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Listen to the audio version of this article: [link] What is a Portfolio Roadmap and Do You Need One? 1] But wouldnt it make sense to harmonise not only the product strategies but also align the product roadmaps? This is where product portfolio roadmaps come in. [2] How Can You Capture a Portfolio Roadmap?
Make Time for Ideation [Templates + AI Prompts] Why read this? Ideation’s importance lies in its ability to focus on users, bring diverse viewpoints together for more inclusive solutions, and strengthen a sense of ownership and commitment among team members. User focus. Most products stumble after the research handoff.
No matter what role you playproduct management, marketing, sales, customer onboarding, or account managementif your starting point isnt quantifiable customer value, fuhgeddaboudit! Align every part of the company to the customers most critical business goals (that are actually relevant to what you do) first. End of story.
Types of Product Manager Interview Questions Behavioral: “Tell me about a time…” Product Sense: “How would you improve…” Technical: Understanding systems, APIs, and trade-offs Case Study: Real-world scenarios to test your thinking How to Answer: “Tell me about a product you admire” This is a common question to assess your product thinking.
Speaker: Eric Feinstein, Professional Services Manager, Looker
For a long time, Product Managers have found it challenging to design interfaces inside their products that users could use for reporting. Eric Feinstein, Professional Services Manager at Looker, has done workshops with product managers who are looking to add effective reporting. Building a team to support your deployment.
Too many discovery efforts fail silently. Roadmaps ship but they don’t shift any key metrics. Discovery is the process of researching, understanding user problems, and validating ideas before building solutions. I want to hear: ‘We ran this experiment, we learned that, so we changed direction.” Not alignment.
From Raw Data to Clarity — Cleaning, Sorting, and Synthesising Insights Part 4 (of 5) of the UX Research Playbook series Synthesising qualitative data is similar to reaping the harvest after the diligent effort poured into research — it’s the step where hard work blossoms into meaningful insights. Mural , Miro , etc.) is recommended.
When your Customer Success team starts feeling like Bill Murray in Groundhog Day— reliving the same onboarding questions, delivering the same training sessions, and answering the same support tickets day after day, it’s not an extreme case of déjà vu. Signals You’re Ready to Scale Are your customer webinars at capacity within minutes?
.” 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. You’ll likely burn fuel, time, and goodwill without achieving anything meaningful. Defining a clear business outcome is essential to guide your efforts.
Our goal is to create a more user-friendly and efficient application. We conducted joint workshops to discuss trade-offs, explore alternative solutions, and ensure everyone understood the projects scope and constraints. This provided a clear roadmap for the entire team and helped us stay on track.
The role will lead a team of PMs and be responsible for increasing the daily active usage of the browser through improving user engagement, retention, and activation. Some mostly focused on the users rather than the technical side of things. Someone with no people management experience. Who would be a bad fit for this job?
White hat designers In Part 1 of this story, we explored how a lone in-house design generalist can free up time and resources by offloading routine UI maintenance tasks to web engineers. So, what can a newly liberated product design generalist do with all that reclaimed time? So is there a way out?
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. 2 Do the Necessary Prep Work.
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.
All of this while guiding the development team, maintaining constant communication with stakeholders and potential customers, and optimizing for the product’s ultimate impact on its users. A great way to develop the set of features is though a User Story Map. What are the most critical tasks for the users? Exploration.
Before you order the roadmap items, double-check that you have a validated product strategy in place. You should be able to confidently say why users would want to use your product and why it is worthwhile for your company to invest in it. If you haven’t nailed the answers, then do not continue the roadmappingeffort.
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.
Securing everyone’s buy-in would be impractical—it would most likely take too much time. The individuals whose buy-in to strategy and roadmap decisions is crucial are the players: They are interested in your product, as they, for example, will have to market and sell it. I refer to this group as key stakeholders.
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 userexperience, and consists of a loose collection of features. While this definition includes users and customers, I use the term in this article to refer to the internal business stakeholders.
Firstly, Jeff as a new umbrella brand for all the new services will be providing to our customers; Secondly, a new business line called Beauty Jeff was opening the very first venue in Argentina. For product leaders, that means taking a step back to build a team that can be customer-centric and deliver ongoing innovation to the market.
This is problematic especially for young products and those that experience a bigger change, like a life cycle extension , as their backlogs tend to be volatile and require frequent and sometimes bigger adjustments. Looking at the backlog, I noticed that it contained only detailed user stories—no epics or other coarse-grained items.
Tali Melchior , Director of Product Management at Texthelp , was first inspired to experiment with opportunity solution trees in a previous role. And finally, Tali was so convinced of the power of opportunity solution trees that she started leading workshops at product events to teach others how to use this tool.
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.
Organizing a workshop is also a kind of journey, and we're ready to share the roadmap with you. In the previous part of this article, we covered the preparatory phase of the customer journey mapping workshop, and now it's time to delve into the actual conduct of the session and what follows. [.]
I view it as an entity that creates tangible value for users and possibly customers as well as the business. Once you’ve identified and selected a specific product, you can take the next step and determine the people who are required to create or progress it and generate the desired user and business benefits.
There is no point in worrying about the product details and writing user stories if a sound product strategy is missing. How does it differ from a product roadmap and how do the two plans relate? With a validated strategy in place, you are in a great position to build an actionable product roadmap. Four Artefacts.
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. I also know how much effort these team put into finding out how to work with developers. We like to get painful user problems to solve. He thought it will be an easy Thursday.
It helps people understand how their work relates to a bigger whole and how their efforts create a positive change. It also allows you, as the person in charge of the product, to understand if dedicating your time and energy to the offering is worthwhile and sustainable. Visioning Workshop Attendees.
For example, a product strategy 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. This can make it harder for people to free up the necessary time and attend them.
Level two increases empowerment by adding the authority to determine the features and userexperience the product should offer. At the same time, I believe that it is important to look at things the way they are. Before I discuss the three levels in more detail, let me briefly explain why I wrote this article.
With a smooth career path and eight years industry experience, Eric is considered a successful engineer. I feel like I have known Eric for a long time and I can tell you a lot more about him. How do you collectively build your marketing persona through a workshop? Preparing for a Persona Workshop. It helps your team by.
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.
Instead of creating, for example, product strategies and roadmaps and tracking KPIs , you should help the people on your team acquire the right knowledge and develop the right skills so that they can carry out the relevant work on their own. Creating and validating a product strategy including market and user research.
This does not mean, though, that you must like the other person and that you must be happy and smiley all the time—nor does it mean sugar-coating messages, only telling people what they want to hear, and putting up with issues. Instead, he requests product roadmap changes by talking directly to you. At the same time, be frank.
Ethical : A good vision gives rise to an ethical product , a product that truly benefits its users and that does not cause any harm to people and planet. As the person in charge of a product, you should ensure, however, that a meaningful product vision exists and guide the effort to create one. How do I Capture the Product Vision?
Describing the early phase of her discovery journey, Leann says, “Thinking back to where we started, it was in two areas—doing more interviews with our users and focusing on opportunities instead of solutions.” We started continuous discovery in two areas—doing more interviews with our users and focusing on opportunities instead of solutions.
And if you’re trying to guide your teams toward being more empowered and autonomous, this is a process that takes dedicated time and commitment. She regularly shares her learnings and insights on LinkedIn and recently took some time to chat with Teresa for this Product in Practice about her teams’ experience with continuous discovery.
Hopefully you’ve already discovered the features that are going to give you a higher return on investment, so now is the time to break them down and understand them in more detail?—?to During Discovery you have focused on gaining understanding; understanding of the problem, the market, your users etc.
Effective KPIs help you understand if your product is creating the desired value for the users, the customers, and the business. To select the right KPIs, I recommend taking the following three steps: First, use the user and business goals in the product strategy to select an initial set of indicators.
[The three magic questions] What are the user and customer behaviours that drive business results? Focusing on outcomes at the strategic planning (OKR), roadmap and story level. Follow Josh on Twitter , check out his latest book, Outcomes Over Output ( US / UK / DE ), and keep up with his workshops and speaking engagements.
She is the Head of Merchant Growth and Monetization for Google’s B2B ecommerce business, where she is leading efforts to build the next $1B+ B2B business for the company. Second is setting up the right funnels for access to users. Planning includes the product vision, strategy, and roadmap. Third is setting goals.
And just like I encourage trios to share their discovery context before they share their roadmaps and backlogs, I’ll do the same here, before I talk about my plans for the year ahead. As a discovery coach , my primary customer is a head of product who is looking to up-level the discovery skills on their product team. Tweet This.
If you think about what product management teams are doing in an effort to get stakeholder alignment, it’s a version of “trying to be everything to everyone” except now we’re talking mostly about internal stakeholders versus markets and customers. In some respects, they’re just like customers.
When that’s the case, a product is usually progressed based on the features requested by the users and stakeholders. This can result in a Frankenstein product, a product that has a horrible value proposition and offers an awful userexperience instead of creating real value for the users and the business.
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