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
Photo by rawpixel on Unsplash ProductManagers are one of the top ten careers that are trending right now. During these meetups, one conversation topic that always seems to come up is what productmanagers typically do every day, and that’s a question that’s been asked numerous times on all the online forums I visit.
Productmanagement doesn’t run Engineering; Engineering runs Engineering. And at least in public, Engineering and Product leadership need to be shoulder-to-shoulder , actively supporting each other at every turn. But there are some engineering team configurations that I see as problematic. So
Crafting a winning product strategy is crucial for SaaS success, and finding the right product strategy example can provide all the inspiration you need. This article provides concrete examples of different product strategies employed by SaaS companies. Apple consistently pioneers products through innovation.
When you’re managing beta and delta testing, you’re tasked with providing accurate, useful insights to several different stakeholders — reporting and prioritizing issues for Engineering and QA, feature acceptance for ProductManagement, contextualizing insights for UX, even testimonials for Marketing.
Those which I think are particularly relevant to productmanagement include: A new database system for storing and accessing personal data. If you choose an employee you are legally obliged to give them support, training and resources, and you should give them time to do their job.
Engineers, productmanagers and designers got to see their product used. Moreover, having the entire team (not just productmanagers or designers) closely engaged with user feedback allowed engineers to have more informed, user-centric opinions. Observe them using your product, if relevant.
Again, I am not saying this is the only way a product organization would look, but this is a possibility. The senior manager has P&L (Profit and Loss) responsibility for the entire product line, including ProductManagement (for this product line), Customer Support, Training, etc.
TCO includes not only the initial purchase or development costs but also ongoing expenses like licensing, support , training, maintenance, and upgrades. It’s made up of all expenses associated with acquiring, implementing, using, and maintaining a software solution throughout its lifecycle.
They’re on the front lines fielding messages from customers trying to use the product to achieve their own goals. Support’straining must therefore delve into far more detail. In this case, the WHY takes a backseat to the WHAT and HOW of your product.
They’re on the front lines fielding messages from customers trying to use the product to achieve their own goals. Support’straining must therefore delve into far more detail. In this case, the WHY takes a backseat to the WHAT and HOW of your product.
Filed under “whiny excuses from productmanagement for missing delivery dates.” So IMHO, calling something an MVP invites chaos. Stakeholders keep expanding the definition of ‘done’, since we can’t ship a real revenue product without features A, B, C, X, Y and Z. Subtle distinctions are lost.
Using product analytics and personas , productmanagers can furnish sales with the optimal customer profiles for active and engaged users. And via their customer interactions they’re a unique source of input to the product team regarding any barriers customers are encountering that might delay or derail their long-term loyalty.
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