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Confessions of a product manager
This document discusses lessons learned from managing products over many years. It covers topics like failing to focus on the problem to be solved, getting lost in solutions rather than understanding needs, and managing without a clear strategy or vision. Key lessons include starting with the why rather than the what, focusing on building the right thing rather than fast, listening to users and customers, and ensuring the team owns solutions. Case studies demonstrate how these lessons play out in real products. The conclusion emphasizes that a product manager must understand the business, embrace technology, and listen to users to act as an effective ambassador between these groups.
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Confessions of a product manager
- 1. CONFESSIONS OF A PRODUCTMANAGER FAILING IS EASY, MOVING ON IS HARD
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- 3. INSPIRATION FOR PRODUCTX CASE STUDY 1:
- 5. INSPIRATION FOR PRODUCTX KAIZEN
- 6. INSPIRATION FOR PRODUCTX TEAM DYNAMICS
- 7. INSPIRATION FOR PRODUCTX MY SCRUM ROLES 2008 - 2011 2011 - 2012 2012 - 2015
- 8. GETTING LOST INTHE SOLUTION CONFESSION 1
- 9. GETTING LOST INTHE SOLUTION FRICTION
- 10. GETTING LOST INTHE SOLUTION START WITH WHAT
- 11. GETTING LOST INTHE SOLUTION START WITH WHY
- 12. START WITH WHAT VISIONSTATEMENT ▸ Product X is an integration platform, bringing information from different systems.
- 13. START WITH WHY VISIONSTATEMENT ▸ I believe in delivering great messages to my audience in their language. ▸ You can achieve this by increasing the quality of your content, keeping to your company style guides and branding, increase reuse and bringing information to your authors. ▸ Product X is a tool for your authors that connects your language tools, content repositories and terminology systems together to increase the quality of your content.
- 14. START WITH WHAT USERSTORY ▸ As an editor, I want to create profiles for quality rules, so that I can group my rules.
- 15. START WITH WHY USERSTORY ▸ As an editor, in order to adapt to different requirements of my teams, I want each team to have their own set of quality rules.
- 16. START WITH WHAT TECHNICALTASK ▸ Abstract the data layer for other data sources.
- 17. START WITH WHY TECHNICALTASK ▸ Why? We cannot force customers to switch databases. Migration of data is expensive and time consuming. ▸ How? Abstract the data layer making it easier to support new database providers. ▸ What? Support SQL Server and MySQL.
- 18. FOCUS ON THEPROBLEM LESSON LEARNT 1
- 19. FOCUS ON BUILDINGTHE RIGHT THING CONFESSION 2
- 20. Build it fast Buildthe right thing Build the thing right Sweet Spot
- 21. Build it fast (SM) Buildthe right thing (PO) Build the thing right (Team) Sweet Spot
- 22. Build it fast (SM) Buildthe right thing (PO) Build the thing right (Team) Conflict
- 23. Build it fast Buildthe right thing Build the thing right Everyone’s Responsibility
- 24. STRIVE FOR QUALITY LESSONLEARNT 2
- 25. TROUBLE AT PRODUCTY CASE STUDY 2:
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- 27. PAIN IS ASIGN OF LIFE Luis Muñoz - Being Luis MY FATHER’S LESSON
- 28. A PRODUCT ISABOUT FEATURES, FEATURES AND FEATURES CONFESSION 3
- 29. PRODUCT Y SCRUM… BUT… ▸PO is a messenger ▸ No feedback from team ▸ No technical debt payback
- 30. PRODUCT Y ROADMAP Q1 Q2Q3 FEATURE 1 FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 FEATURE 11 FEATURE 12
- 31. PRODUCT Y ROADMAP INQ2 Q1 Q2 Q3 FEATURE 1 FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9
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- 34. PRODUCT Y NEW ROADMAP CommittedProjected Envisioned CUSTOMER PROBLEM AND SOLUTION CUSTOMER PROBLEM AND SOLUTION 2 CUSTOMER PROBLEM 3 CUSTOMER PROBLEM 4 CUSTOMER PROBLEM 5
- 35. LISTEN TO YOURUSERS, CUSTOMERS AND YOUR TEAM LESSON LEARNT 3
- 36. GETTING LOST INTHE SOLUTION… AGAIN CONFESSION 4
- 37. PRODUCT Y WHEN DOWE DECIDE WHAT TO BUILD?
- 38. PRODUCT Y WHEN DOWE DECIDE WHAT TO BUILD? Too Late
- 39. PRODUCT Y WHEN DOWE DECIDE WHAT TO BUILD? Refinement
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- 41. THREE AMIGOS BENEFITS ▸ Singlelanguage ▸ Majority of team involved ▸ More effective stories
- 42. PRODUCT Y WHEN DOWE DECIDE WHAT TO BUILD? Too Late Refineme
- 43. DEATHLY HALLOWS DISCOVER WHATTO BUILD Discovery Refineme Requests Ideas/Solutions
- 44. PRODUCT OWNER BENEFITS OFDISCOVERY ▸ Driven by problems ▸ Saying “No” ▸ PO has control
- 45. DEATHLY HALLOWS BENEFITS OFDISCOVERY ▸ Joint effort to create solution that is: ▸ Valuable ▸ Usable ▸ Feasible ▸ Just in time ideation ▸ Saying “No”
- 46. SOLUTIONS ARE THE RESPONSIBILITYOF THE TEAM LESSON LEARNT 4
- 47. VISION AND STRATEGYOF PRODUCT Y CASE STUDY 3:
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- 58. MANAGING A PRODUCT WITHOUTA STRATEGY CONFESSION 5
- 59. NO STRATEGY PRIORITIES CHANGEDVERY OFTEN
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- 61. “PRIORITISING A FEATURE WITHOUTA STRATEGY IS LIKE PLANNING A JOURNEY WITHOUT A DESTINATION” MIND THE PRODUCT BLOG NO STRATEGY
- 62. “DELIVER SEAMLESS EXPERIENCES ACROSSALL TOUCH POINTS” Gino Toro SINGLE VISION
- 63. SINGLE VISION DELIVER SEAMLESSMEDIA EXPERIENCES ACROSS ALL TOUCH POINTS ▸ Who are we selling to? ▸ What do they need? ▸ What can the product offer them? ▸ What value will they have?
- 64. STRATEGY SWOT ANALYSIS ▸ Strengths ▸Weaknesses ▸ Opportunities ▸ Threats
- 65. STRATEGY 5 BASIC QUESTIONS ▸Where are we now? ▸ Where do we want to be? ▸ What is stopping us getting there? ▸ What can help us get there? ▸ How can we change?
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- 68. GETTING LOST INTHE SOLUTION… MISERABLY CONFESSION 6
- 69. CONTINUOUS DELIVERY TOO MANYREQUESTS TOO LITTLE TIME Discovery Refineme Requests Ideas/Solutions
- 70. CONTINUOUS DELIVERY THEME BASEDIMPACT MAPPING Discovery Refineme Requests Ideas/Solutions THEME 1 THEME 2 THEME 3 Consolidate
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- 72. IMPACT MAPPING MAKE ANIMPACT
- 73. IMPACT MAPPING WHY? SAVE TIMEIN SEARCHING FOR CONTENT
- 74. IMPACT MAPPING METRICS? TIME TO SEARCH FAILED SEARCHES SAVETIME IN SEARCHING FOR CONTENT
- 75. IMPACT MAPPING WHO? CONTENT EDITOR PROGRAM MANAGER SAVE TIMEIN SEARCHING FOR CONTENT
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- 77. IMPACT MAPPING WHAT? FILTERS SMALL REPOSITORIES FACETED FILTERS ASSIGNED TOME PERSONAL SPACE TEAM SPACE
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- 79. THERE IS ALWAYSA LESSON TO BE LEARNT LESSON LEARNT 6
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- 81. “SUCCESS IS NOTFINAL, FAILURE IS NOT FATAL; IT IS THE COURAGE TO CONTINUE THAT COUNTS.” Sir Winston Churchill THE PRODUCT MANAGER
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- 84. UNDERSTAND THE BUSINESS! EMBRACETHE TECHNOLOGY! LISTEN TO THE PEOPLE!
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