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In this episode of “Product Excellence: Insights from Award-Winning Leaders | Strategies for Success,” Garrett Lang explains why daily communication with developers is crucial for product managers. Garrett stresses that while other team members might not require daily touchpoints, developers do.
Sustainability in Product Development: More Than Just an ESG Initiative Sustainability in product management isnt just about reducing waste. The companies leading in sustainability arent just meeting ESG goals; theyre cutting operational costs, improving brand trust, and increasing customer loyalty.
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. This can make it challenging to help a development team improve.
Be clear on the reason why the meeting is needed. What’s the meeting about? Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. Carefully consider who should participate in the meeting to achieve the objective you have set. 1 Set an Objective.
Speaker: Edie Kirkman - VP, Digital at Focus Brands
By tapping into the wealth of customer and application data, product professionals can identify underutilized features, prioritize improvements, and streamline development efforts in partnership with the development team.
The core focus of these activities is on thorough market research, continuous customer engagement, and strategic product development. Market Research As software product managers navigate the complex landscape of product development, market research emerges as a crucial first activity.
That’s exactly what I witnessed at PDMA’s recent Inspire Innovation Conference, where Mike Hyzy demonstrated a groundbreaking approach to AI Design Sprints that’s revolutionizing product development acceleration. He emphasized a fundamental shift in how we should approach product development.
Even more concerning, products typically lose 50% of their innovative value during development as unique ideas get compromised to fit existing systems. Products typically lose 50% of their innovative value during the development process. Doug shared that the average manager wastes 3.5
In today's rapidly evolving market, product managers face the challenge of driving innovation while also meeting the needs and expectations of their existing user base. This webinar aims to equip you with strategies and insights to successfully navigate this delicate balancing act.
This episode is sponsored by PDMA, the Product Development and Management Association. This speaker gave a keynote on “Reimagining Engagement in Product Development and Management: A Masterclass on the Employee Experience in the Future of Work.” Is this a place I can raise my hands in meetings and give my best ideas?
Meet the Continuous Discovery Champion, Eva Spexard Meet Eva Spexard, the Head of Operations and People at Passion.io. We found that one of the main reasons not to do professional development was that there was no dedicated time, which made it difficult to be unavailable during the workday for professional development.
Building a “Growth Culture” Starts with Improving Professional Development Conversations By JANA PAULECH “We need to develop a growth culture in our team…” “We need people to have a growth mindset…” Working in the product capability space I have lost count of how many times I have heard some version of this from product or P&C leaders.
Her path highlights how responsibilities evolve from hands-on product development to strategic business leadership, emphasizing the importance of continuous learning, vulnerability, and strong relationship-building skills. As a new product manager, Kim faced the common challenge of understanding her company’s technical landscape.
Speaker: Donna Shaw - Senior Product Manager & Eric Frierson - Director of Innovation for Public and School Libraries
Product management goes beyond product development; it involves nurturing a cohesive team. Collaborating with cross-functional teams can be overwhelming, particularly when objectives diverge. Establishing effective communication channels with team members and stakeholders can be a daunting task.
” This straightforward idea makes innovation something everyone in the company can understand and participate in, not just the people in research and development or product design. Conclusion Driving innovation in product management is about more than just developing new features or technologies.
How product managers are transforming innovation with AI tools Watch on YouTube TLDR In this deep dive into AI’s impact on product innovation and management, former PayPal Senior Director of Innovation Mike Todasco shares insights on how AI tools are revolutionizing product development.
Using existing behavioral and habit formation research, I developed and employed a simple and effective framework. Create rapport in a new relationship Fix rapport in an existing relationship Maintain rapport in an existing relationship Observe Develop and refine your understanding of you, particularly as you operate in a work context.
By expressing appreciation for the contributions of team members—whether it’s the extra hours an engineer put in to solve a tricky bug or the creative solution a designer developed—product managers can foster a sense of camaraderie and shared purpose. In turn, this builds trust and encourages open communication.
Speaker: Luke Freiler, CEO and co-founder of Centercode
A lucky few companies are ramping up to meet skyrocketing demand for distance-friendly products and services. Use Product Management Today’s webinars to earn professional development hours! Attendance of this webinar will earn one PDH toward your NPDP certification for the Product Development and Management Association.
To ensure everybody is clear on how the tool suite will develop over the coming years and the outcomes it should achieve, you create the portfolio roadmap shown in Figure 1. [3] Any feature shown on the roadmap must help meet the corresponding outcome. Capture the high-level work (features) necessary to meet the goals.
Asynchronous work requires structure – not just fewer meetings, but better workflows, clarity, and shared documentation. We developed a series of exclusive frameworks and step-by-step strategies to help you turn these insights into action. On Leading Hybrid Product Teams: Hybrid isnt just about tools – its a design problem.
Lack of Empathy While you can use sentiment analysis to uncover user emotions, AI-based tools are no replacement for meeting users and customers. 10] Conversely, if you cannot meet actual users, you risk making suboptimal or wrong strategic decisions. Strategy development will therefore continue to be a deeply human activity.
Invest in Team Development : A great leader empowers their team members to grow and succeed. Meet the Roundtable Experts We were joined by two outstanding product leaders: Aarti Iyengar , Sr. Lead with Influence : Align teams, shape strategy, and drive organizational vision.
From meeting stringent deadlines to insufficient resources being available to carry out customer research, there is a range of reasons why customer empathy could be missing in product development. In this session, Esther will talk about: What customer empathy is and what tools & strategies you can use to develop more empathy.
Recently, at Hemnet, Sweden’s beloved property platform, she led product development that drove a 130% increase in top line revenues, making it the growth engine of the business. This evolution in understanding reflects broader changes in how modern organizations approach product development.
You know, though, that it is impossible to add the feature to the development effort. What’s more, you suspect that John’s request may be motivated by the desire to meet his sales targets. The development team is struggling to implement the agreed features, and, as you know, we can’t push out the date.”
The lesson I learned that there is much more in developing your personal professional network than they cover. First, I do not like the focus on social media, while face to face meetings are mostly neglected. There is almost nothing on how to achieve meaningful face to face meetings. You can give back to your network.
The product owner is accountable for “developing and explicitly communicating the product goal.” Scrum is a simple framework designed to facilitate the development of complex products. Such a goal aligns the stakeholders and development teams, and it directs their work.
Unfortunately, little has changed in the world of product management education, training, or preparation to meet today’s high demand. With all the technological improvements relevant to product management, there is an increasing need to educate new product managers as well as upgrade the abilities of experienced professionals.
Looking at a start-up company maybe there is no need to do a detailed stakeholder map as the product manager usually is well connected and already has update meetings on a regular basis with all relevant stakeholders like the CEO or VP of commercial operations. Secondly, when should you spend time to identify stakeholders ?
This includes a sound understanding of the market, the user and customer needs, and the competition as well as solid product management skills such as the ability to develop an effective product strategy and an actionable product roadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
The Lessons from Failed AI Initiatives If youve ever sat through a meeting where someone excitedly suggests Lets use AI! The Perfectionists : Companies that spend years trying to develop the perfect AI model, only to realize that by the time its ready, their competitors already deployed simpler, imperfect, but working solutions.
Why not just use the team to generate ideas, pick the best ones yourself and deliver the spec to the team to develop it? Well for one if your developers don’t agree with the direction they may simply refuse to make it. I would then start the meeting off by presenting the product objectives again and ask the team for any ideas.
Speaker: Ian Thompson, Head of Business Intelligence at King, and Zara Wells, Strategic Customer Success Manager at Looker
King uses almost a competitive launch strategy for new games, as each game has a series of KPIs that it needs to meet. King’s product managers rely heavily on analyzing product features using analytics data and visualization to improve outcomes.
Listen to the audio version of this article: [link] 1 Complement Scrum with a Product Discovery and Strategy Process Scrum is a simple framework that helps teams develop successful products. Continue the discovery and strategy work while the product is being developed. But don’t stop there. Otherwise, you discard it, at least for now.
This team consists of a product owner , a Scrum Master , and several developers, which are also known as development team. Forming such a team connects the person in charge of the product—the product owner—with the people who design, architect, program, test, and document the solution—the developers. Invest in team building.
The LAUNCH framework, developed by James Whitman, helps organizations bring new products to market more effectively. Once a year, clients get to meet with a senior product manager to discuss their priorities. More than half of B2B product launches don’t reach their financial goals.
It helps reveal how effectively a company meets its customers’ needs and expectations. Product/service satisfaction surveys : These assess how well a specific product or service meets customer expectations. Customer satisfaction surveys are more powerful than you might think. Conditional follow-ups can also be useful.
More meetings. We’ve developed an entirely new way for GTM leaders to identify and execute proven, data-driven strategies that drive revenue. Longer sales cycles. Increasingly discerning buyers. Intensifying competition. Economic uncertainty. Thankfully, there’s an answer.
One way to achieve this is to use Non-Violent Communication (NVC), a conflict resolution framework developed by Marshall Rosenberg. It’s about establishing a dialogue, developing a shared perspective on what happened, agreeing on the changes required, re-establishing trust, and rebuilding the relationship.
The SAFe product owner is tactical in nature and focuses on working on the product backlog and guiding the development teams. An agile development team does a good job if the memebers can reliably meet the agreed goals and create software that offers a great user experience and exhibit the desired quality.
Applying the criteria will significantly increase your chances of creating a realistic, actionable product roadmap that clearly describes the value your product should create and that aligns stakeholders and development team members. Features Goal-directed : Each feature must be required to meet a product goal on the roadmap.
Learning to Build: How coding bootcamps helped Maya develop problem-solving skills. Networking for Success: How meeting the right people helped her land her first PM role. From Banking to Tech: Lessons from her time at JP Morgan and pivoting into entrepreneurship.
Speaker: Sneha Narahalli - VP, Head of Product at Sephora
The first and most important step in product development is finding PMF. Regardless of whether you work for a startup or a larger business, its critical to understand what product meets the needs of your audience, what unique value proposition this product is bringing to the market, and when you are straying away from the identified PMF.
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