Remove Product Manager Remove Reference Remove Support Training
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I’ve abandoned “MVP”

Mironov Consulting

Almost without fail, I find that the “maker” side of software companies (developers, designers, product folks, DevOps, tech writers…) and the “go-to-market” side of software companies (sales, marketing, support, customer success.) We spin up outbound marketing/support efforts too early. have irreconcilable definitions of MVP.

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Two Development Team Configurations I Lobby Against

Mironov Consulting

Product management 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

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Creating a Product Launch Training Program

ProductPlan

In this case, the WHY takes a backseat to the WHAT and HOW of your product. In the support training, the subject matter can extend into technical details. Building up a knowledge base and FAQ helps the support team out, so they have a quick reference. Answer common questions customers ask.

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Creating a Product Launch Training Program

ProductPlan

In this case, the WHY takes a backseat to the WHAT and HOW of your product. In the support training, the subject matter can extend into technical details. Building up a knowledge base and FAQ helps the support team out, so they have a quick reference. Answer common questions customers ask.