Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Great companies are built on great products.

Product Management aims to clarify objectives, priorities and help focus efforts on them.

  • Login to see the comments

  • Be the first to like this

Great companies are built on great products.

  1. 1. Prepared by Paul Ortchanian for Founder Institute 11.09.17 Great companies are built on great products.
  2. 2. P.2  ̄ CEO……………………………………….We need to do this! Product Manager…………………..We need to do this, here’s why! Product Designer………………….We have to do this, here’s what! Product Developer…………………We have to do this, here’s how! Project Manager…………………….Who works on it and by when
  3. 3. P.3  ̄ WHY WHAT HOW
  4. 4. P.4  ̄ The WHY Product Manager It’s *MY* job to make them care. it’s *MY* job to make ME care. and it’s *MY* job to Sell the Goddam Dream... Every. Fucking. Day.
  5. 5. P.5  ̄ The WHAT Product Manager & Designer (UI/UX) There are two ways of constructing a software design: One way is to make it so simple that there are obviously no deficiencies, and the other way is to make it so complicated that there are no obvious deficiencies. The first method is far more difficult.
  6. 6. P.6  ̄ The HOW Product Developer I don’t spend my time pontificating about high-concept things; I spend my time solving engineering and manufacturing problems.
  7. 7. P.7  ̄ The WHEN Project Manager We have the right team to make this product launch happen. I’ll flags and escalates any issues that appears to be at risk for either a budget overrun or a schedule slippage. We’ll update our marketing communications by [enter date]. I’m coordinating the timing for sales training.
  8. 8. P.8  ̄ In the beginning, everyone will talk about scope, and budget, and schedule, but in the end, nobody really cares about any of those things. The only thing they care about is this: People will love your software, or they won’t. So that’s the only criterion to which you should truly manage. —Joseph Kleinschmidt, CTO, now a CEO
  9. 9. P.9  ̄ Share the Big Picture *YOUR* job to Sell the Goddam Dream…
  10. 10. P.10  ̄ Chart the product strategy, make sure it’s aligned and supports the company's business strategy. Clarify objectives and priorities, and help focus efforts around them. Making a difference…is the biggest motivator for engineers. Connect the vision with the team’s work. What you are in charge of is mapping out the steps that your team is going to take to fulfill your product vision. Product Manager *YOUR* job to Sell the Goddam Dream... Every. Fucking. Day.
  11. 11. P.11  ̄ Research “Research is the center around which all of the other dynamics of product management find their orbit. To overlook research is to overlook the lifeblood of product management.” Product Manager *YOUR* job to Sell the Goddam Dream... Every. Fucking. Day.
  12. 12. P.12  ̄ Do you need a faster horse? “Don’t ask customers what features they need; understand what problems your customers (and potential customers) experience so your team can design a brilliant solution.” Product Manager *YOUR* job to Sell the Goddam Dream... Every. Fucking. Day.
  13. 13. P.13  ̄ Do you, team members and The CEO understand how the product will benefit the organization in the next three years? Product Manager *YOUR* job to Sell the Goddam Dream... Every. Fucking. Day.
  14. 14. P.14  ̄ Product Roadmap an annoyance that must be changed constantly.
  15. 15. P.15  ̄ A product strategy which is aligned and supports the company's business strategy The mission Strategies Objectives The Intermission The releases To make the WHY and WHAT transparent to team members and the CEO.
  16. 16. P.16  ̄ 1- Hypothesis If we do build or provide said thing then these people will get some desirable outcome. We’ll know when an actionable metric is met. Intermission
  17. 17. P.17  ̄ 2- Value proposition Centering on unique value proposition is a strong method for ensuring the team stays focused on what matters. Intermission
  18. 18. P.18  ̄ 3- Problem to be solved This should be straightforward because you studied the market & competitive landscape. You live & breath metrics and understand your prospective buyers & users. Intermission
  19. 19. P.19  ̄ 4- Why the project is valuable A paragraph centered around the customer, the problems they face and how your solutions will solve it. The top 3 - 5 business drivers and what the initiative will try to do over the next 3 - 12 months. Intermission
  20. 20. P.20  ̄ 5- Strategic Importance New Revenue: New income that is projected to be generated; Incremental Revenue: Additional income from existing customers by now being able to charge for an upgrade or additional services; Retained Revenue: Income that’s not lost because customer churn is reduced through reliability, usability or functionality improvements.; Cost Savings: Any type of operational efficiency that is gained inside the company. Leverage assets: Transformational idea for future growth or profit Intermission
  21. 21. P.21  ̄ 6- Success criteria These key performance indicators stem from your in-depth knowledge of the current product metrics. They should be expressed as clear targets (ex: Increase total number of login from 3000/day to 10,000/day). Intermission
  22. 22. P.22  ̄ What’s next?
  23. 23. P.23  ̄ Product management is about about saying the same thing over and over again to make sure people understand it. Intermission
  24. 24. P.24  ̄ So go ahead and repeat your strategy, give people the information they need and fine-tune. Repetition promotes alignment among diverse groups within your organization, clarifies objectives and priorities, and helps focus efforts around them. Product Manager *YOUR* job to Sell the Goddam Dream... Every. Fucking. Day.
  25. 25. P.25  ̄ Value/Effort = Priority
  26. 26. P.26  ̄ We need to evaluate every opportunity on its business value and its relative complexity. I have a draft set of priorities. Would you help me refine it?
  27. 27. P.27  ̄ Value versus complexity Quadrant High HighLow Complexity / Effort / Risk Business Value
  28. 28. Thank you