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Generating Value From Your Strategy
We all want to be part of organizations with a clear purpose and great strategy for the future.
And no matter how we are organized, products are the core of the value we deliver. And product managers are at the core of unleashing value.
For most organizations, it isn’t a lack of good ideas, but how they organize to address opportunities that makes a difference.
Are you oriented around workflows? Functional groups? Processes? Or are you part of a cross-functional group?
And let’s not get started with development groups struggling with Agile implementations.
While we can’t boil the ocean in one webinar, David Dunning and Pamela Schure will break down the different components of successfully turning a strategy into a Product or service that sells.
Common Market Challenges Faced by Product Manager Role
Learn about:
overseeing a product's development: the six steps needed to take a product from initial concept to final market launch;
overseeing the product's launch: the six steps from researching the product to product sales analytics;
and overseeing the product's in-market success.
5 Key Roles on an Agile Scrum Team.pdf
Launching a successful product is no easy feat. Behind every great product is a cohesive, well-aligned product team with clearly defined roles and accountabilities. Simply put, successful product management is 100% a team sport. Learn the distinct responsibilities of each role and how to ensure they're effectively working together to build the right products, for the right users. We'll discuss opportunities that Product Managers can leverage to better collaborate with their Product Owner, Scrum Master, UX, and Engineering Manager to deliver critical product artifacts. You'll learn proven techniques you can use, such as the Team Working Agreement, to ensure there is clarity, trust, and clear accountability on your product team.
What You Will Learn:
The key roles and responsibilities of the Product Manager, Product Owner, Scrum Master, UX, and Engineering Manager
How a Product Manager will collaborate with each role to deliver critical product artifacts
How to create greater alignment and trust among the product team
The Integral Role of Product Marketing in Achieving Product Success
Product Managers get products on the shelf. Product Marketing Managers get them off the shelf. But, in fact, the roles are deeply intertwined, requiring the engagement of both parties from concept inception through product retirement. They are co-dependent roles. Both are strategic in nature and focused on achieving business success.
Naturally, there is an overlap of knowledge and tools between the two, yet each role wears different hats. This is understood all too well by Product Managers who don’t have a dedicated Product Marketing Manager as a partner. They often end up wearing both hats as they attempt to accommodate both roles, and that’s enough to give you a whopping headache.
So, what then delineates these two, critical roles in a product’s success? Just what is a Product Marketing Manager, what do they do, and why might you want to be one? In this webcast, we’ll explain.
Accounting as a Product
Accounting is changing at a rapid rate thanks to digitalization. Let's have a look at what accounting is, its history, and the trends molding it into something beyond just looking at numbers from the past to a discipline that can support real-time decision making.
Applying Jobs-to-be-Done for True Product Innovation
What do milkshakes, ironing shirts, and the iPod have in common? These diverse products have all benefited strongly from the application of the Jobs-to-Be-Done (JTBD) framework.
As Product Managers, we often face the challenge of keeping ourselves and our stakeholders focused on the problem space long enough to illuminate the customer’s real needs. Yet, when defining those needs, too often we embed our presumptions about known or anticipated solutions, making our needs analysis merely a description of the solution we already assumed. That kills innovation.
The JTBD framework tackles this problem. While it has gained significant momentum in recent years, there are still misconceptions and unfortunate misapplications of this valuable framework. As we’ll demonstrate in this webcast, the proper application of JTBD enables us to discover the ultimate needs and goals of our customers, empowering us to create truly relevant and more innovative products.
What You Will Learn:
Why the JTBD framework is so valuable
How to apply various levels of Jobs thinking to your personas
How companies have applied the JBTD framework to various products
From Outputs to Outcomes, Achieving Success with OKRs
As a PM you want to contribute to business outcomes by achieving product outcomes with the outputs (features) you create. The first step in this journey is to determine how you will measure success by asking the question “What does this feature do for the business?” followed by, “How will we measure success?” To have this conversation within your organization you need to first understand the differences between Key Performance Indicators (KPIs) and Objectives and Key Results (OKRs). They are related, but each tells a different story.
Join us as we uncover the keys to understanding customer engagement and how that engagement will impact your business. We’ll discuss KPIs like leading product indicators, such as product signups, to lagging business outcomes such as annual contract value. By the end of this webinar, you will have the know how to track progress towards achieving business goals, not just keeping count of how many features you’re releasing. Your executives and stakeholders will appreciate the difference!
What You Will Learn:
· The difference between KPIs and OKRs and the importance of each
· Understand which KPIs move the needle for your customers
· How leading product KPIs lead to lagging business outcomes – and ultimate business success
Accelerate Your PM Career in 2022!
As a Product Manager or Product Leader, you must ride the wave of rising salaries and expanding career paths in product management as you shift toward product-led growth. To do this successfully, you need to understand your current strengths and weaknesses. Strengthening your skills across all dimensions is key to success.
One thing is certain: training prepares you for promotion. Skills you need now early in your career differ from those you will need to advance into leadership roles later. It is critical that you invest in your near-term personal growth, while also preparing for long-term career advancement.
Join us as we explore what critical skills are needed for product management career progression, and how to evaluate and strengthen skills to change industries. We will share insights and findings from the second edition of our Product Management Skills Benchmark Report.
WHAT YOU WILL LEARN:
· 15 core skills for Product Managers and their impact on the career lifecycle
· Tools and advice for improving skills, and opening career opportunities
· How to emphasize your skills to boost your resume in 2022 and beyond
Recommended
Generating Value From Your Strategy
We all want to be part of organizations with a clear purpose and great strategy for the future.
And no matter how we are organized, products are the core of the value we deliver. And product managers are at the core of unleashing value.
For most organizations, it isn’t a lack of good ideas, but how they organize to address opportunities that makes a difference.
Are you oriented around workflows? Functional groups? Processes? Or are you part of a cross-functional group?
And let’s not get started with development groups struggling with Agile implementations.
While we can’t boil the ocean in one webinar, David Dunning and Pamela Schure will break down the different components of successfully turning a strategy into a Product or service that sells.
Common Market Challenges Faced by Product Manager Role
Learn about:
overseeing a product's development: the six steps needed to take a product from initial concept to final market launch;
overseeing the product's launch: the six steps from researching the product to product sales analytics;
and overseeing the product's in-market success.
5 Key Roles on an Agile Scrum Team.pdf
Launching a successful product is no easy feat. Behind every great product is a cohesive, well-aligned product team with clearly defined roles and accountabilities. Simply put, successful product management is 100% a team sport. Learn the distinct responsibilities of each role and how to ensure they're effectively working together to build the right products, for the right users. We'll discuss opportunities that Product Managers can leverage to better collaborate with their Product Owner, Scrum Master, UX, and Engineering Manager to deliver critical product artifacts. You'll learn proven techniques you can use, such as the Team Working Agreement, to ensure there is clarity, trust, and clear accountability on your product team.
What You Will Learn:
The key roles and responsibilities of the Product Manager, Product Owner, Scrum Master, UX, and Engineering Manager
How a Product Manager will collaborate with each role to deliver critical product artifacts
How to create greater alignment and trust among the product team
The Integral Role of Product Marketing in Achieving Product Success
Product Managers get products on the shelf. Product Marketing Managers get them off the shelf. But, in fact, the roles are deeply intertwined, requiring the engagement of both parties from concept inception through product retirement. They are co-dependent roles. Both are strategic in nature and focused on achieving business success.
Naturally, there is an overlap of knowledge and tools between the two, yet each role wears different hats. This is understood all too well by Product Managers who don’t have a dedicated Product Marketing Manager as a partner. They often end up wearing both hats as they attempt to accommodate both roles, and that’s enough to give you a whopping headache.
So, what then delineates these two, critical roles in a product’s success? Just what is a Product Marketing Manager, what do they do, and why might you want to be one? In this webcast, we’ll explain.
Accounting as a Product
Accounting is changing at a rapid rate thanks to digitalization. Let's have a look at what accounting is, its history, and the trends molding it into something beyond just looking at numbers from the past to a discipline that can support real-time decision making.
Applying Jobs-to-be-Done for True Product Innovation
What do milkshakes, ironing shirts, and the iPod have in common? These diverse products have all benefited strongly from the application of the Jobs-to-Be-Done (JTBD) framework.
As Product Managers, we often face the challenge of keeping ourselves and our stakeholders focused on the problem space long enough to illuminate the customer’s real needs. Yet, when defining those needs, too often we embed our presumptions about known or anticipated solutions, making our needs analysis merely a description of the solution we already assumed. That kills innovation.
The JTBD framework tackles this problem. While it has gained significant momentum in recent years, there are still misconceptions and unfortunate misapplications of this valuable framework. As we’ll demonstrate in this webcast, the proper application of JTBD enables us to discover the ultimate needs and goals of our customers, empowering us to create truly relevant and more innovative products.
What You Will Learn:
Why the JTBD framework is so valuable
How to apply various levels of Jobs thinking to your personas
How companies have applied the JBTD framework to various products
From Outputs to Outcomes, Achieving Success with OKRs
As a PM you want to contribute to business outcomes by achieving product outcomes with the outputs (features) you create. The first step in this journey is to determine how you will measure success by asking the question “What does this feature do for the business?” followed by, “How will we measure success?” To have this conversation within your organization you need to first understand the differences between Key Performance Indicators (KPIs) and Objectives and Key Results (OKRs). They are related, but each tells a different story.
Join us as we uncover the keys to understanding customer engagement and how that engagement will impact your business. We’ll discuss KPIs like leading product indicators, such as product signups, to lagging business outcomes such as annual contract value. By the end of this webinar, you will have the know how to track progress towards achieving business goals, not just keeping count of how many features you’re releasing. Your executives and stakeholders will appreciate the difference!
What You Will Learn:
· The difference between KPIs and OKRs and the importance of each
· Understand which KPIs move the needle for your customers
· How leading product KPIs lead to lagging business outcomes – and ultimate business success
Accelerate Your PM Career in 2022!
As a Product Manager or Product Leader, you must ride the wave of rising salaries and expanding career paths in product management as you shift toward product-led growth. To do this successfully, you need to understand your current strengths and weaknesses. Strengthening your skills across all dimensions is key to success.
One thing is certain: training prepares you for promotion. Skills you need now early in your career differ from those you will need to advance into leadership roles later. It is critical that you invest in your near-term personal growth, while also preparing for long-term career advancement.
Join us as we explore what critical skills are needed for product management career progression, and how to evaluate and strengthen skills to change industries. We will share insights and findings from the second edition of our Product Management Skills Benchmark Report.
WHAT YOU WILL LEARN:
· 15 core skills for Product Managers and their impact on the career lifecycle
· Tools and advice for improving skills, and opening career opportunities
· How to emphasize your skills to boost your resume in 2022 and beyond
Customer Journey Maps – Your Secret Weapon to Driving Product Adoption
“Our product isn’t as successful as we expected.”
“Product Manager, why is that? Does the product lack key features? Is our messaging confusing?”
Commence inter-departmental finger pointing!
As Product Managers, an intimate knowledge of our customers is our greatest resource for answering tough questions. More than a mere flow of activities, a customer journey helps us learn the “why” behind our customer’s behavior, from their first awareness of our product, to hopefully a long, loyal relationship with them. It’s a data-informed technique we use to coordinate cross-functional efforts and inspire smart decisions.
Learn how to develop your Product Manager superpower: true customer insight. We’ll discuss how you can leverage customer journey maps to better drive adoption, deliver value, and delight customers.
What You Will Learn:
• How to leverage customer journey maps to understand customers, solve problems, influence decisions, and create customer value
• How customer journey maps support the seamless alignment of the “Whole Product”
• Tools to create an effective customer journey map – even for complex B2B situations
Product Manager vs Product Owner
iPhone or Android? Half full or half empty? DCU or MCU? Is one ‘better’ or can they co-exist? Questions like these are sure to stir emotions, invoke strong points of view, and heated discussion.
For product professionals, perhaps the most frequently debated issue – the one we can’t ever seem to escape is: Product Manager or Product Owner? Or Both? Why are there two roles that seem to be so closely related, yet are different? Do we need them both or can one person do both jobs?
We could simply say that ‘Product Managers are externally focused on discovery and strategy while Product Owners are internally focused on delivery and execution,’ but that belies the nuance of the roles, and how they interact.
We’re going to give you a practical orientation to navigating these roles as an individual contributor, and as a product leader. And we’re going to have some fun in the process!
What You Will Learn:
How the Product Manager and Product Owner Roles compare in scope and key responsibilities – and where they overlap.
When to keep these roles separate, and when it’s best to combine them into a single role, and what the trade-offs are.
What to do if you are in one of these roles and must work with the other role.
Where each of the above approaches has worked well, with real-world examples
Writing Product Requirements: Part 2 Increasing ROI and Alignment
We know one of the biggest challenges Product Managers face is writing detailed requirements that empower your teams to create customer-centric products.
In our previous webcast, Writing Product Requirements That Amplify Customer Needs, Colleen O’Rourke gave you a good foundation to build your requirements informed by customer research. Since you asked so many great questions during the discussion, we knew we should spend more time on this important topic. You wanted to know more about the practical ways to write effective requirements, how to justify the ROI of features, and how to address the challenges of effectively defining a Minimal Viable Product (MVP).
In this month’s webcast, Tom Evans will dive deeper into these challenges. He’ll share tips and tricks that he has learned over the years to help you enable more effective team dynamics between product management and product development to ensure you are delivering meaningful value to your customers.
What You Will Learn:
How to use Story Mapping to refine problem scenarios and break down epics into user stories that create clarity across your team
How to optimize the distribution of responsibilities on requirements
How to think creatively about MVPs for new products and next generation products
How to measure value delivery for products and features
Writing product requirements that amplify customer needs
In our previous webcast, Robyn Brooks explored using Voice of the Customer techniques to better understand your customers’ needs to find “moments of truth,” and identify how your product can help them along their customer journey. But how do you take the insights that you gather during this process and convert them into detailed requirements that empower your teams to create customer-centric products?
This month, Colleen O’Rourke will discuss the next steps that Product Managers must take to transform their market research insights into actionable product requirements. We’ll also look at the relationship between requirements and innovation, and how to ensure that you’re writing requirements that drive more meaningful solutions.
What You Will Learn:
• How to write requirements for both Agile and Waterfall processes
• The spectrum of information that makes up “requirements” and which of these the Product Manager is responsible for
• The key tools that every Product Manager should know to document requirements in detail
• Tips, tricks, and pitfalls to avoid when writing requirements
Harnessing the Voice of the Customer
According to the MIT Sloan Management Review, over 50% of new product launches fail. Ouch. One major contributor to these failures is not understanding customer needs.
Learning how to effectively conduct Voice of the Customer (VoC) research can help you significantly reduce your odds of failure. Insights you develop from VoC activities are critical to understanding customer needs and validate that you are delivering a superior customer experience. But how can you do this effectively? There are many approaches to conducting a VoC program. While each technique is valuable, the most powerful program includes directly interacting with the customers in your target market segments.
If you are truly vested in becoming more customer-oriented, join our webinar so you can learn to develop a structured approach to gain customer insights. When properly gathered and analyzed, customer insights will enable you to develop products that deliver a stronger value proposition and increase your chances of their success. They typically generate more revenue and are more profitable too!
Get Hired: Interview Like a Pro for a Product Manager Job (Remotely!)
Maybe you just landed a Product Manager Interview… Congratulations! You’re on the verge of taking the next step in one of the most exciting and fastest-growing careers today. What do you do now?
If you’re like most people, you Google the company you’re interviewing with the term “product manager interview”.
You scour typical product manager interview questions they ask and highly curated suggested answers. You memorize some and try to present yourself as the “perfect Product Manager”.
Your stress level is likely to increase and hopefully you will be a bit more prepared. But is that all it takes?
Join our webinar where we’ll discuss how to enhance your instincts and provide a framework for you to be at your best in a Product Management interview process.
Learn the types of questions to expect and which experiences in your background you need to emphasize (or de-emphasize).
We’ll discuss the preparation and research you will need to perform so you can best present yourself as the best candidate for the role.
We want you to have the tools you need, specific to the type of company you are interviewing for and specific to your experience level. AND, with the impact of COVID-19 and the prevalence of virtual interviews done remotely, you will take away concepts and constructs that ensure you can present yourself most effectively in this new world of interviewing.
Learn these actionable tips from Kenny Kranseler, who has interviewed hundreds and hired dozens of Product Managers at companies like Microsoft, Amazon, and burgeoning startups.
What You Will Learn:
• The skills a company is looking for in a prospective PM and potential biases you face based on your background
• The types of questions you will be asked and frameworks for how to prepare so you can put your best foot forward
• How to alter your interview preparation to shine in the new world of remote/virtual interviewing
Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 3: Faste...
Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 3: Faste...AIPMM Administration
Lean and Agile models are great tools for “how” you manage a development project. But they offer little insights for the other critical, high-stakes decisions for a coherent, compelling product. The other key questions are “what?”, “who?” and “why?”. More iterations faster is the wrong tool for these decisions.
Increase your chances of winning by creating a great market fit quickly and deliver a compelling product to Market Leaders - while reducing your biggest project risks.
Mitigate your biggest risks delivering high-stakes projects. First Risk First project management decision modelLean is Not Enough. Land Compelling with the Right Buyer - Fast Part 2: Viabl...
Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 2: Viabl...AIPMM Administration
Lean and Agile models are great tools for “how” you manage a development project. But they offer little insights for the other critical, high-stakes decisions for a coherent, compelling product. The other key questions are “what?”, “who?” and “why?”. More iterations faster is the wrong tool for these decisions.
Increase your chances of winning by creating a great market fit quickly and deliver a compelling product to Market Leaders - while reducing your biggest project risks.
Develop a truly compelling product with great market fit – with value beyond a technically viable “MVP”– in a fraction of the time. Market Fit Fast value model and Minimum Compelling Offering release concept.Beat the Competition, Part 2: Driving a Product Strategy that Wins
In this second part of a two-part series, we’re going to continue covering one of the areas of Product Management that PMs find challenging – how to understand and beat the competition. Our Product Management Skills – Benchmark Report from 2019 identified Competitive Analysis as one of the three areas that Product Managers find most challenging. Problem is, effective Competitive Analysis can make the difference between a product that just does its job well, and a product that dominates the market. It’s a skill every Product Manager should perform with ease, so that they can both build the best products possible and promote them effectively to satisfy their customers before their competitors do. Whether you’re a Digital Product Manager whose customers expect competitive gaps to be closed quickly, or you have a physical product with more traditional concerns, we’ll help you develop a plan to slay your competitors!
In Part 1 of this series, we presented the big picture of Competitive Analysis, and identified the nine different dimensions of research and analysis needed to get a thorough understanding of the competitive landscape. In Part 2, we’ll review the final five dimensions of analysis in more depth, and complete the survey of critical tools and frameworks to use. We’ll discuss how to make Competitive Analysis a regular part of your work without breaking a sweat, and how to turn analysis into actionable insights to both build products that matter, and market them most effectively.
What You Will Learn:
Specific tools and techniques for the last five dimensions of Competitive Analysis so that you can put them to work right away
Answer the critical question of Product Management: So What? Now that you understand the competitive landscape, you’ll learn how to apply Competitive Insights that drive product and marketing strategy
Learn best practices and processes to make Competitive Analysis a regular part of your Product Management work week, so that you’re always on top, building products that matter
Lean is Not Enough. Land Compelling with the Right Buyer - Fast (Part 1)
90% of the people you talk to are harmful to your new project. Engage the RIGHT people to create a compelling offering - faster.
There is a small but key group of people within every market that most strategies are blind to. This group leads the mass-market by adopting and proving new high-impact concepts. We call these people Gateway Adopters.
Patrick Hogan developed this battle-tested approach to delivering compelling offerings NOW. Leverage insights from 100’s of interviews, 400,000+ data points and over 3,800 high stakes projects - so you can understand:
That demographics are not enough
The market-leading Gateway Adopters in your market
How to find, engage, Market and Sell to the people most likely to buy
Generate revenues faster by delivering compelling market-fit 75% sooner
This is one session of the three-part series; Lean is not enough. Land compelling with the right buyer – fast. The next sessions in this series covers:
Viable is not enough. Develop a truly compelling product with great market fit – with value beyond a technically viable “MVP”– in a fraction of the time. Market Fit Fast value model and Minimum Compelling Offering release concept.
Faster sprints is not the answer. Mitigate your biggest risks delivering high-stakes projects. First Risk First project management decision model
Beat the Competition, Part 1: Nine Tools to Know Thine Enemy
In this first part of a two-part series, we’re going to visit one of the areas of Product Management that PMs find challenging – how to understand and beat the competition. Our Product Management Skills - Benchmark Report from 2019 identified Competitive Analysis as one of the three areas that Product Managers find most challenging.
Problem is, effective Competitive Analysis can make the difference between a product that just does its job well, and a product that dominates the market. It’s a skill every Product Manager should perform with ease, so that they can both build the best products possible and promote them effectively to satisfy their customers before their competitors do.
Whether you’re a Digital Product Manager whose customers expect competitive gaps to be closed quickly, or you have a physical product with more traditional concerns, we’ll help you develop a plan to slay your competitors!
In Part 1 of this series, we will go over the big picture of Competitive Analysis, identifying the nine different dimensions of research and analysis you can conduct to get a thorough understanding of the competitive landscape. We’ll discuss identifying which competitors matter most, and how to deeply understand your key competitors.
Don’t miss Part 2 in this series, where we’ll complete the survey of critical tools and frameworks to use, show how to make Competitive Analysis a regular part of your work without breaking a sweat, and explain how to turn analysis into actionable insights. These insights will enable you to build products that matter, and to market them more effectively.
What You Will Learn:
Nine dimensions of Competitive Analysis, so you get a holistic view of your competitors
How Competitive Analysis can inform your Product Planning, Delivery, and Marketing Strategy work
Specific tools and techniques for the first four dimensions of Competitive Analysis so that you can put them to work right away
How to Accelerate Your PM Career, Part 5: Building a Rocking LinkedIn PM Profile
How to Accelerate Your PM Career, Part 5: Building a Rocking LinkedIn PM ProfileAIPMM Administration
What makes a great Product Management LinkedIn profile? Come and find out in this webcast as we explore the top 10 things you can do to rock your LinkedIn profile. With over 10 years of experience recruiting and hiring talent, Mira Wooten will share her insights on what gets your LinkedIn profile noticed by recruiters, hiring managers, and even much wanted talent. Bring questions about your LinkedIn profile to the webcast and get them answered.
All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks.
You Will Learn How to Position Your LinkedIn Profile to:
Network with industry experts
Get noticed by recruiters
Change industries or job function
Move into a leadership role
Tell a story of your interests and passionHow to Accelerate Your PM Career, Part 4: Becoming a PM Leader
Are you stepping up and being a Product Management leader in your job? If not, you’re shortchanging not only yourself and your career, but also your entire team. Every product needs a true leader and true champion that can make sure it has the best chances of success. And as the Product Manager, that’s the role that you need to fill. This webcast will cover what leadership is, styles of leadership, and the unique challenges of being a Product Management leader.
All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks.
What You Will Learn:
Leadership styles
Increasing your team’s perception of you as a leader
Unique challenges of leading for Product Managers
How to Accelerate Your PM Career, Part 3: Five Critical Strategies to Succeed...
How to Accelerate Your PM Career, Part 3: Five Critical Strategies to Succeed...AIPMM Administration
Success in your Product Management career is no accident. The people who advance rapidly and rise above the crowd usually have plans and strategies in place to support achieving their goals. This webcast will give you five simple (yet critical) strategies that you can begin to employ immediately. If you are serious about becoming a Product Management leader and accelerating your career, then sign up now to reserve your spot.
All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks.
What You Will Learn:
· Five strategies to employ to accelerate your Product Management career
· Techniques to rapidly improve your effectiveness as a Product Manager
· Tips and tricks to gain credibility and visibility with company executivesHow to Accelerate Your PM Career, Part 2: Five Deadly Product Management Sins
In the Product Management profession there are certain mistakes that can completely derail your career. Make the wrong move and you may be forced to leave your company and may even have the mistake follow you for years to come. Thankfully, this webcast will help you avoid the five most common Product Management sins. In this webcast we will share the biggest mistakes that 280 Group has seen others make. This is a must-attend webcast for anyone serious about making their Product Management career successful.
All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks.
What You Will Learn:
· The most common career-limiting Product Management mistakes
· How to avoid them in your own efforts
· Situations and people to avoid so your career isn’t slowed down
How to Accelerate Your PM Career #1: Top Strategies to Advance Rapidly
Why do some Product Managers get promoted rapidly, while others take years to move up? Often, it’s not because they work harder or are more talented. Many times, it is simply because they have created a clear career plan and leveraged learnings from the mistakes of others.
In this webcast we will discuss tips and strategies to specifically increase the velocity of your Product Management career. All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks.
What You Will Learn:
Specific tips on what you can start doing now to advance
Tools you should master to help grow your career
Tips to help differentiate yourself from other Product Managers
Predictable delivery
Product managers understand the need to be able to plan and forecast delivery dates. It is one of the foundations of building confidence with management to allow the team greater autonomy. Further, if you can’t predict release dates, it is hard to have crucial conversations with management about tradeoffs, and with Marketing about launch dates.
In this webcast, Agile and Lean product management expert Greg Cohen will take you beyond story points and clear-up misconceptions about Agile planning. He will cover how to use the data to put control back in your hands as a product manager using a process that works across most types of Agile teams.
To get the most out of this talk, you should have experience working in an agile development environment.
You Will Learn:
How to get better clarity and a deeper understanding of Agile planning
How to better predict release dates that drive your conversations with management
The importance of using data to plan releases and how it sets you up for success with Agile teams
Becoming Expert: Are you the Product Leader Your Team Needs
Over the last three parts of our webcasts, we’ve explored key topics in more depth that make the difference between an ordinary PM and one that shoots for the stars. In this last session, Pamela Schure explores how to put your team in the right position to bring great products to market. She’ll tackle what it takes to get the most out of your team, encouraging and using diverse ideas from everyone to encourage a stronger team dynamic. How do you gain 100% engagement, and influence them to set their expectations high? How do you keep both technical and non-technical members on board?
From the intern who’s helping over the summer to the head of a stakeholder team, it’s tricky keeping everyone on message and on task. She’ll guide you in tactics that work with teams large and small.
Any discussion of team success includes understanding what it means to manage up. If you want to ensure the best shot at success for your team and product, you must turn execs into sponsors and supporters of your team’s efforts.
Join us to discover new ways of looking at teamwork and leadership.
You Will Learn How To:
Develop key strategies to build team success
Create a strong team dynamic by leveraging diverse ideas from the team
Achieve high team engagement in both large and small teams
Build executive support for your product
Organizational Effectiveness - Organizational Development and Effectiveness
nsure your organization structure, roles, responsibilities, processes, and tools are streamlined and aligned with your mission and vision to help you achieve your desired goals and objectives.
Continue with Linda in the series to learn how to:
Assess your organization, identify any gaps in the core activities, and streamline the workflow
Ensure your corporate culture is well communicated and applied throughout your organization
Define and measure goals, objectives, and initiatives based on the balanced scorecard framework
The business model canvas as an organizational management tool
The Business Model Canvas is a strategic management and lean startup framework for developing new or documenting existing business models. It is a simple and practical tool with elements describing a firm's or product's value proposition, infrastructure, customers, and finances.
Tune in with Linda to learn how to:
Define and build the building blocks of any type of business or project
Define the value propositions for various customer segments and positioning
Ensure the continuity and sustainability of your business or project
SEO Master Class - Steve Wiideman, Wiideman Consulting Group
SEO Master Class - Steve Wiideman, Wiideman Consulting GroupDigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
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Customer Journey Maps – Your Secret Weapon to Driving Product Adoption
“Our product isn’t as successful as we expected.”
“Product Manager, why is that? Does the product lack key features? Is our messaging confusing?”
Commence inter-departmental finger pointing!
As Product Managers, an intimate knowledge of our customers is our greatest resource for answering tough questions. More than a mere flow of activities, a customer journey helps us learn the “why” behind our customer’s behavior, from their first awareness of our product, to hopefully a long, loyal relationship with them. It’s a data-informed technique we use to coordinate cross-functional efforts and inspire smart decisions.
Learn how to develop your Product Manager superpower: true customer insight. We’ll discuss how you can leverage customer journey maps to better drive adoption, deliver value, and delight customers.
What You Will Learn:
• How to leverage customer journey maps to understand customers, solve problems, influence decisions, and create customer value
• How customer journey maps support the seamless alignment of the “Whole Product”
• Tools to create an effective customer journey map – even for complex B2B situations
Product Manager vs Product Owner
iPhone or Android? Half full or half empty? DCU or MCU? Is one ‘better’ or can they co-exist? Questions like these are sure to stir emotions, invoke strong points of view, and heated discussion.
For product professionals, perhaps the most frequently debated issue – the one we can’t ever seem to escape is: Product Manager or Product Owner? Or Both? Why are there two roles that seem to be so closely related, yet are different? Do we need them both or can one person do both jobs?
We could simply say that ‘Product Managers are externally focused on discovery and strategy while Product Owners are internally focused on delivery and execution,’ but that belies the nuance of the roles, and how they interact.
We’re going to give you a practical orientation to navigating these roles as an individual contributor, and as a product leader. And we’re going to have some fun in the process!
What You Will Learn:
How the Product Manager and Product Owner Roles compare in scope and key responsibilities – and where they overlap.
When to keep these roles separate, and when it’s best to combine them into a single role, and what the trade-offs are.
What to do if you are in one of these roles and must work with the other role.
Where each of the above approaches has worked well, with real-world examples
Writing Product Requirements: Part 2 Increasing ROI and Alignment
We know one of the biggest challenges Product Managers face is writing detailed requirements that empower your teams to create customer-centric products.
In our previous webcast, Writing Product Requirements That Amplify Customer Needs, Colleen O’Rourke gave you a good foundation to build your requirements informed by customer research. Since you asked so many great questions during the discussion, we knew we should spend more time on this important topic. You wanted to know more about the practical ways to write effective requirements, how to justify the ROI of features, and how to address the challenges of effectively defining a Minimal Viable Product (MVP).
In this month’s webcast, Tom Evans will dive deeper into these challenges. He’ll share tips and tricks that he has learned over the years to help you enable more effective team dynamics between product management and product development to ensure you are delivering meaningful value to your customers.
What You Will Learn:
How to use Story Mapping to refine problem scenarios and break down epics into user stories that create clarity across your team
How to optimize the distribution of responsibilities on requirements
How to think creatively about MVPs for new products and next generation products
How to measure value delivery for products and features
Writing product requirements that amplify customer needs
In our previous webcast, Robyn Brooks explored using Voice of the Customer techniques to better understand your customers’ needs to find “moments of truth,” and identify how your product can help them along their customer journey. But how do you take the insights that you gather during this process and convert them into detailed requirements that empower your teams to create customer-centric products?
This month, Colleen O’Rourke will discuss the next steps that Product Managers must take to transform their market research insights into actionable product requirements. We’ll also look at the relationship between requirements and innovation, and how to ensure that you’re writing requirements that drive more meaningful solutions.
What You Will Learn:
• How to write requirements for both Agile and Waterfall processes
• The spectrum of information that makes up “requirements” and which of these the Product Manager is responsible for
• The key tools that every Product Manager should know to document requirements in detail
• Tips, tricks, and pitfalls to avoid when writing requirements
Harnessing the Voice of the Customer
According to the MIT Sloan Management Review, over 50% of new product launches fail. Ouch. One major contributor to these failures is not understanding customer needs.
Learning how to effectively conduct Voice of the Customer (VoC) research can help you significantly reduce your odds of failure. Insights you develop from VoC activities are critical to understanding customer needs and validate that you are delivering a superior customer experience. But how can you do this effectively? There are many approaches to conducting a VoC program. While each technique is valuable, the most powerful program includes directly interacting with the customers in your target market segments.
If you are truly vested in becoming more customer-oriented, join our webinar so you can learn to develop a structured approach to gain customer insights. When properly gathered and analyzed, customer insights will enable you to develop products that deliver a stronger value proposition and increase your chances of their success. They typically generate more revenue and are more profitable too!
Get Hired: Interview Like a Pro for a Product Manager Job (Remotely!)
Maybe you just landed a Product Manager Interview… Congratulations! You’re on the verge of taking the next step in one of the most exciting and fastest-growing careers today. What do you do now?
If you’re like most people, you Google the company you’re interviewing with the term “product manager interview”.
You scour typical product manager interview questions they ask and highly curated suggested answers. You memorize some and try to present yourself as the “perfect Product Manager”.
Your stress level is likely to increase and hopefully you will be a bit more prepared. But is that all it takes?
Join our webinar where we’ll discuss how to enhance your instincts and provide a framework for you to be at your best in a Product Management interview process.
Learn the types of questions to expect and which experiences in your background you need to emphasize (or de-emphasize).
We’ll discuss the preparation and research you will need to perform so you can best present yourself as the best candidate for the role.
We want you to have the tools you need, specific to the type of company you are interviewing for and specific to your experience level. AND, with the impact of COVID-19 and the prevalence of virtual interviews done remotely, you will take away concepts and constructs that ensure you can present yourself most effectively in this new world of interviewing.
Learn these actionable tips from Kenny Kranseler, who has interviewed hundreds and hired dozens of Product Managers at companies like Microsoft, Amazon, and burgeoning startups.
What You Will Learn:
• The skills a company is looking for in a prospective PM and potential biases you face based on your background
• The types of questions you will be asked and frameworks for how to prepare so you can put your best foot forward
• How to alter your interview preparation to shine in the new world of remote/virtual interviewing
Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 3: Faste...
Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 3: Faste...AIPMM Administration
Lean and Agile models are great tools for “how” you manage a development project. But they offer little insights for the other critical, high-stakes decisions for a coherent, compelling product. The other key questions are “what?”, “who?” and “why?”. More iterations faster is the wrong tool for these decisions.
Increase your chances of winning by creating a great market fit quickly and deliver a compelling product to Market Leaders - while reducing your biggest project risks.
Mitigate your biggest risks delivering high-stakes projects. First Risk First project management decision modelLean is Not Enough. Land Compelling with the Right Buyer - Fast Part 2: Viabl...
Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 2: Viabl...AIPMM Administration
Lean and Agile models are great tools for “how” you manage a development project. But they offer little insights for the other critical, high-stakes decisions for a coherent, compelling product. The other key questions are “what?”, “who?” and “why?”. More iterations faster is the wrong tool for these decisions.
Increase your chances of winning by creating a great market fit quickly and deliver a compelling product to Market Leaders - while reducing your biggest project risks.
Develop a truly compelling product with great market fit – with value beyond a technically viable “MVP”– in a fraction of the time. Market Fit Fast value model and Minimum Compelling Offering release concept.Beat the Competition, Part 2: Driving a Product Strategy that Wins
In this second part of a two-part series, we’re going to continue covering one of the areas of Product Management that PMs find challenging – how to understand and beat the competition. Our Product Management Skills – Benchmark Report from 2019 identified Competitive Analysis as one of the three areas that Product Managers find most challenging. Problem is, effective Competitive Analysis can make the difference between a product that just does its job well, and a product that dominates the market. It’s a skill every Product Manager should perform with ease, so that they can both build the best products possible and promote them effectively to satisfy their customers before their competitors do. Whether you’re a Digital Product Manager whose customers expect competitive gaps to be closed quickly, or you have a physical product with more traditional concerns, we’ll help you develop a plan to slay your competitors!
In Part 1 of this series, we presented the big picture of Competitive Analysis, and identified the nine different dimensions of research and analysis needed to get a thorough understanding of the competitive landscape. In Part 2, we’ll review the final five dimensions of analysis in more depth, and complete the survey of critical tools and frameworks to use. We’ll discuss how to make Competitive Analysis a regular part of your work without breaking a sweat, and how to turn analysis into actionable insights to both build products that matter, and market them most effectively.
What You Will Learn:
Specific tools and techniques for the last five dimensions of Competitive Analysis so that you can put them to work right away
Answer the critical question of Product Management: So What? Now that you understand the competitive landscape, you’ll learn how to apply Competitive Insights that drive product and marketing strategy
Learn best practices and processes to make Competitive Analysis a regular part of your Product Management work week, so that you’re always on top, building products that matter
Lean is Not Enough. Land Compelling with the Right Buyer - Fast (Part 1)
90% of the people you talk to are harmful to your new project. Engage the RIGHT people to create a compelling offering - faster.
There is a small but key group of people within every market that most strategies are blind to. This group leads the mass-market by adopting and proving new high-impact concepts. We call these people Gateway Adopters.
Patrick Hogan developed this battle-tested approach to delivering compelling offerings NOW. Leverage insights from 100’s of interviews, 400,000+ data points and over 3,800 high stakes projects - so you can understand:
That demographics are not enough
The market-leading Gateway Adopters in your market
How to find, engage, Market and Sell to the people most likely to buy
Generate revenues faster by delivering compelling market-fit 75% sooner
This is one session of the three-part series; Lean is not enough. Land compelling with the right buyer – fast. The next sessions in this series covers:
Viable is not enough. Develop a truly compelling product with great market fit – with value beyond a technically viable “MVP”– in a fraction of the time. Market Fit Fast value model and Minimum Compelling Offering release concept.
Faster sprints is not the answer. Mitigate your biggest risks delivering high-stakes projects. First Risk First project management decision model
Beat the Competition, Part 1: Nine Tools to Know Thine Enemy
In this first part of a two-part series, we’re going to visit one of the areas of Product Management that PMs find challenging – how to understand and beat the competition. Our Product Management Skills - Benchmark Report from 2019 identified Competitive Analysis as one of the three areas that Product Managers find most challenging.
Problem is, effective Competitive Analysis can make the difference between a product that just does its job well, and a product that dominates the market. It’s a skill every Product Manager should perform with ease, so that they can both build the best products possible and promote them effectively to satisfy their customers before their competitors do.
Whether you’re a Digital Product Manager whose customers expect competitive gaps to be closed quickly, or you have a physical product with more traditional concerns, we’ll help you develop a plan to slay your competitors!
In Part 1 of this series, we will go over the big picture of Competitive Analysis, identifying the nine different dimensions of research and analysis you can conduct to get a thorough understanding of the competitive landscape. We’ll discuss identifying which competitors matter most, and how to deeply understand your key competitors.
Don’t miss Part 2 in this series, where we’ll complete the survey of critical tools and frameworks to use, show how to make Competitive Analysis a regular part of your work without breaking a sweat, and explain how to turn analysis into actionable insights. These insights will enable you to build products that matter, and to market them more effectively.
What You Will Learn:
Nine dimensions of Competitive Analysis, so you get a holistic view of your competitors
How Competitive Analysis can inform your Product Planning, Delivery, and Marketing Strategy work
Specific tools and techniques for the first four dimensions of Competitive Analysis so that you can put them to work right away
How to Accelerate Your PM Career, Part 5: Building a Rocking LinkedIn PM Profile
How to Accelerate Your PM Career, Part 5: Building a Rocking LinkedIn PM ProfileAIPMM Administration
What makes a great Product Management LinkedIn profile? Come and find out in this webcast as we explore the top 10 things you can do to rock your LinkedIn profile. With over 10 years of experience recruiting and hiring talent, Mira Wooten will share her insights on what gets your LinkedIn profile noticed by recruiters, hiring managers, and even much wanted talent. Bring questions about your LinkedIn profile to the webcast and get them answered.
All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks.
You Will Learn How to Position Your LinkedIn Profile to:
Network with industry experts
Get noticed by recruiters
Change industries or job function
Move into a leadership role
Tell a story of your interests and passionHow to Accelerate Your PM Career, Part 4: Becoming a PM Leader
Are you stepping up and being a Product Management leader in your job? If not, you’re shortchanging not only yourself and your career, but also your entire team. Every product needs a true leader and true champion that can make sure it has the best chances of success. And as the Product Manager, that’s the role that you need to fill. This webcast will cover what leadership is, styles of leadership, and the unique challenges of being a Product Management leader.
All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks.
What You Will Learn:
Leadership styles
Increasing your team’s perception of you as a leader
Unique challenges of leading for Product Managers
How to Accelerate Your PM Career, Part 3: Five Critical Strategies to Succeed...
How to Accelerate Your PM Career, Part 3: Five Critical Strategies to Succeed...AIPMM Administration
Success in your Product Management career is no accident. The people who advance rapidly and rise above the crowd usually have plans and strategies in place to support achieving their goals. This webcast will give you five simple (yet critical) strategies that you can begin to employ immediately. If you are serious about becoming a Product Management leader and accelerating your career, then sign up now to reserve your spot.
All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks.
What You Will Learn:
· Five strategies to employ to accelerate your Product Management career
· Techniques to rapidly improve your effectiveness as a Product Manager
· Tips and tricks to gain credibility and visibility with company executivesHow to Accelerate Your PM Career, Part 2: Five Deadly Product Management Sins
In the Product Management profession there are certain mistakes that can completely derail your career. Make the wrong move and you may be forced to leave your company and may even have the mistake follow you for years to come. Thankfully, this webcast will help you avoid the five most common Product Management sins. In this webcast we will share the biggest mistakes that 280 Group has seen others make. This is a must-attend webcast for anyone serious about making their Product Management career successful.
All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks.
What You Will Learn:
· The most common career-limiting Product Management mistakes
· How to avoid them in your own efforts
· Situations and people to avoid so your career isn’t slowed down
How to Accelerate Your PM Career #1: Top Strategies to Advance Rapidly
Why do some Product Managers get promoted rapidly, while others take years to move up? Often, it’s not because they work harder or are more talented. Many times, it is simply because they have created a clear career plan and leveraged learnings from the mistakes of others.
In this webcast we will discuss tips and strategies to specifically increase the velocity of your Product Management career. All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks.
What You Will Learn:
Specific tips on what you can start doing now to advance
Tools you should master to help grow your career
Tips to help differentiate yourself from other Product Managers
Predictable delivery
Product managers understand the need to be able to plan and forecast delivery dates. It is one of the foundations of building confidence with management to allow the team greater autonomy. Further, if you can’t predict release dates, it is hard to have crucial conversations with management about tradeoffs, and with Marketing about launch dates.
In this webcast, Agile and Lean product management expert Greg Cohen will take you beyond story points and clear-up misconceptions about Agile planning. He will cover how to use the data to put control back in your hands as a product manager using a process that works across most types of Agile teams.
To get the most out of this talk, you should have experience working in an agile development environment.
You Will Learn:
How to get better clarity and a deeper understanding of Agile planning
How to better predict release dates that drive your conversations with management
The importance of using data to plan releases and how it sets you up for success with Agile teams
Becoming Expert: Are you the Product Leader Your Team Needs
Over the last three parts of our webcasts, we’ve explored key topics in more depth that make the difference between an ordinary PM and one that shoots for the stars. In this last session, Pamela Schure explores how to put your team in the right position to bring great products to market. She’ll tackle what it takes to get the most out of your team, encouraging and using diverse ideas from everyone to encourage a stronger team dynamic. How do you gain 100% engagement, and influence them to set their expectations high? How do you keep both technical and non-technical members on board?
From the intern who’s helping over the summer to the head of a stakeholder team, it’s tricky keeping everyone on message and on task. She’ll guide you in tactics that work with teams large and small.
Any discussion of team success includes understanding what it means to manage up. If you want to ensure the best shot at success for your team and product, you must turn execs into sponsors and supporters of your team’s efforts.
Join us to discover new ways of looking at teamwork and leadership.
You Will Learn How To:
Develop key strategies to build team success
Create a strong team dynamic by leveraging diverse ideas from the team
Achieve high team engagement in both large and small teams
Build executive support for your product
Organizational Effectiveness - Organizational Development and Effectiveness
nsure your organization structure, roles, responsibilities, processes, and tools are streamlined and aligned with your mission and vision to help you achieve your desired goals and objectives.
Continue with Linda in the series to learn how to:
Assess your organization, identify any gaps in the core activities, and streamline the workflow
Ensure your corporate culture is well communicated and applied throughout your organization
Define and measure goals, objectives, and initiatives based on the balanced scorecard framework
The business model canvas as an organizational management tool
The Business Model Canvas is a strategic management and lean startup framework for developing new or documenting existing business models. It is a simple and practical tool with elements describing a firm's or product's value proposition, infrastructure, customers, and finances.
Tune in with Linda to learn how to:
Define and build the building blocks of any type of business or project
Define the value propositions for various customer segments and positioning
Ensure the continuity and sustainability of your business or project
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Get Hired: Interview Like a Pro for a Product Manager Job (Remotely!)
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>> Future-Proofing Your Business: Discover how staying informed about and utilizing the latest AI tools and strategies can keep your business competitive in a rapidly evolving digital landscape.FullSail: HOF - Presentation Phil Pallen
From FullSail University's Creative Presentation Hall Of fame Assignment
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