of debate on this topic, product managers don’t need to be technical. A deep understanding of the programming languages, APIs, databases, software, and information architecture used to build and run a product isn’t essential to the job in most cases. 5 Technical Concepts for the Non-Technical Product Manager.
An outcome-based roadmap sounds like a good idea. Instead of a long list of context-free features and enhancements the roadmap is constructed to accomplish specific goals critical to the success of the business. The Problem With Outcome-Based Roadmaps. In reality, they end up with outcomes that fall short of expectations.
Product leaders swoop in to shepherd these efforts. One key factor is a fundamental lack of understanding product transformation relative to traditional operating models. One key factor is a fundamental lack of understanding product transformation relative to traditional operating models. Shifting to a product-led mindset.
How can you prevent an overstuffed backlog, roadmap, or all those great ideas from interrupting your team from finishing its work? Instead of backlog or roadmap, start to call these ideas “options.” Remember this: If your customers want to use your product, make it easy for them to do so. But what about the future?
So they ask the product or project leaders to write a business case for each effort. Because experiments manage risk, we need people with these perspectives to create the experiments: A product leader: someone who can see where the company wants to head with this product. Experiments Create Shorter FeedbackLoops.
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