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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 software product managers.
Productside | Product Management Courses & Training How Product Management Strategy Turns Struggles into Structure We’ve worked with hundreds of teams stuck in reactive delivery cycles, constantly shipping features but never sure if they’re actually moving the needle. What WellNest needed wasn’t another roadmap or velocity boost.
Productside | Product Management Courses & Training How WellNest Rebooted Product Strategy (eBook Preview) When product teams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Its a product strategy problem. But its product management journey has been far from smooth.
In addition to delivering a keynote at the Product at Heart conference (in case you missed it, you can find the video and transcript of that presentation here ), conference co-organizer Petra Wille also invited me to participate in a fireside chat at the Leadership Forum event. Introduction: What Is ProductDiscovery?
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. Nonetheless, by leveraging foresight and valuable insights, you can cultivate a thriving product management team that works together harmoniously to craft customer-centric products.
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.
Taking charge of a product management team can feel like juggling flaming torchesthrilling, but also risky if you dont have the right game plan. Why the First 90 Days Matter When you lead a new product team, your opening move sets the tone. Your product managers wonder if youll champion them. Roger : Absolutely.
Overview of the Learning Roadmap. Like a modern productroadmap, a learning roadmap states the specific outcomes or benefits you’d like to achieve to become a more competent product person, and it captures them in form of learning goals. To make these ideas more concrete, let’s look at a sample learning roadmap.
Hello, Product Talk readers! It’s time for another installment of Product in Practice. In this series, we highlight the impressive work that forward-thinking product teams are doing. Find our other Product in Practice posts here. During her tenure as a data scientist, Lisa built two predictive products. Tweet This.
Speaker: Peter Taylor, Speaker/Author, The Lazy Project Manager
Peter Taylor will walk through the change process step by step, and look at a tried and tested transformation roadmap: benefits are outlined, solutions to common challenges offered, and tried and tested methods and tools provided. How to guide your management team and change agents on how to get productively business agile.
In our a recent live stream from one of our mentors of The Product Mentor , Ian Moulton, lead a conversation around “Conducting User Research”. We are always looking for more product mentors from all around the world. About The Product Mentor. Better Products. Better Product People. View the live stream….
Productside | Product Management Courses & Training Breaking the Silos: How Product and Engineering Build Better Together In Season 3 of Productside Stories , we sat down with Guy Gershoni , Head of Engineering at genesIT, for a candid conversation on what it really takes to build great products in todays complex tech environments.
Last week, I was in Cleveland for the Industry Product Conference. I spoke about the three mindsets that help a team find success as a continuous discovery team. Becoming a successful discovery team. Product management is changing. Product managers are evolving from focusing on outputs to outcomes. Tweet This.
How first principles can help you design productroadmaps from the ground up. Productroadmaps are no exception. Creating or even updating a productroadmap can feel like being handed a blank sheet of paper and told you have 60 minutes to write a ten-page college essay on a topic you didn’t study for….
Product teams are also held to time-bound goals. Empowered product teams, for example, are asked to deliver outcomes each quarter. They ask product teams to deliver specific features by specific dates. The same is true for product teams. Question: How do you respond to requests for date-based roadmaps?
For Mike Donovan , Senior Vice President of Product at Sauce Labs , the answer to that question is a resounding yes. For Mike Donovan, Senior Vice President of Product at Sauce Labs, the answer to that question is a resounding yes. Mike began his career as an engineer and transitioned into product about five years ago.
Yet most product managers still rely on long documents, jargon-filled briefs, and clunky slide decks that dont land with the people who matter. Its a technique borrowed from the world of film and designbut it might just be the most underrated tool in a product managers toolbox. And if it isnt understood, it wont get built.
This month’s roundtable brought together a powerhouse panel to explore one of the biggest challenges in product careers today: How do you grow, scale, and stay effective across radically different company environments? Some situations require assertive leadership. Strategic PMs impact the organization, not just the roadmap.
The beauty of continuous discovery is that there’s no single right way to do it. For example, while Teresa recommends creating a product trio that includes a product manager, engineering lead, and a designer, she acknowledges that some product trios might be made up of slightly different members. Tweet This.
Listen to the audio version of this article: [link] A Product Strategy System The product strategy system in Figure 1 consists of four main parts: people, processes, principles, and tools. Having said this, the system in Figure 1 captures the specific product strategy approach Ive created. [1]
Unlike a line manager, you usually don’t manage the development team and stakeholders as the person in charge of the product, and the individuals don’t report to you. You rely on them to design, implement, market, sell, and support the product. Show people that you value their ideas and concerns and involve them in product decisions.
Unlike a line manager, you usually don’t manage the development team and stakeholders as the person in charge of the product, and the individuals don’t report to you. You rely on them to design, implement, market, sell, and support the product. Show people that you value their ideas and concerns and involve them in product decisions.
Leading a product team (or several teams) comes with its own set of challenges that’s often similar to but distinct from the hurdles individual product contributors face. That’s why it’s especially enlightening when you encounter a product leader who is willing to openly share the challenges they’ve faced. Teresa: Okay.
I’ve been thinking about the challenges of managing product teams by outcomes. So I started to wonder: How do we empower product teams? How do managers monitor and provide feedback without dictating and controlling? But before we get to those questions, let’s first explore why managing product teams by outcomes matter.
Guest Post by: Lamia Benhaddou (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Amanda Ralph]. Amanda had 18 years of product management experience and was able to clearly foresee the obstacles I might encounter in my new role. Indeed the role of a product leader is different to that of a product manager.
I talk to a lot of PMs and I ask them (and everyone who subscribes to my newsletter) the same question: what’s your biggest struggle as a Product Manager? Having put together a fairly popular resource on product prioritization methods, I would’ve hoped the situation to be different. Culprit #1: Mr. Roadmap. But it’s not.
Be Prepared to Look after People, Not Products. When you become a head of product, you move into a line management position. Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. Grow Your Leadership Skills.
One of the most common responses I get when I talk about continuous discovery is: “That would never work in my organization.” But after working with thousands of product people and organizations of all kinds, I can tell you that everyone is capable of making progress on their continuous discovery journey. What Is Discovery?
I want to share a little bit more about the work that I am doing there as I think it’s relevant for people working at companies who are starting to adopt continuous discovery practices (in other words, many of you). Students learn the same design process I teach to the product teams that I coach. It will look very familiar to you.
Listen to the audio version of this article: [link] Organise the Team around a Product As the name suggests, a product team is focused on a product. A first step to form effective product teams is therefore to identify the products in your organisation. But what is a product? This sounds simple enough.
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.
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.
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.
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.
Prioritization is where productleadership gets tested. This new Patreon-exclusive article in the Roadmap to Mastery series explores how to lead prioritization with structure, confidence, and buy-in. Balancing technical constraints, stakeholder agendas, and long-term goals is hard.
Listen to the audio version of this article: [link] Introduction To discuss empowerment in product management, I find it helpful to distinguish three main levels of decision-making authority, product delivery, productdiscovery, and product strategy, as the model in Figure 1 shows. [1]
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.
The Head of Product Role. A head of product is someone who manages a group of product people—individuals who look after one or more products and who may be called product manager or product owner. The responsibilities I share below are based on my work with product leaders and product practitioners.
Bruce McCarthy was the president of the Boston Product Management Association, is the founder of consultancy Product Culture and co-wrote the book on roadmapping, ProductRoadmaps Relaunched. A really good roadmap is a story about the future – and why it’s going to be awesome for everyone involved.
How product managers can navigate leadership challenges Today we are talking about four leadership motions that enable increased organizational effectiveness and productivity and alleviate organizational friction, waste, and indecision. Sharing the four leadership motions with us is Janice Fraser.
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. Meet new Product Talk instructor Ellen Brandenberger!
In a recent episode of Behind the Strategy: CX Leadership in Action , Alchemer CMO Bo Bandy sat down with Company Sage CEO Andrew Pierce and COO Jeff Cummings to unpack how they’ve turned CX into a strategic advantage. Instead of blasting all 80,000 customers at once, they send surveys in rolling batches to keep the workload manageable.
For the 50th episode of The Product Experience, we’re proud to have Chris Adams join us to talk about making your products more sustainable. How to understand your product or company’s carbon footprint: carbonanalytics.com. The Product Experience is hosted by Lily Smith and Randy Silver. normative.io.
As the person in charge of the product, your aspiration should be to lead the stakeholders in order to create value together and achieve product success. In reality, however, some product people either aim to please the stakeholders by saying yes to their requests or by brokering compromises. Form a Stakeholder Communi ty.
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