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What is Bad Performance? Before I discuss how you can help an underachieving team, let’s briefly explore what good performance looks like, assuming that an agile, Scrum-based process is used. Second, the team participates in continuous discovery and strategizing , and its members regularly help refine the product backlog.
Guest Post by: Julian Dunn (Mentee, Session 6, The Product Mentor) [Paired with Mentor, Vikas Batra]. I became a productmanager because I wanted to take a more strategic role at my company. Thus, I arrived at the Product Mentor program with ambitions to learn strategy development from a seasoned product mentor.
Guest Post by: Merziyah Poonawala (Mentee, Session 9, The Product Mentor) [Paired with Mentor, Joni Hoadley]. What do you do when your team is working their socks off and yet they are getting little credit for the work being done, mainly because the team isn’t able to set concrete expectations with the stakeholder? THE CAUSE.
But not every product person understands how programming works and whether their team is having a healthy delivery. There is a very famous phrase in management that says: “You can’t manage what you don’t measure.”? What should I follow in the day-to-day of a developmentteam? What does DevOps mean to teams?
Guest Post by: Eric Wang (Mentee, Session 8, The Product Mentor) [Paired with Mentor, Chris Butler]. The notion of a strategy in productmanagement seems like something that only high-level stakeholders at the executive level should care about. Journey Into the World of Strategy. Simple task, right? First Attempt.
Before the advent of agile frameworks like Scrum , a product person—the productmanager—would typically carry out the market research, compile a market requirements specification, create a business case, put together product roadmap, write a requirements specification, and then hand it off to a project manager.
Manage the Product, not the Team. Focus on your job as the productmanager or product owner, and manage the product, not the team. Provide guidance on the product, including its market, value proposition, business goals, and key features. Treat the Team as an Equal Partner.
Instead, you should engage the stakeholders, leverage their expertise, and generate as much buy-in as possible , as I explain in more detail in my article “ Stakeholder Management Tips for Product People.” ” But do not allow people to dominate and tell you what to do, and don’t agree to a weak compromise.
So, it was natural that we should want to develop a talent growth plan for our people. Each month we send out an NPS survey to assess whether the company is being a great place to work, but a few months ago I also sent Google’s manager feedback survey to my team of 10 productmanagers. This is how we did it.
I’ve noticed a frequent executive-level misalignment of expectations across a range of software/tech companies, particularly in B2B/Enterprise companies and where Sales/Marketing is geographically far away from Engineering/ProductManagement. Let’s call it the softwaredevelopment deli counter problem.
A healthy relationship between productmanagement and engineering is critical to building successful products. It’s also essential to creating a team where great people want to work. Here are some of the ways I’ve found for productmanagers to ensure they have a great relationship with the engineering team.
As Marc Wendell described in a Product Mentor video, the foundation of success in both productmanagement and user experience (UX) is solving a problem for a specific user. Products fall short when they include and/or over-prioritize extraneous features that don’t solve that user’s problem.
As productmanagers our job description is pretty simple: to make all of our softwaredevelopment projects succeed. In fact, I would go so far as to say any failures or successes of the team are failures or successes of productmanagement. What are your KPIs for the product post-launch?
With more people entering the Product landscape than ever, now is a good time to help the newbies understand where ProductManagement came from, and how far the industry has come. When Hewlett-Packard ran with his ideas, it introduced an organizational structure where each product group functioned as a separate organization.
Before the advent of agile frameworks like Scrum , a product person—the productmanager—would typically carry out the market research, compile a market requirements specification, create a business case, put together product roadmap, write a requirements specification, and then hand it off to a project manager.
Productmanagers tell me – and the people managingproductmanagers tell me – that one of their biggest challenges is communicating with the developmentteam. People complain about: Developers being poorly motivated, or having a bad attitude about what you want them to build.
Productmanagers tell me – and the people managingproductmanagers tell me – that one of their biggest challenges is communicating with the developmentteam. People complain about: Developers being poorly motivated, or having a bad attitude about what you want them to build.
How long an activity takes can have a huge impact on success or the perception of success when developingproducts. More often than not, teams are overly optimistic on the timeline that will be required to complete an activity. You can put unnecessary pressure on your team. You can miss targets.
Do you find being a productmanager particularly challenging? Take a look at these nine indicators to determine if productmanagement is the right career for you, or not. digital productmanagement positions have never been more pervasive or idolized than they are right now. Let’s be real for a second?—?digital
The last of the four topics particularly caught my eye: “how do you increase the commercial acumen of productmanagers?”. The article suggested that “product people (especially those in Europe) are weak commercially”, which “can lead to bad assumptions, particularly in more complex environments”.
If you manage AI products, the answer is probably “many”. AI productmanagement is a unique beast that can be quite challenging, but there are ways to make it easier. Photo by Skitterphoto from Pexels In 2014, at the ProductX conference, I won second place for my presentation on time management for busy productmanagers.
My journey to productmanagement was not what you might expect , but then again, maybe you would. Three years later I became a web application engineer at a startup that built software for military and private industries. I became director of communications, leading the development of intranets and web applications.
Half of the calls I get from CEOs include requests for ProductManagement to boost productivity in Engineering (aka Development aka Makers). It also signals a lack of trust between the executive team and the development organization: “how do I know I’m getting my money’s worth out of this mysterious process?
Minimum Viable Products: Why You Should Test Before Investing In Ideas Let’s analyze the advantages of MVP-based softwaredevelopment. Why should you invest in MVP development? You can successfully prevent these problems by starting softwaredevelopment with a Minimum Viable Product (MVP).
Productmanagers (PMs) are ninjas of aligning people, management, and processes. No product tool or template can save you if you’re not killing it in these three areas. The best productmanagers are in a continuous state of discovery and know that?—? neither the product nor roadmap are ever static.
Here are cases for when the cooperation between the productteam and the client brakes down for objective reasons. Here I have tried to reveal the most common cases when the cooperation between the developmentteam and the entrepreneur fails for reasons beyond the control of all parties involved. So I wrote this article.
How to solve common dysfunctions in productmanagement Today’s guest is Ben Foster, the Co-Founder and Executive Chairman at Prodify. He is also the co-author of Build What Matters: Delivering Key Outcomes with Vision-Led ProductManagement. It’s not because they’re bad at what they do.
Failing is an eventuality in softwaredevelopment. And yet, the job of the productmanager comes with a level of accountability and scrutiny that is unique. Productmanagers are asked to look after all facets of a product’sdevelopment, from conception to launch. Get your hands dirty!
A topic that’s come up several times recently in my product leader coaching sessions: how much to delegate to the (individual contributor) productmanagers on our teams – including different ways of building product skills and balancing personal empowerment against good results.
My journey to productmanagement was not what you might expect, but then again, maybe you would. Three years later I became a web application engineer at a startup that built software for military and private industries. I became director of communications, leading the development of intranets and web applications.
3 ProductManager job spec requirements that need to go?—?aka aka Moneyball for Hiring ProductManagers When I talk to founders, other Product leaders and recruiters about hiring ProductManagers, the consistent conclusion is: It’s hard. not always, but often for the wrong reasons. What’s going wrong?
Given that cutthroat environment, how do we, as productmanagers, contribute to a strong engineering culture? Great productmanagers want to work with great engineers, but not every engineer knows what it means to work with a productmanager. Why should we care enough to make that our responsibility?
It’s always there, and it follows you around like a bad penny. Tech debt is all of the little things that aren’t quite right about your product behind the scenes. It’s all the workarounds that you’ve found to quickly make the product look and behave the way that it does.
It’s even harder when productmanagers and engineers are bogged down with work that distracts them from their highest leverage activities of identifying problems and building products people want to use to solve those problems. What Is Product Operations? This is where product operations can help.
Why have ProductManagers stopped speaking to customers? Very sadly, most productmanagers I meet today no longer talk directly to customers regularly. I ran a survey with industry insiders and at least 50% of all productmanagers who responded haven’t spoken to a customer recently.
At the beginning of any softwaredevelopment project, managers think of which methodology is between waterfall and agile. It’s essential to follow clearly defined processes or softwaredevelopment life cycle (SDLC) to ensure softwaredevelopment quality. Differences between waterfall and agile 1.
In other words, consider new features to be a bad idea until your organization has researched the need for them and validated that the users will need them. Filed under: guest blogger , productmanagement Tagged: engagement , features. A healthier organizational mindset for new and existing features.
When you design and build a product, it is important that you regularly demo completed work with the team and key stakeholders. Well-run product demos can improve cross-team collaboration, build trust with stakeholders, and boost team morale, as well as enabling the team to respond to change and feedback.
The productmanagement world relies on teams of product people who work in unison toward a central goal. For that reason, each person on the team needs to know exactly what they have to do and how. In the case of someone like a Softwareproductmanager, this may prove challenging.
Instead, you should engage the stakeholders, leverage their expertise, and generate as much buy-in as possible , as I explain in more detail in my article “ Stakeholder Management Tips for Product People.” ” But do not allow people to dominate and tell you what to do, and don’t agree to a weak compromise.
So, it was natural that we should want to develop a talent growth plan for our people. Each month we send out an NPS survey to assess whether the company is being a great place to work, but a few months ago I also sent Google’s manager feedback survey to my team of 10 productmanagers. Productmanager motto?—?Dan
Marty Cagan is a popular name in the productmanagement world. In many ways, he has shaped how successful products are built and how teams can be organized to work toward excellence. Marty Cagan is a well-known figure in the productmanagement and technology industry. Who is Marty Cagan?
It also requires productmanagers to engage much more directly with data scientists about models, predictability, how products work in production, how/why users interact with our products, and how our end users measure success. (Hint: most users don’t understand or care about F1-scores ; they just want to get the right answer.).
Are you thinking of a career in productmanagement and wondering what the productmanager career path looks like? In particular, we look at: What the productmanager’s role involves Their main responsibilities Common productmanagement positions Tips on how to advance your PM career Let’s dive in.
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