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How product managers can adapt core responsibilities across different organizations and contexts Watch on YouTube TLDR Through his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of softwareproduct managers.
Working as a product trio is the foundation for discovery. Without input from a product manager, a designer, and an engineer, it’s difficult for us to account for the cross-functional perspectives we need to build successful products. However, most companies tend to have more engineers than product managers or designers.
It won’t surprise you to hear that I use the same continuous discovery habits that I wrote about in my book to run my business. My primary objective across my business is to increase the number of product trios who adopt a continuous cadence to their discovery work. Turning My Content Into a Product. That was a start.
I get asked all the time, “How much time should we spend in discovery ?”. First, it assumes you do discovery first and then delivery second, which is not true. You need to do enough discovery to mitigate unacceptable risk. Now as a discovery coach , I would ask, “How could you have learned about feature B earlier in the process?”
To deliver high-quality online courses we were patching together several different tools to create a good student experience. We used Teachable as our course platform, Slack for our community, Zoom for our live sessions, Google Calendar to send out course invites, Miro for collaboration, and Mailchimp to send out course emails.
A regular cadence of assumption testing helps product teams quickly determine which ideas will work and which ones won’t. And sadly, most product teams don’t do any assumption testing at all. In this article, I’ll cover assumption testing from beginning to end, including: Why should product teams test their assumptions?
Committing to continuous discovery means changing the way your product team operates. Continuous discovery means not making decisions purely based on your intuitions or stakeholder requests, but finding ways to integrate touch points with customers into your work every week. Tweet This This can sound overwhelming.
I’m disappointed to see the rise of generative AI tools that are designed to replace discovery with real humans. But when we use generative AI to replace customer interviews , to generate opportunity solution trees , or to do our thinking for us, we fundamentally misunderstand the purpose of discovery. Don’t get me wrong.
Each week I tackle reader questions about building product, driving growth, and accelerating your career. Laura and her team spend every working hour researching, designing, and experimenting with ways to measure and improve team velocity (while avoiding burnout). I’ve yet to come across a software leader who isn’t.
Each week I tackle reader questions about building product, driving growth, and accelerating your career. For more: Lennybot | Podcast | Hire your next product leader | My favorite Maven courses | Swag Subscribe now This post will transform how you build products, come up with new ideas, and operate as a PM. Sign up here.
Its one thing to iterate on an existing product. Its a whole other challenge to identify brand-new products to offer. The same is true for API products. They still exist, even when your product is an API. And just because APIs are slightly more technical products, that doesnt mean that you cant apply discovery to them.
Be Clear on What a Software Platform Is. Different people have suggested different definitions for the term software platform. Let me briefly share mine: I view such a platform as a collection of software assets that are used by several products, as the following picture illustrates.
– to come back on to the podcast and chat about how to make sure that, despite everything that’s going on, you continue to incorporate discovery into your practice. Then there’s the second piece of it: What’s the part of Discovery that’s going to stay stable over time? Customer Discovery.
A few months ago, fellow Product Talk coach Hope Gurion and I sat down to discuss why there’s no single right way to do discovery. In this third and final conversation in the series, we discussed two core principles of continuous discovery : why it’s essential to set up compare and contrast decisions and surface and test assumptions.
Each week I tackle reader questions about building product, driving growth, and accelerating your career. Below, you’ll find what I believe is the most actionable, specific, and straightforward framework for crafting a strategy, for both your product and your company. Subscribe now. So we teamed up to make that happen.
The same is true in software. We are all in a battle, multiple battles in fact, with a lot at stake: whether it’s the fate of the company we work for or for the product that we build. In this battle, I’ve found a secret weapon hidden within one of our core engineering strategies, an idea called Run Less Software.
Myth #1: The product owner must ensure that the stakeholders are satisfied. But the value a product creates is ultimately determined by its users: No product will be successful in the long run if it does not solve a specific user problem, create a tangible benefit, or help the users achieve a specific goal.
A clear outcome sets the scope for discovery. Whether they have a hard time negotiating with stakeholders , feel pressure to commit to multiple outcomes, or unintentionally assign themselves an output instead, this is a critical aspect of continuous discovery where it’s all too easy to be led astray. It sets a clear measure of success.
Online marketing content has long been dominated by brands creating product descriptions, how-to guides, branded articles, and blog posts to promote their business. What do we mean by the term “review sites”? Not all review sites are made equal. Peer review sites. Trustpilot, a consumer review site.
A few months ago, fellow Product Talk coach Hope Gurion and I sat down to discuss why there’s no single right way to do discovery. Welcome to “Why There’s No Single ‘Right’ Way to Do ProductDiscovery.” We’re both productdiscovery coaches with Product Talk. Find it here.
Product Talk’s North Star metric is to increase the number of product trios who adopt a continuous discovery cadence to their work. This is what inspired Teresa to write the Continuous Discovery Habits book and shift Product Talk to a course-first business. How did you end up in product?
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. Say that you are working on a new brand-new product. But this would be wrong.
As a discovery coach , I work with all kinds of companies and teams. Some are brand new to discovery , others are already far along in their journey. To start, I always work with the leaders to identify one or two teams who we think will become champions for continuous discovery within the organization.
We’d like to share some insights from what we’ve learned so far about software delivery and operations over the past few weeks of working from home during COVID-19 , and how we as an engineering team have adjusted to this unprecedented, unpredictable situation. A time for the tried and tested. New situation, new processes?
Photo by UX Indonesia This ‘complete’ guide to usability testing follows an overview in my UX research methods playbook articles. Introduction If you’re responsible in some way for a digital product or system, you should be doing usability testing — whatever your sector, industry or role. But what is usability?
Guest Post by: Eric Wang (Mentee, Session 8, The Product Mentor) [Paired with Mentor, Chris Butler]. The notion of a strategy in product management seems like something that only high-level stakeholders at the executive level should care about. Make a list of the scope and the challenges to your product. Second Attempt.
Guest Post by: Hannah Kim (Mentee, Session 9, The Product Mentor) [Paired with Mentor, Patrick Hoffman]. Before my first year of product management, I had lots of preconceived notions about product management. With product development, things are rarely built exactly as estimated. forward, despite these factors.
The foundation of continuous discovery is weekly touchpoints with customers. It sounds simple, but what happens if your product is so new that you don’t have any customers yet? Or what if you’re just getting started with an idea and your product doesn’t even exist yet?
Key performance indicators (KPIs) are metrics that measure how your product is doing. Effective KPIs help you understand if your product is creating the desired value for the users, the customers, and the business. Without KPIs, you end up guessing how well your product is performing. What are KPIs?
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. The first step is of course Planning, so let’s get to work.
When the process feels complicated, it becomes easy for a new user to lose interest before they experience the true value of your product. Gamification onboarding and the right user onboarding software can turn your product experience into something enjoyable. Launching a new product. But it doesn’t have to be that way.
Those experiences shaped the way that we both now think about building an effective data-driven product culture. One practice that both companies established was weekly executive-level metrics reviews. Why metrics reviews matter. Instead, they establish strong systems of accountability as well as systems of inspection.
Customer interviewing is one of the most valuable activities a product team can do. Customer interviewing is one of the most valuable activities a product team can do. Product teams have a variety of research activities they can draw upon when engaging with customers. If you work on a subscription product (e.g.
What’s more, it’s not uncommon in my experience that product owners have to do their job without the support of a Scrum Master or agile coach. This includes product roles such as product owner and feature owner. Having an effective Scrum Master allows you to focus on your job—to maximise the value the product create.
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. Let the product be your sales guide. Right off the bat, Kristen acknowledges that the freemium model isn’t a universal cheat code for winning sales.
Product Roadmaps, in general, are confusing. Even the most experienced Product Managers still don’t have them fully figured out. Three years ago I wrote a blog post about Rethinking the Product Roadmap , in which I advocated for a focus on solving customer problems instead of listing out features with deadlines.
That’s where customer engagement software comes in. The right platform will equip you with the tools to interact effectively, gather valuable feedback, and build lasting customer relationships. Integrations with other tools: Does it integrate with CRM, marketing automation, and other essential business applications?
But before we get to solutions, I want to share more of our discovery context for Product Talk, the business. I use the exact same methods that I teach to product trios to run my own business. Product Talk’s Desired Outcome. Product Talk’s Desired Outcome. Tweet This. Tweet This. Tweet This.
l/ a formal written statement about the qualities of a product or service. Product people usually spend a substantial period of time in a problem-solution space, learning about customers, about their pain points, and seeking opportunities to add value. It will let you see further into the future, beyond just product outcomes.
Product managers are rapidly advancing their skills, and as a result, the industry as a whole has had to level-up to compete as the world’s biggest brands continue to adopt a mobile-first approach. We’ve written a lot—and I mean A LOT—of content focused around mobile product management. What Is Mobile Product Management?
Reflecting on 2022: Measuring the Impact of Our Course Business. Switching to a course-first business has had a major impact on the number of people we can reach. In last year’s post , I announced that we were becoming a course-first business. When I was coaching full time, I worked with 30 teams over the course of the year.
They ran Windows, and they ran our software that then runs the instrument. Test usability on typical hardware and avoid support bottlenecks[/mks_pullquote]Truisms in the instrument business are that people expect support for a LONG time. People also expect there to be perpetual free software upgrades. I am old.
When we ship, we of course have done our diligence with research and design, but we’re also keenly aware that there’s so much we don’t know. Unlocking the power of feedback. Des: We’ve just launched a product recently in Product Tours. But humility too.
What does it have to do with product management or product design? TL;DR Product dogfooding is a testing practice. It involves teams using their own product internally to identify issues and opportunities for improvement. And Userpilot, of course. What is product dogfooding? Let’s dive in!
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