Startups have changed the way technology companies perceive product management. Experimentation and application of lean principles are no longer just for startups. Large enterprises want to cultivate a startup mindset and mimic such an environment.
So what’s the startup product mindset? How does obsession with a customer problem help startups succeed? And what makes them fail?
Sri shared his experiences and real examples around customer-centric and pragmatic product management that gives enterprises an edge over their competitors. He discussed the butterfly principle in product creation and how it helps create products customer love.
The Importance of Product Validation by RetailMeNot Dir. of PMProduct School
Product vision and strategy are key components to empowering teams to act with any meaningful degree of autonomy. But is an inspiring vision and an intentional product strategy enough to guarantee success?
Any Product Manager worth her salt knows that product validation is critical to building a successful product. And yet, product validation may be one of the hardest things you'll ever do in your career. During her talk, Laura shared insights on a product validation framework that will help Product Managers avoid the most common hypothesis pitfalls, learn more about their customers, and improve and refine their ideas along the way.
What Are the Product Manager Roles in Startups by Echelon PMProduct School
The talk focused on Product Management in a startup environment. The speaker discussed the evolution of Product Manager roles and responsibilities through the startup lifecycle. He also talked about the Product Management tools, frameworks; methodologies etc. used that helped scale up two successful startups.
How to Build Lovable Products Using Data by LinkedIn Sr. PMProduct School
Sparsh talked about how to build products people love and what it takes to do so using data and testing.
Main takeaways he discussed:
- Leveraging UX to build lasting competitive advantage in both Consumer and Enterprise products
- Collaborating with design teams as a Product Manager
- Pre-Launch: Marrying intuition with formal research methods, UER, Concept Testing,
- Launch: Internal “dogfood” and multi-variate, A/B, testing
- Post Launch: Using bugs and customer/user feedback to enhance user experience
How to Be a Successful Product Manager by fmr Microsoft Lead PMProduct School
Product Management is a function that means different things to different organizations. No matter what any organization decides to name this function, the role of a Product Manager is extremely critical. If there was any time to be in a product management role, the time is NOW.
Richa shared how she cracked into product management function, some of the moves you can make that will build a strong foundation for you today and how to bring maturity over time.
How to Be Marketable When Job Hunting by fmr eBay Product ManagerProduct School
The job search after Product School can be very daunting even for experienced Product Managers. Without any Product Management experience, even with a full understanding of theory and practice of the disclipline, it can be a strong deterrent in getting an initial interview. Oftentimes the hardest part of the interview process is actually getting the initial interview.
This informal session sought to challenge the traditional job searching methods, providing real life experience examples of what has actually worked to procure interviews at great companies, how to navigate the interview process, and finally how to continuously better your interview game.
How to Find the Dream Product Management Job by fmr TurboVote PMProduct School
Finding a job is like finding a soulmate and interviewing is like dating. Sometimes- rarely- fun and thrilling, but mostly, it’s a daunting, time consuming, and unpleasant process. But, there is some good news - it's possible to game the traditional interview process with a bit of tactical planning and preparation.
In this talk, Magda shared the most frequently asked interview questions, gathered from analyzing 1,000+ Glassdoor interview reviews, and how to answer them.
What Is Design Thinking Product Management by LinkedIn Senior PMProduct School
Come hear about Arun's experience building and growing SlideShare to be a top 100 site in the world. He'll talk about how he leveraged a design thinking approach to SEO and organic growth.
Main takeaways:
-Accessibility should never be an afterthought
-Relevance and engagement matter for growth
-Embed and share value across the Web
-Focus on your product’s flywheel
-Information architecture
How to Break into Product Management by Fitbit Product ManagerProduct School
Breaking into product management can be tough, especially when you don't have an official title to back up your chops. Jessica shared her introduction to the field, and her tips for others to get there.
The Importance of Product Validation by RetailMeNot Dir. of PMProduct School
Product vision and strategy are key components to empowering teams to act with any meaningful degree of autonomy. But is an inspiring vision and an intentional product strategy enough to guarantee success?
Any Product Manager worth her salt knows that product validation is critical to building a successful product. And yet, product validation may be one of the hardest things you'll ever do in your career. During her talk, Laura shared insights on a product validation framework that will help Product Managers avoid the most common hypothesis pitfalls, learn more about their customers, and improve and refine their ideas along the way.
What Are the Product Manager Roles in Startups by Echelon PMProduct School
The talk focused on Product Management in a startup environment. The speaker discussed the evolution of Product Manager roles and responsibilities through the startup lifecycle. He also talked about the Product Management tools, frameworks; methodologies etc. used that helped scale up two successful startups.
How to Build Lovable Products Using Data by LinkedIn Sr. PMProduct School
Sparsh talked about how to build products people love and what it takes to do so using data and testing.
Main takeaways he discussed:
- Leveraging UX to build lasting competitive advantage in both Consumer and Enterprise products
- Collaborating with design teams as a Product Manager
- Pre-Launch: Marrying intuition with formal research methods, UER, Concept Testing,
- Launch: Internal “dogfood” and multi-variate, A/B, testing
- Post Launch: Using bugs and customer/user feedback to enhance user experience
How to Be a Successful Product Manager by fmr Microsoft Lead PMProduct School
Product Management is a function that means different things to different organizations. No matter what any organization decides to name this function, the role of a Product Manager is extremely critical. If there was any time to be in a product management role, the time is NOW.
Richa shared how she cracked into product management function, some of the moves you can make that will build a strong foundation for you today and how to bring maturity over time.
How to Be Marketable When Job Hunting by fmr eBay Product ManagerProduct School
The job search after Product School can be very daunting even for experienced Product Managers. Without any Product Management experience, even with a full understanding of theory and practice of the disclipline, it can be a strong deterrent in getting an initial interview. Oftentimes the hardest part of the interview process is actually getting the initial interview.
This informal session sought to challenge the traditional job searching methods, providing real life experience examples of what has actually worked to procure interviews at great companies, how to navigate the interview process, and finally how to continuously better your interview game.
How to Find the Dream Product Management Job by fmr TurboVote PMProduct School
Finding a job is like finding a soulmate and interviewing is like dating. Sometimes- rarely- fun and thrilling, but mostly, it’s a daunting, time consuming, and unpleasant process. But, there is some good news - it's possible to game the traditional interview process with a bit of tactical planning and preparation.
In this talk, Magda shared the most frequently asked interview questions, gathered from analyzing 1,000+ Glassdoor interview reviews, and how to answer them.
What Is Design Thinking Product Management by LinkedIn Senior PMProduct School
Come hear about Arun's experience building and growing SlideShare to be a top 100 site in the world. He'll talk about how he leveraged a design thinking approach to SEO and organic growth.
Main takeaways:
-Accessibility should never be an afterthought
-Relevance and engagement matter for growth
-Embed and share value across the Web
-Focus on your product’s flywheel
-Information architecture
How to Break into Product Management by Fitbit Product ManagerProduct School
Breaking into product management can be tough, especially when you don't have an official title to back up your chops. Jessica shared her introduction to the field, and her tips for others to get there.
How to Deploy Digital Products by Cayan Dir. of Product Dev.Product School
Do you know how to build a product roadmap that everyone understands? Communication is key. Tcheilly walked the audience through a roadmap that can be used as a ‘conversational’ tool.
He talked about how to communicate the bigger picture and the ‘why’ behind your product/ feature decisions, product lifecycle, while translating your organization priorities into highly productive sprints, backlog trimming,.
How to Craft a Product Roadmap by fmr LinkedIn Product ManagerProduct School
When Product Managers begin their jobs, the focus tends to be on what is the biggest game-changer of a product/product enhancement they can ship. Oftentimes, understanding the user is the key part of the process that gets lost in this shuffle.
During this talk, Sunny went over the importance of understanding the user, techniques on how to work with UX Researchers, triangulating these qualitative findings with hard data and crafting your roadmap with this information.
Breaking Into AI/ML Product Management by Facebook Product LeaderProduct School
Main takeaways:
- Finding available resources to begin building your AI/ML skillset
- Leveraging your current strengths as a Product Manager
- Embrace the challenges and don’t be afraid to try and fail
How to Transition into a Product Role by Facebook PMProduct School
Are you interested in transitioning into a product management role?
In this talk, Koren talked about how she transitioned from law to technology, and provided tips on how to get your foot in the door as a new Product Manager. She also covered lessons she's learned as a Product Manager at Dollar Shave Club and Facebook that will help you navigate your first product role.
How to Create Experience Products by Logitech Product ManagerProduct School
The internet of things is proliferating thanks to the availability of better and faster connectivity in and outside the home; as well as the strong push for the adoption of the smart home by key players, especially with voice assistants.
In this talk, Gaurav talked about creating IOT products and experiences and shared his views on the precursors to help make decisions about whether you should make a connected smart device. He also shared some learnings about each component - the hardware, the cloud; and the end user applications as they relate to the user’s journey through your product’s experience.
Product Development Planning by Creative Engineering Design LeadProduct School
Product Development is an enigmatic process and contains many different steps. It can be difficult to understand the variety of disciplines required to create a new product. Having a well defined process is paramount to avoiding project failure.
If you are interested in product development, you need to understand the process of adequately planning a project. We talked about what it takes to develop an idea sketched on a napkin, into a fully prototyped and manufacturable design.
How to Turn Minimum Viable Products into Growth by fmr Amazon PMProduct School
An MVP is a product with a minimum set of features that solves a definite problem of users. It allows you to spend as little resources as possible to engage your first users and get useful feedback. Used correctly, an MVP can be a great tool to both manage the risk of developing a new product and guide product development as you scale.
In this event we took a brief look at some reasons why you might want an MVP, common mistakes you can avoid, and how to turn that MVP into your first marketable product. We also talked about at what point in the build-measure-learn cycle does an MVP become a final product that can grow and scale.
How Product Managers and Designers Work Together by XO Group PMProduct School
Shilpi Roongta, a Product Manager, and Celine Chang, a Product Designer, discussed ways that both functions can work together to create great products. They covered personal experiences, the differences and overlaps in both roles, strategies you can use to forge a good partnership and design methodologies you can integrate into your product development process.
How to Execute a Product Most Effectively by fmr Johnson&Johnson PMProduct School
While a Product Manager should always be driving towards the vision and goals of the product, it's the details that make or break a successful launch. Factoring in the nuances of the systems, vendors, processes and politics that inevitably impact a product will enable you to plan and execute more effectively.
Jason talked about becoming an expert in product systems and friends with the staff who manage them, and setting expectations for workflow roles and responsibilities e.g. content creation, system integration.
How to Succeed as a Product Manager by Atlassian Principal PMProduct School
How do you know if Product Management is for you? How do you convince a company to hire you if you don't have any experience as a Product Manager? What does an interview for a Product Manager role actually look like?
Evan Michner, Principal Product Manager at Atlassian, shared stories about how Product Managers “fall” into Product Management, and gave some tips on landing your first job in one of these roles.
Why Google Analytics Is Important in PM by MU Sigma PMProduct School
Main takeaways:
- As a Product Manager, why should you care about google analytics?
- You will have an analytics Swiss army knife to answer questions around users, acquisition, engagement, marketing, and conversion metrics
- Introduction to advanced features in google analytics
7 Habits of Highly Effective PMs by Lead Product Manager at XO GroupProduct School
In this talk, Christine Brown, Lead Product Manager at XO Group discusses 7 Habits of Highly Effective PMs. This presentation took place during #ProductCon NYC, the biggest product management conference in the world!
What Is Product Value Realization by former EE Product ManagerProduct School
In the context of the product management holy trinity of desirability, feasibility and viability this discussion will zoom in on the latter aspect.
This session was about how as Product Managers and organizations we can ensure we realize value from the creation of products and services. As Product Managers we aim to deliver value to our customers, clients and stakeholders and spend a lot of time convincing them that we will be able to do this.
How to Build Products for the Customer by T-Mobile Dir of PMProduct School
Find out more about incorporating prototyping and user testing into the development process and why customer awareness is just as important as the product features themselves.
Scaling Your Role as a PM in a Large Organization by Google PMProduct School
Main takeaways:
- An Engineer as a PM is as powerful as a PM who has a technical background
- Enabling the org to become PMs has the potential to reduce some but not all technical, research inefficiencies
- You succeed with a combination of good upper-management leadership and data-driven teams
How to Be an Impactful Product Manager by Uber Product ManagerProduct School
Main Takeaways:
- Defining the Product Manager role
- Understanding the key competencies of a Product Manager
- How to make big impact on your product while avoiding major pitfalls
Microsoft Digital Innovations - Mark VozzoMark VOZZO
Mark Vozzo (Digital Marketer at Microsoft Australia) presented at a FirstClick Consulting event showcasing some Microsoft's latest products such as: Live Mesh (beta), Internet Explorer 8 features such as Web Slices and Accelerators, Silverlight (Hard Rock Cafe site) and Bing Maps Apps.
How to Build Product Solutions by Airbnb Product ManagerProduct School
At Airbnb, they aspire for every trip to be great. To get there, they need to bake quality into their product. This means building a product that enables hosts to deliver amazing hospitality and exceed their guests' expectations. In this talk, Yasmin will explain how Airbnb thinks about this complicated problem, and how they build product solutions to solve it. We'll also dive into a case study of a specific product that was launched. Lastly, Yasmin will give you her tips on how to add value as a Product Manager from day one.
How to Use Data to Build Products by Tradesy Product AdvisorProduct School
In this presentation:
-Product Management is probably the most exciting function in technology organizations - it's an art and science that's well-suited for certain personalities
-The goal of a good Product Manager is NOT to launch a product - rather, it's to move a planned metric in the right direction by the right amount
-A good Product Manager can answer the question, "How did your product do yesterday?" We can't answer that without a well-defined analytics strategy and data requirements built into our products
How to Use Data to Build Products by Tradesy Product AdvisorProduct School
Main takeaways:
- Product Management is probably the most exciting function in technology organizations - it's an art and science that's well-suited for certain personalities
- The goal of a good Product Manager is NOT to launch a product - rather, it's to move a planned metric in the right direction by the right amount
- A good Product Manager can answer the question, "How did your product do yesterday?" We can't answer that without a well-defined analytics strategy and data requirements built into our products
How to Deploy Digital Products by Cayan Dir. of Product Dev.Product School
Do you know how to build a product roadmap that everyone understands? Communication is key. Tcheilly walked the audience through a roadmap that can be used as a ‘conversational’ tool.
He talked about how to communicate the bigger picture and the ‘why’ behind your product/ feature decisions, product lifecycle, while translating your organization priorities into highly productive sprints, backlog trimming,.
How to Craft a Product Roadmap by fmr LinkedIn Product ManagerProduct School
When Product Managers begin their jobs, the focus tends to be on what is the biggest game-changer of a product/product enhancement they can ship. Oftentimes, understanding the user is the key part of the process that gets lost in this shuffle.
During this talk, Sunny went over the importance of understanding the user, techniques on how to work with UX Researchers, triangulating these qualitative findings with hard data and crafting your roadmap with this information.
Breaking Into AI/ML Product Management by Facebook Product LeaderProduct School
Main takeaways:
- Finding available resources to begin building your AI/ML skillset
- Leveraging your current strengths as a Product Manager
- Embrace the challenges and don’t be afraid to try and fail
How to Transition into a Product Role by Facebook PMProduct School
Are you interested in transitioning into a product management role?
In this talk, Koren talked about how she transitioned from law to technology, and provided tips on how to get your foot in the door as a new Product Manager. She also covered lessons she's learned as a Product Manager at Dollar Shave Club and Facebook that will help you navigate your first product role.
How to Create Experience Products by Logitech Product ManagerProduct School
The internet of things is proliferating thanks to the availability of better and faster connectivity in and outside the home; as well as the strong push for the adoption of the smart home by key players, especially with voice assistants.
In this talk, Gaurav talked about creating IOT products and experiences and shared his views on the precursors to help make decisions about whether you should make a connected smart device. He also shared some learnings about each component - the hardware, the cloud; and the end user applications as they relate to the user’s journey through your product’s experience.
Product Development Planning by Creative Engineering Design LeadProduct School
Product Development is an enigmatic process and contains many different steps. It can be difficult to understand the variety of disciplines required to create a new product. Having a well defined process is paramount to avoiding project failure.
If you are interested in product development, you need to understand the process of adequately planning a project. We talked about what it takes to develop an idea sketched on a napkin, into a fully prototyped and manufacturable design.
How to Turn Minimum Viable Products into Growth by fmr Amazon PMProduct School
An MVP is a product with a minimum set of features that solves a definite problem of users. It allows you to spend as little resources as possible to engage your first users and get useful feedback. Used correctly, an MVP can be a great tool to both manage the risk of developing a new product and guide product development as you scale.
In this event we took a brief look at some reasons why you might want an MVP, common mistakes you can avoid, and how to turn that MVP into your first marketable product. We also talked about at what point in the build-measure-learn cycle does an MVP become a final product that can grow and scale.
How Product Managers and Designers Work Together by XO Group PMProduct School
Shilpi Roongta, a Product Manager, and Celine Chang, a Product Designer, discussed ways that both functions can work together to create great products. They covered personal experiences, the differences and overlaps in both roles, strategies you can use to forge a good partnership and design methodologies you can integrate into your product development process.
How to Execute a Product Most Effectively by fmr Johnson&Johnson PMProduct School
While a Product Manager should always be driving towards the vision and goals of the product, it's the details that make or break a successful launch. Factoring in the nuances of the systems, vendors, processes and politics that inevitably impact a product will enable you to plan and execute more effectively.
Jason talked about becoming an expert in product systems and friends with the staff who manage them, and setting expectations for workflow roles and responsibilities e.g. content creation, system integration.
How to Succeed as a Product Manager by Atlassian Principal PMProduct School
How do you know if Product Management is for you? How do you convince a company to hire you if you don't have any experience as a Product Manager? What does an interview for a Product Manager role actually look like?
Evan Michner, Principal Product Manager at Atlassian, shared stories about how Product Managers “fall” into Product Management, and gave some tips on landing your first job in one of these roles.
Why Google Analytics Is Important in PM by MU Sigma PMProduct School
Main takeaways:
- As a Product Manager, why should you care about google analytics?
- You will have an analytics Swiss army knife to answer questions around users, acquisition, engagement, marketing, and conversion metrics
- Introduction to advanced features in google analytics
7 Habits of Highly Effective PMs by Lead Product Manager at XO GroupProduct School
In this talk, Christine Brown, Lead Product Manager at XO Group discusses 7 Habits of Highly Effective PMs. This presentation took place during #ProductCon NYC, the biggest product management conference in the world!
What Is Product Value Realization by former EE Product ManagerProduct School
In the context of the product management holy trinity of desirability, feasibility and viability this discussion will zoom in on the latter aspect.
This session was about how as Product Managers and organizations we can ensure we realize value from the creation of products and services. As Product Managers we aim to deliver value to our customers, clients and stakeholders and spend a lot of time convincing them that we will be able to do this.
How to Build Products for the Customer by T-Mobile Dir of PMProduct School
Find out more about incorporating prototyping and user testing into the development process and why customer awareness is just as important as the product features themselves.
Scaling Your Role as a PM in a Large Organization by Google PMProduct School
Main takeaways:
- An Engineer as a PM is as powerful as a PM who has a technical background
- Enabling the org to become PMs has the potential to reduce some but not all technical, research inefficiencies
- You succeed with a combination of good upper-management leadership and data-driven teams
How to Be an Impactful Product Manager by Uber Product ManagerProduct School
Main Takeaways:
- Defining the Product Manager role
- Understanding the key competencies of a Product Manager
- How to make big impact on your product while avoiding major pitfalls
Microsoft Digital Innovations - Mark VozzoMark VOZZO
Mark Vozzo (Digital Marketer at Microsoft Australia) presented at a FirstClick Consulting event showcasing some Microsoft's latest products such as: Live Mesh (beta), Internet Explorer 8 features such as Web Slices and Accelerators, Silverlight (Hard Rock Cafe site) and Bing Maps Apps.
How to Build Product Solutions by Airbnb Product ManagerProduct School
At Airbnb, they aspire for every trip to be great. To get there, they need to bake quality into their product. This means building a product that enables hosts to deliver amazing hospitality and exceed their guests' expectations. In this talk, Yasmin will explain how Airbnb thinks about this complicated problem, and how they build product solutions to solve it. We'll also dive into a case study of a specific product that was launched. Lastly, Yasmin will give you her tips on how to add value as a Product Manager from day one.
How to Use Data to Build Products by Tradesy Product AdvisorProduct School
In this presentation:
-Product Management is probably the most exciting function in technology organizations - it's an art and science that's well-suited for certain personalities
-The goal of a good Product Manager is NOT to launch a product - rather, it's to move a planned metric in the right direction by the right amount
-A good Product Manager can answer the question, "How did your product do yesterday?" We can't answer that without a well-defined analytics strategy and data requirements built into our products
How to Use Data to Build Products by Tradesy Product AdvisorProduct School
Main takeaways:
- Product Management is probably the most exciting function in technology organizations - it's an art and science that's well-suited for certain personalities
- The goal of a good Product Manager is NOT to launch a product - rather, it's to move a planned metric in the right direction by the right amount
- A good Product Manager can answer the question, "How did your product do yesterday?" We can't answer that without a well-defined analytics strategy and data requirements built into our products
2017-04-13 Agile Product Management - BandungMichael Ong
Presented at Scrum User Group Bandung on 13th April 2017
https://www.meetup.com/Ekipa-Scrum-User-Group-Bandung/events/238693423/
http://agileindonesia.org/april-meetup-report-bandung-agile-product-management-open-space/
How to Set Product Priorities Presented by Michael Ong
Great products rarely happen by luck — they involve careful planning, consideration, and management. In this talk, you'll learn how to put together a product or project roadmap that inspires by studying and applying an objective and collaborative prioritization method that balances both value and effort, helping stakeholders focus on what's important and come to consensus.
Takeaways
Set product or project goals based on company strategic goals
Learn the art of shuttle diplomacy as a way to get buy-in on your priorities
Open Space Topics
- What is Agile ? (Isaac)
- How to do Agile Contracts Work? (for service delivery companies) (Aulia)
- Best practices to calculate business value of Products (Mulky)
- How to create a good roadmap
- Design sprints
- How to have a good retrospective (Thofhan)
What is a Product Manager? by Datank.ai's Product ManagerProduct School
Main takeaways:
- What is a Product Manager?
- What are some Product Manager archetypes?
- What does a day in the life of a Product Manager look like?
- How do you become a Product Manager?
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
Building Better Products: Creating the "Right" Product Roadmap with DataShelley Reece
Data can be qualitative or quantitative, and comes from multiple sources: customer interviews, product usage & funnel analytics, company financial performance, and internal stakeholders. How do you use that data to create a product roadmap that is aligned with your organization’s business needs?
Startup Career Bootcamp: Explore Opportunities at Startups Bita Shahian
Curious about the job availabilities at startups? This presentation will provide aspiring startup employees with a high-level view of the essential skills and the dynamics that shape them.
Presentation by Bita
@bitashahian
World Product Day 2019 / Product Tank HCMC #9: How to advocate product manage...Amanda Lam
Product Management is relatively new and unfamiliar to many company stakeholders. It has never been a major in colleges, and many people often have misconceptions that Product Managers = Project Managers, or holding a belief that digital Product Managers are just doing "IT".
Arguably, proper Product Management is vital to the longer-term sustainability of most companies. While visionary leaders with product-focused mindset are rare; we shall rely on no others but ourselves to pitch and convince upper management and key stakeholders the necessity to invest time and money into Product Management.
In this talk, we will discuss about:
- how Product Management practices can fit into the context of company strategy
- the key values that Product team drives and delivers to both external (clients / users) and internal (other departments) environments
- the processes that facilitate development of market-responsive products
There is no single formula of success, and each company should adjust and adopt its own unique ways to set up its Product team and strategy according to their talent mixes, business priority, stage of growth and competitive landscape. As such, we anticipate active dialogue and discussions among us so that we can learn our experiences from each other!
Product Management 101: Techniques for SuccessMatterport
This is a snapshot from a living document. To see the current document, please go to https://goo.gl/yFFrml.
Topics covered include:
- Resources
- General Overview
- The Role of Product Management
- Characteristics of Great Project and Product Managers
- Problem Space and Solution Space
- Customer Personas
- User Stories
- Product Documentation
- Agile Product Development
- Succeeding with Agile from The Lean Playbook
- Analytics, Customer Engagement, & Monetization
- Pricing Strategies
- Overall Leadership and Organizational Development
- Final Guidelines and Recommendations
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
The Product Management Journey by Adobe & PayPal PMsProduct School
Speakers from Adobe and PayPal, have spent a good number of years as Product Managers in their respective companies. Their stories give you an idea of how the role of a Product Manager evolves with time.
DigiGrapes - Idea to Market - Product Development Agile FrameworkMukesh Goswami
This is a pragmatic and agile execution plan for a startup SW product. This plan elaborates on V 1.0 (MVP) of a multi stage enterprise product execution plan.
What is Product Success by Cayan Dir of Product EngineeringProduct School
In the presentation, Tcheilly Nunes, comes up with three takeaways that he believes are the key for a successful product:
-Having way fewer meetings
-Fostering healthy team debates
-Making product decisions everyone understands
Similar to The Butterfly Principle for Product Management by GameBench CEO (20)
Webinar How PMs Use AI to 10X Their Productivity by Product School EiR.pdfProduct School
Explore AI tools hands-on and smoothly integrate them into your work routine. This practical experience is here to empower you, offering insights into the mindset of successful Product Managers. Learn the skills to become a more effective Product Manager.
Main Takeaways:
Hands-On AI Integration:
Learn practical strategies for integrating AI tools into your workflow effectively.
Mindset Insights for Success:
Gain valuable insights into the mindset of successful Product Managers, unlocking the secrets to their achievements.
Skill Empowerment for Growth:
Acquire essential skills that empower your evolution toward becoming a more effective and impactful Product Manager.
Webinar: Using GenAI for Increasing Productivity in PM by Amazon PM LeaderProduct School
In this webinar, you will learn how AI can take work off your plate, allowing you to focus on deep thinking or critical work. Cut out the drudge work in Product Management and get more out of your day.
Learnings:
Improve workflows that are high frequency - "manual tasks"
Increase the quality of output that has high importance - "brainy tasks"
Put GenAI to work today
Unlocking High-Performance Product Teams by former Meta Global PMMProduct School
Main Takeaways:
- High-Performing Team Dynamics: You’ll gain insights into fostering high-performance teamwork.
- Unveiling Team Personas: You’ll learn about different personas in the team and how to foster these differences.
- Decoding the Team Needs x Productivity Equation: You’ll learn about different team needs and how they correlate with engagement and productivity.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
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Length: 30 minutes
Session Overview
-------------------------------------------
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- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
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Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
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https://alandix.com/academic/papers/synergy2024-epistemic/
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Speakers:
Bob Boule
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Gopinath Rebala
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8. Intro to Product Management and Data Analytics
David B. Miller
Apr 2018
9. After Tonight, You’ll Have Learned More About...
1. Introduction to Product Management: A framework that describes the function
of product management and outlines the role/responsibilities from concept
through launch to business success.
2. Deeper Dive into Data Analytics: Best practices for making informed decisions
and effecting positive business impact.
10. A company needs “product vision,” but doesn’t “need”
a product manager
● Goal of any company is to grow revenue profitably
● Companies need to:
○ Build
○ Sell
● A company can consist of a single “heavy lifter” who has the product vision and
can both build and sell
How do you Build well? How do you Sell well?
● Decide what to build (i.e., plan) well
● Execute well
● Market well (all four of those P’s)
$ $$
(+) Return on
Investment (ROI) is
when the output is
larger than the input
11. As complexity increases, Product Managers reduce risk and
increase the probability of success
● A product manager manages the…
○ Planning
○ Execution/Production
○ Business success
....of the product
● Mini-CEO of the product
● E2E accountability for product success - from product vision through to meeting
post-launch business goals
Good product managers: 1) Bring clarity to confusion; 2) Exercise good business judgment;
3) Make problems “go away.”
12. Product Management Framework - PM as Accountable Owner
Business
Goals
Product's true
north in ever-
changing world.
Reason for being.
Prove product
will appeal to a
large enough
audience
Define product
success
(Launching the
product is NOT
product
success)
Prioritize
product
planning based
on business
goals and level
of effort
Define must-
have and nice-
to-have
features for
any given
product
version
The heavy
lifting - getting
the product
launched:
With the right
features; On
time; On
budget
Ensure the
product is
meeting the
agreed upon
business
goals/ KPIs
Wash, rinse, repeat
Kaizen: Continuous Improvement
Product Vision
Product &
Market
Strategy
Business
Model &
Business
Goals
Product
Roadmap
Product
Req’ts
Execution
Product
Success
Product Development Process
13. Product Vision
● The product’s “reason for being” - it’s why everyone’s together working to get
it launched
● It MUST solve a user/market need for a certain “customer”
● The product REALLY SHOULD solve it in a way that’s better than the
competition. Strive for product excellence.
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
Emotion Unexpected Core Credible
Do users react
with visible
positive
emotions? Do
they smile?
Will the product be one of many or
stand out?
A user should be amazed/ excited/
jump out of their skin.
What is the one thing this
product will do really well?
All features that support this
are essential - everything else
is nice to have.
Will users believe
you’ll have the
ability to solve
their problem?
Snapchat iPod’s clickwheel Tesla
Amazon Web
Services (AWS)
Contribution: Made to Stick: Why Some Ideas Survive and Others Die. Book by Chip Heath and Dan Heath
14. Product Vision
● Needs to cover the three ingredients below:
Target Customer Needs Addressed Vis-à-vis Competition
● Who are they?
● Be specific
● Is the market large
enough to be
compelling?
● Focus on the most
critical
● Better to do one thing
well than many things
mediocre
● What makes it unique?
● Is there sustainable
competitive advantage?
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
15. Product Vision
● The vision REALLY SHOULD be bold/exciting/motivating/inspiring/ambitious.
Boldness attracts both customers and talent.
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
Bad Good
Build kick-ass products
SpaceX: Actively develop the technologies to make space
exploration possible, with the ultimate goal of enabling human life
on Mars.
Amazon: Launch products that make us the earth's most customer
centric company; to build a place where people can come to find
and discover anything they might want to buy online.
16. Strategic Fit vis-à-vis Competition
● Companies can
compete on:
○ Price
○ Quality (how well
you meet user
needs)
● Where do you fit?
● How crowded?
● Does it make
sense? Is it
credible?
Attribute 1
Low High
Attribute 2
Low
High
Them
Them
Them
Us
Illustrative Example
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
17. Product and Market Strategy
● Product/Market Fit: Degree to which your product is satisfying market/user demand
● Choosing the right market is often more important than having the best product
● Solid Go-to-Market (GTM) strategy is crucial for making the product <> market
connection
Good Product Bad Product
Big Market Sweet Spot
Short-term success if unique,
but need to improve product vs.
competition to be sustainable
Small
Market
Not worth it unless
investment is really, really
low
Need to adjust/pivot, else
please just quit and go home
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
18. Business Model & Business Goals
● Companies are not schools or charities - goal of any product is to get a return
on investment for investors/shareholders
● Revenue is a lagging indicator of success, so not a great success metric
Possible Leading
Indicator of Success
Why Is This Important? How Do You Measure This?
Total downloads Assesses marketing awareness From various app stores and/or your hosting servers
Total number of users Assesses usage From registrations or your definition of a “user/device”
Daily / Monthly active users
(DAUs / MAUs)
Assesses how important your product is to users # of users who “engaged” in a day/month.
# of sessions per DAU
Assesses “social-ness” / how often users are returning
to your product in a day
[(# daily sessions) / DAUs]
Time spent per session Assess engagement of your users [(sum of session time) / (# daily sessions)]
Stickiness Assesses the activity / engagement of your users [ DAUs / MAUs ]
XX (i.e., 30) day retention Assesses how important your product is to users
[(# active users in “cohort” now) / (# active users in “cohort”
before)]
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
19. Business Model & Business Goals
● Choosing the right leading indicators of success - your Key Performance
Indicators (KPIs) - is art & science
● If your KPIs are growing and healthy, then revenue will follow
● Need to ensure that the product is “instrumented” in a way such that these
KPIs can indeed be measured
● Success is not simply launching the product - Need to plan the success
metrics of the launch ahead of time:
○ What KPIs do we intent to move?
○ By how much?
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
20. Product Roadmap
● What products/features/versions/releases you’re going to launch when
● Document that lives in a certain place and represents the single source of
truth (SOT)
● All roadmapped products MUST
align with the Product Strategy
● $#!+ happens, things change - so
roadmaps are updateable
● Tradeoffs will need to happen based on
(changing) business priorities
Q1 Q2 QN
v1
● Feature 1
● Feature 2
● Feature 3
v1.1
● Feature
1..N
v2
● Feature
1..N
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
21. Product Requirements
● For any given product launch/version/release/etc., a document - often referred to
as a Product Requirements Doc (PRD) - that specifies for the engineering team
EXACTLY “what” the product shall do
● Product Management specifies the “what,” and engineering - via their
engineering design documentation - specifies the “how”
● Product requirements are documented in a single location
[choose_your_system], and they do NOT live in email, text, hallway
conversations, etc.
● When the engineering team has any questions about the PRD, it means the
PRD was unclear. Clarifications are NOT answered via email or phone, but
rather via a revised version of the PRD.
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
22. Product Requirements Shall Be
100% Unambiguous
Poorly Specified Better
When the current time reaches the
alarm time, the alarm goes off
● What does “off” mean?
When the user hits the snooze button,
the alarm should pause for 5 minutes.
● What does “hit” mean?
● What does “should” mean?
● What about the alarm “pauses?”
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
When the current time reaches pre-set
alarm time, the alarm clock begins to
make a noise that’s loud enough to
awaken the average sleeper
When the user depresses the snooze
button, the alarm noise stops for 5
minutes and then resumes
23. Product Requirements Shall Be
Prioritized
● No company has infinite resources and there are only 24 hours in a day
● $#!+ happens, things change, etc. So not everything will “fit” into the release.
Between Quality / Time / Cost, you can usually only fit two.
● As much as possible, quantify upside through testing and/or market research
● Align features with both product vision and business KPI goals
● Prioritize by “must haves” and “nice to haves,” and “must haves” are the launch
blockers
Low Level of Effort (LOE) High LOE
Low
Upside
Depends. Sometimes low
hanging fruit.
Likely to be deprioritized
High
Upside
No brainer / low hanging fruit Depends
ROI ≈ [Upside / LOE]
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
24. Execution
● Sometimes PM is assisted by project/program management (PjM/PgM)
● Often involves daily “stand-ups”
○ Green = No blockers. Great, stop talking, move onto the next item.
○ Yellow = At risk. What help is needed to make you green?
○ Red = Help needed. Take offline and management to unblock / remove obstacle / provide the
necessary help.
● Consider “pilots” or experiments as a way to get through Fear/ Uncertainty/
Doubt (FUD)
● Run to trouble. Get in front of something and control it before it controls you.
Letting Things Happen Making Things Happen
I sent an email, and I haven’t heard back... I went to the person directly and...
I told Jill and Jack that they should talk...
I scheduled a meeting with Jill and Jack
to discuss...
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
25. Product Management Is the
Accountable Party
● The accountable party can sub-contract to the responsible party.
(e.g., PM needs Legal to conduct an Intellectual Property (IP) review.)
● The accountable party can also be the responsible party. (e.g., PM
documents product requirements.)
Accountability Responsibility
● On the hook to ensure something
happens
● Single throat to choke
● On the hook to physically execute a
task or action item
● Heavy lifter
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
26. Product Success
● Congrats, you’ve launched the release, which is only step 1
● Are you hitting your KPIs?
○ Yes? Great, double-down and do more.
○ No? Why not? What’s your hypothesis and what test(s) can you perform to prove it and
remediate?
Product
Vision
Product
&
Market
Strateg
y
Bus.
Model
&
Goals
Road
map
Req’ts Exec.
Succ
-ess
Product Development Process
Product Vision
Product &
Market
Strategy
Business
Model &
Business
Goals
Product
Roadmap
Product
Req’ts
Execution
Product
Success
Product Development Process
Wash, rinse, repeat. Kaizen: Continuous Improvement.
27. Data Is the New Oil
● Information is not free
○ Considerable cost of building data pipelines
○ Non-zero cost of pulling data and analyzing it
○ Opportunity cost
● Information is only valuable if it:
○ Reaffirms a decision
○ Changes a decision
● Answers, not Data!
○ Data is a means to end
○ What’s the question behind the question?
PV P&MS
BM&
BG PR PR Ex PS
Product Development Process
Wash, rinse, repeat.
28. Not All Data/Information is Valuable
PV P&MS
BM&
BG PR PR Ex PS
Product Development Process
Wash, rinse, repeat.
Hypothetical Situation /
Information Gathered
Resulting Action Taken
by Organization
Information Was
Valuable?
Someone requested a report of daily
revenue over the last 90 days
Yes – revenues were lower than
expected so the org had to take
remedial measures
There was concern that the org was falling
short on revenue, so daily revenue over the
last 90 days was compiled
None – revenue looked healthy
Someone was curious as to what daily
revenue had been over the last 90 days
None
Yes
Yes – The org would have
taken remedial measures if
the data had supported the
initial concern
No
29. Be Protective of Requests for “Data”
PV P&MS
BM&
BG PR PR Ex PS
Product Development Process
Wash, rinse, repeat.
● Data requests need to be well-founded and formulated
● The proposed analysis needs to actually be able to answer the question at
hand
● Analysis/information will indeed be valuable to the organization
Tenet Why Is This Important? Best Practice
What’s the value
of this
information?
Information is a product. Regardless of
whether it’s ever sold externally, we must be
conscious of why it’s being produced. Like
any well-planned product, it needs to also
have an accompanying plan. If no solid plan
can be erected, then it’s possible this
information isn’t actually valuable.
● What actions will we take based
on the various possible
outcomes of this analysis?
● Document and hold agreed-
upon owners accountable
30. Tenet Why Is This Important? Best Practice
No
analysis
for
analysis
sake
Reports/analyses are not free. Just because
team XYZ has been running report ABC for
the last two years does not mean that report
has any value. Especially if it’s being shipped
to its normal distribution list and nobody is
either reading it or taking any action.
● Audit what reports are or aren’t being
used. Consider assessing the value of
the information per above.
● If in doubt, consider terminating a
report and seeing if anyone “jumps up
and down.”
Curiosity
is not a
business
priority
This happens frequently in meetings: “It would
be interesting to take a look at XYZ.” Or, “I’m
curious to see what ABC looks like.”
Nonetheless, as mentioned above, compiling
information with no clear plan and/or no
intended actions is a waste of resources.
“Let’s be really clear about whether we want
to run that analysis or whether we should do
something of higher priority. If we’re not
resourced or planning to take action on that,
then it’s possible it wouldn’t be a high
priority.”
Be Protective of Requests for “Data”
PV P&MS
BM&
BG PR PR Ex PS
Product Development Process
Wash, rinse, repeat.
31. Tenet Why Is This Important? Best Practice
Business
questions and
business
answers, not
data
There is always a “question behind the question.” For example, “Give
me daily orders for the last 90 days” is NOT the ultimate business
question – it’s simply a data request. Oftentimes the data that’s being
requested is actually not the best way to answer the true underlying
question.
Ultimately, the deliverable is NOT the actual data or analysis. Rather,
it’s the answer to the original business question. The underlying
analysis should accompany/support the answer to the business
question with an explanation of why the data proves/disproves the
hypothesis.
Take a
consultative
approach similar
to next slide
Be Protective of Requests for “Data”
PV P&MS
BM&
BG PR PR Ex PS
Product Development Process
Wash, rinse, repeat.
32. Be Protective of Requests for “Data”
PV P&MS
BM&
BG PR PR Ex PS
Product Development Process
Wash, rinse, repeat.
“Hey, give me daily orders for the last
90 days.” “What question are you ultimately trying to
answer?”
“I’d like to know whether there’s a
problem with our order system.”
“Oh, we have order error logs running over here.
They’re extremely accurate. That’s a better way to
answer your question.”
“OK I ran a report from the order system error logs.
The quick answer to your question is “No, there is
not a system problem.” I created a slide that
reiterates my assessment and shows the data that
led me to that conclusion.”
33. Tenet Why Is This Important? Best Practice
Averages
can lie
Don’t be fooled by taking the average of two sets,
comparing them, and making an assessment that
one set is higher than the other. Statistically
speaking, they could be the same.
Run a statistical analysis to understand
whether the differences in the averages is
statistically significant
Precise
but not
accurate
Don’t include unnecessary decimal places in any
analysis, as it can falsely imply exactitude
99.9% of the time one decimal place is
enough :-)
Be Protective of Requests for “Data”
PV P&MS
BM&
BG PR PR Ex PS
Product Development Process
Wash, rinse, repeat.
34. Tenet Why Is This Important? Best Practice
If you
don’t
document
it, it didn’t
happen
As mentioned, producing analysis is the same as
producing any product. We don’t throw products
away, and same goes for analyses.
All too frequently analyses are pasted into email,
sent, and then lost in the ether.
Meanwhile, if someone asks the same question
later, the same/similar analysis is often redone.
Treat your analyses like first class
products and archive them in an
accessible repository.
Teach customers to search through the
repository first before making a new
request.
Be Protective of Requests for “Data”
PV P&MS
BM&
BG PR PR Ex PS
Product Development Process
Wash, rinse, repeat.
35. You Shall Have a Single Source of
Truth (SOT)
PV P&MS
BM&
BG PR PR Ex PS
Product Development Process
Wash, rinse, repeat.
● “Single”
○ Information / data / documents shall only live in one place
○ Keeping the same information in multiple locations forces org to keep multiple
sources updated and in synch, which creates a burden/tax
○ Inevitably, the information will be out of synch, calling into question the
accuracy of all sources.
● “Truth”
○ The data shall be accurate, else it’s garbage in, garbage out.
○ Data governance: Ensure different teams are defining data / fields / etc. in the
same way. Document the lexicon / data dictionary and make it accessible.
○ Audit the quality of your data by running tests with known outcomes
36. Did Your Product Have a Good Day
Yesterday?
PV P&MS
BM&
BG PR PR Ex PS
Product Development Process
Wash, rinse, repeat.
● If you can’t answer this, it means you’re flying blind
● What are your leading indicators of success? (Hint: It’s not revenue)
Gardener Product Manager
1. Wake up
2. Tend to the plant
3. Assess and mend as-needed
4. Repeat
1. Wake up
2. Tend to the product
3. Assess and mend as-needed
4. Repeat
37. Frame the Business Problem
PV P&MS
BM&
BG PR PR Ex PS
Product Development Process
Wash, rinse, repeat.
● Can be done in as few as
two slides
39. Product Management Framework - PdM as Accountable Owner
Business
Goals
Product's true north in
ever-changing world.
Reason for being.
Prove product will
appeal to a large
enough audience
Define product
success (Launching
the product is NOT
product success)
Prioritize product
planning based on
business goals
and level of effort
Define must-have
and nice-to-have
features for any
given product
version
The heavy lifting -
getting the
product launched
in time
Ensure the
product is
meeting the
agreed upon
business goals/
KPIs
PdM
Deliverables
Market
Requirements Doc
(MRD)
Product Roadmap Product
Requirements
Doc (PRD) incl
Minimal Viable
Product (MVP)
Execution
Examples &
non-PdM
Deliverables
Product Evangelism
Stakeholder Motivation
& Influence
Innovation/ Ideation
Product/Mkt Fit
Competitive
Landscape
Business Case
Business KPI Goals
and Timing
AOP Planning
Make hard tradeoffs between strategy,
KPIs, cost, level of effort, user
experience, business risk, and timing
Project Plan
Sprints and
standups to hit
project plan
Marketing Plan
Monitor KPIs
and modify
product &
planning for
improvement
PdM Partners/
Stakeholders
Strat Dev, Marketing,
Design
Strat Dev, Corp
Strat, Marketing,
Consumer Insights
Finance Everyone Marketing, Design, Mfg, Software Dev,
Strat Dev, QE, Packaging, Privacy/Data
Security, Finance, Legal
Marketing,
Design,
Finance
Product Vision
Product &
Market
Strategy
Business
Model &
Business
Goals
Product
Roadmap
Product
Req’ts
Execution
Product
Success
Product Development Process
40. Competitive Advantage
Market
Small Large
Competitive
Advantage
Lower Cost
Focus on having “me-too” products
with “sufficient” features but at a
lower cost
Be the lowest cost operator in the
industry
Better
Product
(i.e., Product
Differentiation)
Focus on niche markets where
product has custom/tailored
features for that niche
Have the absolute best product out
there, for which you can charge a
premium
41. Waterfall vs. Agile/Scrum
Waterfall (Traditional) Agile/Scrum
Sequential and well structured Adaptable and flexible
● Plan a huge / monolithic release with
known features, from concept to
launch
● All requirements are known ahead of
time
● Plan out the start and end dates
● Iterative bits/pieces of concept to
launch
● All requirements are not known
ahead of time
● Final end date is not known
42. Part-time Product Management Courses in
San Francisco, Silicon Valley, Los Angeles, New
York, Austin, Boston, Seattle, Chicago, Denver,
London, Toronto
www.productschool.com
Editor's Notes
Boldness attracts both customers and talent
Boldness attracts both customers and talent
Boldness attracts both customers and talent
Does it make sense?
Churn rate = 1 - Retention rate
Information shall not live in more than one location
Product management shall not out-engineer the engineers
Focus on the word “shall” vs. “should”
It helps all the gears and cogs run well. It’s a valuable asset unto itself.
Two key words: Single and Truth. Page views and ad requests.