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Getting the Most from
your Product Manager
     A tale from the other side

           Adam Nash
          August 26, 2011
Product Managers
       Complaints
• Too short term focused
• Too metrics focused
• Don’t define the “user” or “use case” well
• Don’t care about quality
• Want fast not great
• Prioritize increments over transformation
How You See Yourselves
How You See Yourselves
How You See Yourselves
How You See Yourselves
How They See You
How They See You
How They See You
How They See You
How You See Them
How You See Them
How You See Them
How You See Them
How They See Themselves
How They See Themselves
How They See Themselves
How They See Themselves
What Makes a Great
 Product Manager


  Business            UX



         Technology
What Do We Demand
of Product Managers?
• Strategy
  How do we win the game, and how do we
  keep score?
• Prioritization
  What are the steps from here to there, and
  what order do we do them in?
• Execution
  For this phase, what’s the list of what has to
  get done, and are we on track?
Results Matter
• In the end, we judge product managers by
  whether they “win games”
• They don’t play the game, but they are
  judged by the record of their products
• They cover any gaps. No excuses.
• Responsibility, often without authority
How do you get the
        most from them?
•   Explicitly require them to fill expectations:
    strategy & metrics, prioritization, execution
•   Recognize you’ll be more risk tolerant of radical change in
    some cases
•   Recognize you’ll be more risk averse around inconsistency
    or quality
•   Use your insights, user focus, empathy, and inspiration to
    avoid problems and to create new solutions
•   Visualization is your superpower. Over producing to frame
    discussions & decisions is often the right approach
PM &
Design

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How to Get the Most Out of Your Product Manager

  • 1. Getting the Most from your Product Manager A tale from the other side Adam Nash August 26, 2011
  • 2. Product Managers Complaints • Too short term focused • Too metrics focused • Don’t define the “user” or “use case” well • Don’t care about quality • Want fast not great • Prioritize increments over transformation
  • 3. How You See Yourselves
  • 4. How You See Yourselves
  • 5. How You See Yourselves
  • 6. How You See Yourselves
  • 11. How You See Them
  • 12. How You See Them
  • 13. How You See Them
  • 14. How You See Them
  • 15. How They See Themselves
  • 16. How They See Themselves
  • 17. How They See Themselves
  • 18. How They See Themselves
  • 19. What Makes a Great Product Manager Business UX Technology
  • 20. What Do We Demand of Product Managers? • Strategy How do we win the game, and how do we keep score? • Prioritization What are the steps from here to there, and what order do we do them in? • Execution For this phase, what’s the list of what has to get done, and are we on track?
  • 21. Results Matter • In the end, we judge product managers by whether they “win games” • They don’t play the game, but they are judged by the record of their products • They cover any gaps. No excuses. • Responsibility, often without authority
  • 22. How do you get the most from them? • Explicitly require them to fill expectations: strategy & metrics, prioritization, execution • Recognize you’ll be more risk tolerant of radical change in some cases • Recognize you’ll be more risk averse around inconsistency or quality • Use your insights, user focus, empathy, and inspiration to avoid problems and to create new solutions • Visualization is your superpower. Over producing to frame discussions & decisions is often the right approach

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