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
Ever wondered how product leaders juggle massive mergers & acquisitions, tricky integrations, and a pressure-cooker paceall while keeping their teams fired up and focused? From surfacing hidden landmines during duediligence to bringing entire product orgs under one cohesive vision, Brians got the battle scarsand the winsto prove it.
A Tale of Two Roadmaps — And Why You Can’t Succeed With Only One “There is no one-size-fits-all product roadmap. A roadmap can and should look different depending on the situation. Todd Lombardo Once upon a time, in a city like yours, two versions of a roadmap emerged. Both roadmaps, though different, are crucial.
How product managers can get customer insights from a community to create a competitive advantage. Summary of some concepts discussed for product managers. [3:15] A group of passionate users in our social media and forum communities drives our roadmap and and helps us understand the problems we need to solve.
Many CEOs of software-enabled businesses call us with a similar concern: Are we getting the right results from our software team? We hear them explain that their current software development is expensive, deliveries are rarely on time, and random bugs appear. These are classic inflection points for a developmentteam.
We all treat our products with care, respect, and diligence. It’s like a chance bit of customer feedback that we end up devoting a two-year roadmap to. Developing a long-term relationship with someone who can act as your mentor and provide advice and direction can help to get around this. The Roadmap. Find a Mentor.
I love that Marty Cagan and Jeff Patton have long been advocates of dual-track development. If you aren’t familiar with dual-track development, it’s the separation of product discovery from product delivery. User stories and user story mapping help a team align around the top priorities and get clarity around what they are delivering.
Today’s rapidly evolving tech landscape favors short feedback loops and requires roadmap flexibility to pivot and solve customers’ most pressing problems as they arise. As a result, the best product managers thrive on their ability to move quickly, minimizing time to market for feature releases.
I’m referring to the full spectrum of business execution, from product management to design to engineering to marketing to sales to support and all the other functions needed to scale a business. are making it easier and faster for software developers to develop complex software applications atop this infrastructure.
There are many ways to build a roadmap and many types of roadmaps you can make. Some will delight and engage the executive team by taking a high-level approach and focusing on goals and strategy. Others dive into the specifics and make engineering teams happy since they’re so detailed. Gather consensus around goals.
Speaking of markets, let’s take a look at the product management platform market. Within it, there is no shortage of products and services that claim they can help you optimize the organization, productivity and efficiency of your product developmentteam’s performance. Luckily, I have a great team by my side to make it happen.
senior ICs and managers), but no matter your role, anyone can benefit from this incredibly pragmatic, direct, and practical collection of tactics and advice. Whether you’re planning six months ahead or sitting in discussions right now, here’s the process I’ve developed through trial and error with clients over 15 years.
I try to help product and sales teams succeed under the mantra “Easy to Sell, Easy to Renew.” I’ve struggled to find many examples detailing how to bond product and sales teams ( Antonia Bozhkova offers a good perspective ). Your teams will realign and strengthen their partnership as they see the product through each other’s eyes.
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. Context matters.
We just need to start with First Opportunity first as due to our market analysis and business modelling, this is the best one to tackle”. This line of thinking is where success at achieving the First Opportunity and the BigVision begins to get derailed before you and your team have even started working. We’ll come back to these.
Unless your product management stack includes a crystal ball, all those goals and resolutions we made way back in January likely didn’t take global pandemics, fluctuating economies, and social unrest into account. Let’s begin this process by reflecting and reviewing. Did your roadmap change? Regular roadmapreviews.
A few years ago, I was the acting product manager at a startup, developing an enterprise software product. Building the product was hard: it was taking longer to develop than everyone expected (of course). The product backlog I managed grew daily. And I diligently added the stories to the backlog. Feature request?
A common question for product managers, project managers, technical program managers, and software developers alike is what methodology to use given a project. Which should you and your teams decide the utilize? Think about the complexity involved in developing and releasing a piece of software.
Product managers interact with many parts of the organization on a regular basis, but it’s usually either asking for specific information or soliciting input on very discrete items. Roadmap presentations are the culmination of weeks, months, or possibly years of work. So, here are five mistakes you want to avoid.
Product leaders don’t often get many chances for hiring product team members. Additions to the product team must ramp up quickly. So hiring managers must assess candidates based on a few interactions, a curriculum vitae, and some reference checks. Stage 1: Reviewing the applications. Are they team players?
Added functionality, new capabilities, a more robust feature set…these are the talking points product marketers salivate over and executives search for on product roadmaps. Where are product teams getting their feature ideas? Why do product teams become feature factories? But are you solving for actual customer problems?
So, how do you ensure that UX gets its due in terms of investment? It also helps in saving on directionless development costs. CEO of Torch Digital Labs, Liam Mooney, also a product management veteran, reveals how defining product goals requires an accurate understanding of where you are in the product life cycle.
A Five-Step Methodology to Incorporate Generative AI into Business Strategy Developers, technologists, and innovators across enterprises are already using the new tools to boost their individual productivity at work and at home. You should invest in new technologies or upskill your team to implement generative AI successfully.
Let’s jump in and check out the latest and greatest updates from the past few months, brought to you by ProductPlan’s product team! We’re diligently prioritizing key areas to deliver the most impactful improvements for our users. At the heart of these updates is our unwavering commitment to elevating your experience with ProductPlan.
What is a Product Management System? As a product manager , you’ll want to answer a series of questions before you start work. Who will we want to include in our cross-functional product team? How should we arrange the strategy, brainstorming, and planning meetings for this team? We suggest two things: 1.
As the Director of User Experience, our team was tightly partnered with our product management counterparts to ensure we had baked-in practices and habits that enabled all of our developmentteams to deliver an exceptional product experience effortlessly. The Product Team’s Role in Customer Experience Strategy.
In this article, we want to tell you about what happened behind the scenes, including the deck we presented to the Benchmark team. This is what happened again with the Benchmark team. We ultimately managed to talk to 45 of them. If you like what we do, don’t hesitate to subscribe to our newsletter or star our GitHub project !
As the CEO of Flow , a flexible project management app for teams, Daniel is working to create a productivity tool that defies conventional metrics, meaning that it simply allows you to get your most important work done without monopolizing the time you spend in the software itself. billion in 2015. How will you stand out from the pack?
From the process of disambiguation and the worst outage we ever had to our obsession with speed and how legal and engineering teams can work better together, Engineer Chats will give you a peek behind the engineering process at Intercom. It can be used for the entire building process at engineering and even product management.
As a proven solution for more than a decade, ProductPlan has helped 1000s of companies build more than 700,000 roadmaps and plan more 8,000,000 initiatives. Book a Consultation Enterprise Growth Platform Capabilities Unlimited Roadmaps Easily collaborate, share, and transfer between users. A straightforward solution. Proven results.
Does your managementteam appear to occasionally have the attention span of a fruit fly in a farmers market? When SOS sets in, it creates a cascade of chaos, unleashing all sorts of problems for the product team. Senior management is both most susceptible to SOS and the most dangerous when they catch it.
A streamlined release management process is imperative for mitigating deployment risks and accelerating software delivery. By optimizing release management flows, teams can facilitate on-demand deployments that enhance business agility without compromising stability. What is the Release Management Process Flow?
Product leaders don’t often get many chances for hiring product team members. Additions to the product team must ramp up quickly. So hiring managers must assess candidates based on a few interactions, a curriculum vitae, and some reference checks. Stage 1: Reviewing the applications. Are they team players?
Working as a product manager can be a busy, unpredictable and octopus-like existence. Bringing team members together, organizing user research, product demos, road mapping and more. If you’re a mobile app product manager there’s a whole additional layer of complexity to add to that cake.
Here are the 3 roles Product Managers must perform to achieve roadmap leadership: The Diplomat It’s not our role to dictate through authority where the product should go. Everyone’s opinion matters, and when they trust that we’re listening, a culture of respect develops. What gaps are being uncovered in sales?
A nice starting point is to define the Role of Business Development as Filtering and Building partnerships that further the organization towards its goals. Filtering partnerships is a phase that must be managed top-down. It can be time to market that can be achieved faster with partnerships, only to be developed later.
As a trusted solution for over a decade, ProductPlan has empowered thousands of companies to build more than 700,000 roadmaps and plan over 8,000,000 initiatives. Unlimited Roadmaps Easily collaborate, share, and transfer between users. Customizable Views Create views and filters of roadmaps for specific audiences.
Product teams must not only create an amazing product, they also need to set the stage for the product getting the awareness it requires for trial and user adoption. To avoid an unsuccessful launch and weak usage, product teams and their product marketing counterparts must be in lockstep. User adoption is not the end.
We had some insightful discussions and they confided in me the challenges the local startups and ecosystem were experiencing regarding their roadmapdevelopment. "I I bet you're the only guys in town who values product management as much as I do." - Paul Ortchanian. We got lucky; they saw our potential and did our diligence.
Des Traynor laid out the six unique beliefs that guide our vision, mission, and roadmap here at Intercom. You’ll hear from the product managers that led the ideation, planning, and development of these products, and get their unique insights into the ways each of them can uplevel your customers’ experience with your company.
Yeah, and I forced our team to build a trebuchet – in retrospect, that was a very bad idea. Press reviews are kind of blah, sales cycles take too damn long, but you can almost always feel it when it is happening. I felt this incredible intense pressure from the team and also from within myself to launch what we had built.
ServiceChannel is the number one facilities management platform that helps businesses source, procure, manage, and pay for facility maintenance and repair services. This allows facilities managers to drive significant brand equity and ROI for their organizations without outsourcing or investing in new infrastructure.
And so one of the first ones that I came up with and I did like my duediligence and research about this and of course from my own experience and thinking about some of the companies that we work with. So ultimately again you’re trying to create teams that are designed for growth, designed for understanding the customer.
Golden rules for roadmapmanagement. Everyone has a plan until they get punched in the mouth” — Mike Tyson I’ve wrestled with weak roadmaps — even some downright disasters. It was something that happened over time, a term I’ve coined ‘roadmap drift’. The roadmap provided no answer. The issue wasn’t the beginning.
We’re also joined by Melissa Suzuno , who is going to be monitoring the chat and managing your questions in the Q&A. Teresa: For those of you that are Product Talk readers, Melissa writes our Product in Practice series where we’re sharing stories about teams doing great discovery work, so you may have seen her name there.
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