Other Product Management Notes
Product Lifecycle
Product Responsibilities Spectrum <ul><li>Engineering  </li></ul><ul><ul><li>- How </li></ul></ul><ul><li>Project / Progra...
<ul><li>Define </li></ul><ul><li>Design  </li></ul><ul><li>Develop  </li></ul><ul><li>Partner </li></ul><ul><li>Market </l...
SHORT TERM DELIVERABLES FOR LONG TERM GOALS <ul><li>To improve your output on strategic issues </li></ul><ul><li>What will...
How to Define “Define” in your Company ….improving strategy decisions <ul><li>Product Innovation Funnel </li></ul><ul><li>...
Product Innovation Funnel
Product Innovation Funnel <ul><li>Must analyze and prune at every stage </li></ul><ul><li>It OK, actually good if work on ...
Product Boards <ul><li>Resource Trade-off Decisions </li></ul><ul><li>Communication Outside of Project Team </li></ul><ul>...
Why Supporting Sales (Customer Support) Isn’t too Bad … <ul><li>While training sales is required and </li></ul><ul><li>Cus...
WULA <ul><li>Who are you?  </li></ul><ul><ul><li>Your company, your role (analyst, “Mom”) </li></ul></ul><ul><li>What do y...
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Other Product Mgt Notes

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  • Stanford Continuing Studies: Bus100 - Building Software Products
  • Stanford Continuing Studies: Bus100 - Building Software Products 4/3/08
  • Stanford Continuing Studies: Bus100 - Building Software Products 4/3/08
  • Stanford Continuing Studies: Bus100 - Building Software Products 4/3/08
  • Stanford Continuing Studies: Bus100 - Building Software Products 4/3/08
  • Stanford Continuing Studies: Bus100 - Building Software Products 4/3/08
  • Stanford Continuing Studies: Bus100 - Building Software Products 4/3/08
  • Stanford Continuing Studies: Bus100 - Building Software Products 4/3/08
  • In enterprise, product managers should know customers personally Stanford Continuing Studies: Bus100 - Building Software Products 4/3/08
  • In enterprise, product managers should know customers personally Stanford Continuing Studies: Bus100 - Building Software Products 4/3/08
  • Other Product Mgt Notes

    1. 1. Other Product Management Notes
    2. 2. Product Lifecycle
    3. 3. Product Responsibilities Spectrum <ul><li>Engineering </li></ul><ul><ul><li>- How </li></ul></ul><ul><li>Project / Program Management </li></ul><ul><ul><li> - Organizing development and release/launch tasks </li></ul></ul><ul><li>Product Management </li></ul><ul><ul><li> - What / Inbound (“product owner/GM”) </li></ul></ul><ul><ul><li>- Agile “Product Owner” and “Product (Marketing) Manager” </li></ul></ul><ul><li>Product Marketing </li></ul><ul><ul><li>- Messaging / Outbound </li></ul></ul><ul><li>Marketing Communications </li></ul><ul><ul><li>– Company level communications: branding and advertising </li></ul></ul>
    4. 4. <ul><li>Define </li></ul><ul><li>Design </li></ul><ul><li>Develop </li></ul><ul><li>Partner </li></ul><ul><li>Market </li></ul><ul><li>Sell </li></ul><ul><li>Market & competitive analysis </li></ul><ul><li>Product feedback / customer usage analysis </li></ul><ul><li>=> portfolio strategy (roadmaps) & product strategy (biz case) </li></ul><ul><li>Prototypes, requirements, & feedback </li></ul><ul><li>Project plan & financial plan </li></ul><ul><li>Internal: supporting development, QA, release; refining requirements </li></ul><ul><li>External: beta programs, usability testing, dev partnering </li></ul><ul><li>Sales/OEM partners </li></ul><ul><li>Internal partnerships </li></ul><ul><li>Product launch (collateral, training, reviews) </li></ul><ul><li>Product marketing (PR, ads, events, direct, channel, user groups, pricing) </li></ul><ul><li>Sales support / evangelism </li></ul><ul><li>Customer support </li></ul>Product Managers:
    5. 5. SHORT TERM DELIVERABLES FOR LONG TERM GOALS <ul><li>To improve your output on strategic issues </li></ul><ul><li>What will help us increase revenue by 50% in 12 months? </li></ul><ul><li>What can we do now to figure that out? </li></ul>
    6. 6. How to Define “Define” in your Company ….improving strategy decisions <ul><li>Product Innovation Funnel </li></ul><ul><li>Product Board </li></ul>
    7. 7. Product Innovation Funnel
    8. 8. Product Innovation Funnel <ul><li>Must analyze and prune at every stage </li></ul><ul><li>It OK, actually good if work on an item that doesn’t go to next phase. </li></ul><ul><li>Need to figure out how and who makes a decision at every phrase </li></ul>
    9. 9. Product Boards <ul><li>Resource Trade-off Decisions </li></ul><ul><li>Communication Outside of Project Team </li></ul><ul><ul><li>Include: Marketing, Sales, Biz Dev, Operations </li></ul></ul><ul><li>Stakeholder Discussion and Buy-In </li></ul><ul><li>Go / No-Go Decisions </li></ul><ul><ul><li>Who Makes What Decisions (CEO, Product Board, Product Manager)? </li></ul></ul>
    10. 10. Why Supporting Sales (Customer Support) Isn’t too Bad … <ul><li>While training sales is required and </li></ul><ul><li>Customer surveys and site analytics are important </li></ul><ul><li>Talking to actual users is imperative </li></ul><ul><li>Basic client analysis </li></ul>
    11. 11. WULA <ul><li>Who are you? </li></ul><ul><ul><li>Your company, your role (analyst, “Mom”) </li></ul></ul><ul><li>What do you do? </li></ul><ul><ul><li>What problems trying to solve? How do you provide value? </li></ul></ul><ul><li>Win: </li></ul><ul><ul><li>Why us? What didn’t like? </li></ul></ul><ul><li>Usage: </li></ul><ul><ul><li>What problems solving with what features? </li></ul></ul><ul><li>Loss / Attrition: </li></ul><ul><ul><li>Why not us? How solving now? Is there a feature / issue resolved in which consider later? </li></ul></ul>

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