This presentation was provided by Patricia Brennan of the Chan Zuckerberg Initiative on Tuesday, Feb 25, during the NISO Plus Conference in Baltimore, Maryland.
4. NISO Plus Meeting February 2020 4
Definitions
Product Manager
Product Management
5. SciTech All Hands July 2018 (UX Research)
Desirability
Do customers
value and want
the solution?
Is it creating
value for the
organization?
Feasibility
Is the
experience
technologically
feasible?
Is it usable?
Viability
Does it scale and
is it sustainable?
Does it meet
ethical, privacy,
and security
considerations?
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Titles may vary
Project Manager
Solution / Product Analyst
Product Owner
Strategist
Content Manager
Business Developer
Product Marketing
Expectations don’t
Knowledge of the user
Knowledge of the customer
Knowledge of the metrics, data
Knowledge of the organization
Knowledge of the industry
Knowledge of the technology
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Role Scope
Product Management
What We Do Collaborate and Serve
Our Tools Narratives & Data
Our Role Clarity
What we Deliver Value
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Product Lifecycle framework
collaborate to develop sustainable products
Ensure long-term support
Sustain, Support, Sunset
(Maturity)
Sustainability plan (community,
funding/revenue)
Manage expectations and
transition existing customers
Scale to users and need
Growth
(Scaling)
Deliver to a broader market or
new markets
Scale support, operations,
metrics
It is important to continue to
measure, evaluate, and learn at
this stage
Hypothesis evaluation
Delivery and Evaluation
(Validation)
Evaluate ideas and identify risks
to success
Deliver product (customer
collaboration), work closely with
cross-functional teams to launch
Deliver whole product solution
Find problems and opportunities
Concept Discovery
(Exploration, Incubation)
Initial build/buy/partner
assessment
Identify and evaluate prototypes
early and often
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Product Lifecycle framework
Projects don’t always become sustainable products
Ensure long-term support
Sustain, Support, Sunset
(Maturity)
Sustainability plan (community,
funding/revenue)
Manage expectations and
transition existing customers
Scale to users and need
Growth
(Scaling)
Deliver to a broader market or
new markets
Scale support, operations
It is important to continue to
measure, evaluate, and learn at
this stage
Hypothesis evaluation
Delivery and Evaluation
(Validation)
Evaluate ideas and identify risks
to success
Deliver product (customer
collaboration), work closely with
cross-functional teams to launch
Deliver whole product solution
Find problems and opportunities
Concept Discovery
(Exploration, Incubation)
Initial build/buy/partner
assessment
Identify and evaluate prototypes
early and often
Project
Built without value understood
Whole Product
Funding has an end date and funders are not the customer
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Trends: Opportunities
Core Value
Ethical
Authoritative Sources
Algorithms
AI & Machine Learning
Shared Infrastructure
Knowledge Graphs
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Skills
Domain Knowledge
Deep Empathy &
Understanding
Data Driven
Technology Adept
Business Acumen
Capabilities
Strategic Vision
Influence
Evangelism
Collaboration
Stakeholder
Management
&
My perspectives on product management including some challenges and opportunities that exist today for those of us working the information arena - that is publishers, librarians, and ‘vendors’
I’d like to provoke thinking with my definition of product management and perhaps to challenge the audience to think about how they define product at their organization and whether it is in fact an integrated discipline or a function regardless of the state of product, I’d like to get some thinking and conversation going about some of those opportunities and challenges
Some Perspective on PM. First I’d like to start with a brief discussion of what product management is in my view based on my experience, my continually learning and relearning concepts, tools, and processes in what is fairly dynamic discipline today. What is Product...product manager, management,
Definitions:
The real role of the product manager in the organization is to work with a team to create the right product that balances meeting business needs with solving user problems.
Perri, Melissa. Escaping the Build Trap (Kindle Locations 551-553). O'Reilly Media. Kindle Edition.
to discover a product that is valuable, usable and feasible where
Product = Customer x Business x Technology
Marty Cagan
These manifest as certain core product principles
Deep knowledge of the customer
Deep knowledge of the data
Deep knowledge of the business environment, the organization
Deep knowledge of the market and industry
Subject matter experts
Product management is relentless
Discuss wearing of hats here
These map decently to our Tech Maturity Levels
What we don’t have yet is how to clearly progress to the next stage; we need to spend time together working on what this means for CZI
Discuss wearing of hats here
These map decently to our Tech Maturity Levels
What we don’t have yet is how to clearly progress to the next stage; we need to spend time together working on what this means for CZI
The information economy has not yet been transformed by technology but the signals are there and will likely lead to rethinking what it means to publish, to acquire, curate, make available, and preserve information