Starter slides for a highly collaborative discussion at Product Camp Silicon Valley 2015. We used slides #3 and 4, then opened it up for suggestions about what Directors do (#7) and ways to signal that you'd like to be promoted to be one (#8).
Good, Better Bet Product Management (Seattle Product Camp keynote)Rich Mironov
Talk for Seattle Product Camp (25 Oct 14) on minimally viable product management (just enough to avoid hindering product flow) up through great product managers/leaders/thinkers
“Getting Promoted” at SV Product Camp 2013Rich Mironov
At Product Camp Silicon Valley 2013, We had an energetic (semi-structured) discussion about what individual contributor Product Managers do, how this is different from Director-level and VP Product roles, and ways to address various real-world (political) issues
AgileCamp Dallas: Unpacking Business Value (Mironov)Rich Mironov
From the development side, we often think of Business Value as accurate, one-dimensional, and easy to auto-sort. We unpack this a bit, and try to get back to real customer value. Core analogy: is freeze-dried astronaut ice cream really ice cream? Do our paying customers care about business value points, or only real improvements they can directly experience?
A keynote at AgileCamp Dallas, 19 Oct 2015
Product Career Ladder: Getting Promoted to DirectorRich Mironov
Director-level and VP Product leaders do different work than individual contributor Product Managers. How do you signal that you’re interested in “the next job up” while respecting your current manager? How have attendees gotten promoted to Director?
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
Very early stage startups (pre-revenue, 10 people or less) don’t have dedicated product managers / product owners. But once they get to 30 people or have a few big-revenue customers, lack of product management can be disastrous. This talk maps out the challenge of growth and when/how product management becomes essential.
Product Management Is Not Optional (EL-SIG/SVForum)Rich Mironov
Intended primarily for an audience of engineering leaders and development managers, with this agenda:
- Product management is about doing the right things. Engineering is about doing things right.
- Prioritization is political and strategic as well as algorithmic
- Symptoms of weak product management and how Engineering can help
This was a talk for SVForm's Engineering Leadership SIG on 21 Aug 2014.
Good, Better Bet Product Management (Seattle Product Camp keynote)Rich Mironov
Talk for Seattle Product Camp (25 Oct 14) on minimally viable product management (just enough to avoid hindering product flow) up through great product managers/leaders/thinkers
“Getting Promoted” at SV Product Camp 2013Rich Mironov
At Product Camp Silicon Valley 2013, We had an energetic (semi-structured) discussion about what individual contributor Product Managers do, how this is different from Director-level and VP Product roles, and ways to address various real-world (political) issues
AgileCamp Dallas: Unpacking Business Value (Mironov)Rich Mironov
From the development side, we often think of Business Value as accurate, one-dimensional, and easy to auto-sort. We unpack this a bit, and try to get back to real customer value. Core analogy: is freeze-dried astronaut ice cream really ice cream? Do our paying customers care about business value points, or only real improvements they can directly experience?
A keynote at AgileCamp Dallas, 19 Oct 2015
Product Career Ladder: Getting Promoted to DirectorRich Mironov
Director-level and VP Product leaders do different work than individual contributor Product Managers. How do you signal that you’re interested in “the next job up” while respecting your current manager? How have attendees gotten promoted to Director?
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
Very early stage startups (pre-revenue, 10 people or less) don’t have dedicated product managers / product owners. But once they get to 30 people or have a few big-revenue customers, lack of product management can be disastrous. This talk maps out the challenge of growth and when/how product management becomes essential.
Product Management Is Not Optional (EL-SIG/SVForum)Rich Mironov
Intended primarily for an audience of engineering leaders and development managers, with this agenda:
- Product management is about doing the right things. Engineering is about doing things right.
- Prioritization is political and strategic as well as algorithmic
- Symptoms of weak product management and how Engineering can help
This was a talk for SVForm's Engineering Leadership SIG on 21 Aug 2014.
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
How Agile Changes (and Doesn't) Product ManagementRich Mironov
Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same time, “by the book” agilists tend to misunderstand (or forget about) product management with disastrous results.
This session will recap the essentials of tech product management, loosely define agile, and identify the primary failure modes of companies lacking agile PMs. How should we organize, train and collaborate for success?
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
Product Management Basics for Project ManagersRich Mironov
ProDUCT management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with proGRAM and proJECT management. Yet done well, product management is a driver of market success and effective development. Agile teams building commercial software have additional role confusion between product owners and sometimes-agile product managers. This PMI webinar outlined product management basics, contrasted them with project/program management, and matched this to scrum-defined product ownership.
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
15July2010 talk on "Product Challenges for Pre-Revenue Entrepreneurs" with three things very early-stage tech companies must do: Seriously listening to their markets; construct customer-side ROIs; do whole-product thinking. Hosted by 'Agile Entrepreneurs'
Product Tank Dublin: Scaling Agile Product ModelsRich Mironov
"Product Managers, Product Owners, Scalable Agile Product Models:" what do the first few scale-ups of product management look like, from one end-to-end PM to several to a multi-tier model? And what are some of the challenges/pitfalls?
Product Management Basics (for SCU MBA program)Rich Mironov
For Prof. Kumar Sarangee's MBA class at Santa Clara/Leavey. Basics of tech product management: role, pricing, roadmapping, and "how it is in the real world." Energetic class participation
Companies building enterprise tech products are different from companies building mass consumer tech. Large-ticket deals, long sales cycles, name-and-face customer relationships, and complex buying processes shape what we build and how we bring it to market. Having a hundred customers each spending $1M/yr is a radical departure from a million customers each spending $100/yr.
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
Product Camp SF 2013 Keynote: Passionate About Product ManagementRich Mironov
"Why I'm Passionate About Product Management." A lighthearted pictorial keynote for Product Camp San Francisco (Oct 2013). Since we typically talk about wearing lots of hats, I've instead referred to shoes.
Challenges of (Lean) Enterprise Product ManagementRich Mironov
Enterprise software products often have expensive sales teams, long sales cycles, lumpy revenue streams, and organizational gaps between buyers and users. This creates different problems for product managers than with high velocity ecommerce or B2C tech product.
Presented at #mtpcon APAC
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring; Marketing wants us to document more use cases in more industries so that we can widen the funnel. We may wait for each department to “see the light” and give up its specific asks in favor of the greater good, but that can be a very long wait.
Agile2016: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role - product manager - responsible for identifying market needs/opportunities, making product-level decisions and managing sales/customer relationships on behalf of executives. This talk maps out product owners and software product managers, with approaches to meet all of the product needs for a market-successful product. (reprise from Agile2015)
There are some fundamental laws of software economics that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. ( After all, gravity’s not just a good idea, it’s the law.)
This describes some essential facts about the (software) world, and posits matching laws of product strategy:
- Your development team will never be big enough (thus: Law of Ruthless Prioritization)
- All of the profits are in the nth subscriber (thus: Law of Build Once, Sell Many)
- Software bits are not the product (thus: Law of Targeted Whole Products)
- You can’t outsource your strategy (thus: Law of Judgment)
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
How Agile Changes (and Doesn't) Product ManagementRich Mironov
Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same time, “by the book” agilists tend to misunderstand (or forget about) product management with disastrous results.
This session will recap the essentials of tech product management, loosely define agile, and identify the primary failure modes of companies lacking agile PMs. How should we organize, train and collaborate for success?
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
Product Management Basics for Project ManagersRich Mironov
ProDUCT management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with proGRAM and proJECT management. Yet done well, product management is a driver of market success and effective development. Agile teams building commercial software have additional role confusion between product owners and sometimes-agile product managers. This PMI webinar outlined product management basics, contrasted them with project/program management, and matched this to scrum-defined product ownership.
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
15July2010 talk on "Product Challenges for Pre-Revenue Entrepreneurs" with three things very early-stage tech companies must do: Seriously listening to their markets; construct customer-side ROIs; do whole-product thinking. Hosted by 'Agile Entrepreneurs'
Product Tank Dublin: Scaling Agile Product ModelsRich Mironov
"Product Managers, Product Owners, Scalable Agile Product Models:" what do the first few scale-ups of product management look like, from one end-to-end PM to several to a multi-tier model? And what are some of the challenges/pitfalls?
Product Management Basics (for SCU MBA program)Rich Mironov
For Prof. Kumar Sarangee's MBA class at Santa Clara/Leavey. Basics of tech product management: role, pricing, roadmapping, and "how it is in the real world." Energetic class participation
Companies building enterprise tech products are different from companies building mass consumer tech. Large-ticket deals, long sales cycles, name-and-face customer relationships, and complex buying processes shape what we build and how we bring it to market. Having a hundred customers each spending $1M/yr is a radical departure from a million customers each spending $100/yr.
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
Product Camp SF 2013 Keynote: Passionate About Product ManagementRich Mironov
"Why I'm Passionate About Product Management." A lighthearted pictorial keynote for Product Camp San Francisco (Oct 2013). Since we typically talk about wearing lots of hats, I've instead referred to shoes.
Challenges of (Lean) Enterprise Product ManagementRich Mironov
Enterprise software products often have expensive sales teams, long sales cycles, lumpy revenue streams, and organizational gaps between buyers and users. This creates different problems for product managers than with high velocity ecommerce or B2C tech product.
Presented at #mtpcon APAC
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring; Marketing wants us to document more use cases in more industries so that we can widen the funnel. We may wait for each department to “see the light” and give up its specific asks in favor of the greater good, but that can be a very long wait.
Agile2016: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role - product manager - responsible for identifying market needs/opportunities, making product-level decisions and managing sales/customer relationships on behalf of executives. This talk maps out product owners and software product managers, with approaches to meet all of the product needs for a market-successful product. (reprise from Agile2015)
There are some fundamental laws of software economics that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. ( After all, gravity’s not just a good idea, it’s the law.)
This describes some essential facts about the (software) world, and posits matching laws of product strategy:
- Your development team will never be big enough (thus: Law of Ruthless Prioritization)
- All of the profits are in the nth subscriber (thus: Law of Build Once, Sell Many)
- Software bits are not the product (thus: Law of Targeted Whole Products)
- You can’t outsource your strategy (thus: Law of Judgment)
Essentials of Agile User Story Mapping - Atlassian User GroupNicholas Muldoon
In this Lightning Talk, Nicholas Muldoon walks through the must-know aspects of user story mapping, an essential technique for every agile team. Nicholas then dives into a demonstration of Easy Agile User Story Maps for JIRA.
Recorded at the Atlassian User Group, Sydney, March 2016.
Communication channels and vehicles for providing product information to consumers. Please contact me to request a copy of the file with embedded audio. (2012)
Improving the User Story Agile Technique Using the INVEST CriteriaLuigi Buglione
Although the Agile Software Development (ADS) approach has been around for the last 15 years, it is only recently that attention has moved towards Agile Software Management (ASM) for tackling some of the management-related weaknesses, such as estimating on the basis of User Story points. This paper presents an application of the INVEST criteria (Independent – Negotiable – Valuable – Estimable – Small –Testable) for improving the measurement technique of User Stories, introducing sizing units and a technique to negotiate requirements. It includes a discussion on an approach to balancing the six criteria used to evaluate a set of User Stories in a Sprint.
Intro to Agile Innovation (Agile 2016) Rich Mironov
Innovation is a complicated topic. Product folks often focus externally: how do we build products that customers and buyers find more innovative; out-design the competition; create market advantage? Process folks often focus internally: how do we develop faster, better, with higher quality? This talk suggestions innovation categories, focuses on validating real needs, and topples a few popular innovation myths.
Writing a User Story for a scrum product backlog is easy ... if you understand how. These slides were put together for a PHPLondon lightening talk which was given on the 1st July 2010.
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Lean Startup + Story Mapping = Awesome Products FasterBrad Swanson
To deliver the right outcomes, you need to learn your customers needs and validate your assumptions as early as possible. This means getting an early version of your product completed to start testing, validating and improving. This session will demonstrate how to combine Lean Startup and User Story Mapping techniques to determine where to start and how to learn early and often.
Participants will start with a partially completed Lean Canvas to flesh out and then define a product roadmap by building a Story Map. We will use Lean Startup concepts of Minimal Viable Product (MVP) and validated learning to focus on outcome over output.
Learning objectives:
Understand the importance of accelerated learning and techniques to achieve it
How a Lean Canvas can help shape your product vision and MVP
How to build a story map to create a product roadmap
How to use a story map to validate your users' journey
The Product Management X-Factor: How to be a Rock Star Product ManagerPaul Young
Product Management is a tough job: we need to be business oriented, tactical, strategic, and technical all at the same time. But some people have cracked the code about how to be more effective product managers than others. What is it about these rock star product managers that separates them from the rest of us?
Over the past 10 years in product management, Paul Young has observed what makes some people successful where others fail, and boiled it down to seven product management "x-factors," that turn good people into great.
Winner of "Best Session" at Rocky Mountain ProductCamp 2010.
NOTE: Because of the limitations of SlideShare, the formatting of this presentation does not match the original. Come to ProductCamp Austin in Jan 2011 to see this presentation live. productcampaustin.org
User Story Mapping, Discover the whole storyJeff Patton
Variations of these slides have been used in a variety of talks.
These slides support discussions on why stories work, and when they don't. And, on story mapping, how and why it works.
Creating a backlog of user stories is pretty straight forward but it doesn't help you when it comes to decisions like what to build first, how to prioritize and groom the backlog, how to scope and plan the project, and how to visualize progress. The traditional backlog is simply too flat and often too long to help you see the bigger picture and make good decisions. User Story Mapping helps simplify all of these common project issues. By adding a third dimension to your backlog, your team will make better decisions about priorities, scope, and planning while improving your ability to visualize progress.
In this practical session I’ll cover the basics of user story mapping before walking you through case studies of how our teams are using this approach and the results we are achieving. I'll show you the before, during, and after pictures from several projects so that you can understand how our maps progress during the projects and how we use them to influence iterative development, promote good decision making, and visualize priorities, plans, scope and progress.
Product managers drive the vision, strategy, design, and execution of their product. In this presentation I share my lessons learned on the art behind each of these four dimensions of product management.
Enjoyed this presentation? Subscribe to my weekly essays at sachinrekhi.com
Understanding the Next Product Job Up (and Getting Promoted)Rich Mironov
ProductCamp London, 8Feb2014: a talk/discussion about how larger companies tier their product mgmt roles (individual contributor PM, director, VP), ideas about what they each to, and conversation about deciding if you want that promotion.how to signal that you do.
RISE is the Best-in-Class B2B Sales Transformation Program aimed at making your B2B Sales Team the key source Competitive Advantage in your business.
RISE provides a complete framework to implement lean change and achieve sales alignment and transparency across your B2B sales organization
Uitleg over hoe je een ondernemerspln kunt maken. Uitleg in drie niveau's van detail: eerst op hoofd-termen, dan met korte uitleg en video's en vervolgens met zeer veel details (in Engelse taal). De details zijn voorbeelden en zijn naar eigen inzicht te benoemen of niet, dan wel zelf elementen toe te voegen.
The first of three capability building seminars for the Northern Ireland Food & Drink sector. This session looks at strategic planning, when, how and why you need to do it (whatever your business).
This presentation will help you understand how to:
Develop short- mid- and long-term business, sales and marketing goals and related objectives
Prepare your corporate Mission and Vision statement
Understand brand positioning and its importance
Recognize ideal target clients
Determine competitive factors that affect your market position
Define the elements that will shape your marketing budget
Writing business plan simplified. Document uses structured approach to list down possible questions important to any investor to litmus test your business plan.
Mastering the Product Resume (ProductCamp Austin 22)Dan Corbin
Whether you already have a product role or are looking for your first job in product management, this deck is for you. You’ll learn the best practices to use, what specific missteps to avoid, and how to clearly show your product skills so companies quickly respond to your resume. It also focuses on how to highlight your previous experience outside of product management so you can get land a job in product management. It includes before and after resumes of real people so you can see how the steps described can result in a superior product resume.
Sales enablement for startups and SME organisations M Baba Sam
Consulting engagement - As an output, the leadership team would have a document that would be a blue print for driving sales and marketing initiatives to build a healthy sales funnel and an operational framework for tracking milestones for achieving revenue targets, quarter on quarter, for the entire financial year.
Why Silicon Valley Continues to Innovate and Rock the WorldRich Mironov
This is a slightly overblown view of Silicon Valley’s network effects and tech culture for Tolpagorni's 2014 Market Insights Conference. Goal: drive discussion about what can be borrowed to other tech centers like Stockholm, and what resources/attitudes are harder to copy.
How Agile plus Product Management helps Build the RIGHT Things the RIGHT WayRich Mironov
Strong product managers spent up to half of their time talking directly with customers, buyers, and partners. And the other half of their time with their teams: framing problems, collaborating on solutions, translating features into benefits and vice versa. Making sure that we’re building the RIGHT things as validated directly by users and buyers so that we deliver customer-defined value as well as increased velocity. That’s different from the narrow scrum definition of product owner, which is mostly internal-facing.
How To Manage Misaligned Stakeholders (Who Are Usually Misaligned)Rich Mironov
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring...
How do we understand this behavior, appreciate their effort (rather than just being frustrated), and find strategic tools that let us build out a single plan for our products and teams?
What Your Roadmap Audiences Are Really ThinkingRich Mironov
Your different audiences have different (often opposing) goals and incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and anticipate their agendas. What is your sales team thinking while you talk about next quarter? What questions are your marketers too polite to ask? And the questions you wish your executives wouldn't ask?
Covid19's Impact On Your Product StrategyRich Mironov
Hosted by Synerzip, this webinar focused on how crises may shift short- and long-term product strategy, anchored by business realities and product/development team needs.
Software PricingDemystified (The Basics)Rich Mironov
Software is intangible: it doesn't have weight or size or per-unit manufacturing costs. But if we're in the software business, we have to assign units and prices that reflect our value to customers. And we should be mapping out pricing strategy before we start development, not the day before product launch. This talk touched: computing (estimating) customer value; pricing units; scale-up; segmentation; and pricing/value tiers.
Organizational Challenge of Enterprise RoadmappingRich Mironov
At INDUSTRY EUROPE conference (Dublin, April 2019): Especially at enterprise software companies, there are some inherent mis-alignments among internal stakeholders that can complicate our product planning. This talk was an occasionally humorous look at the systemic conflicts between single-account-focused sales teams, market-focused product managers, and executives. How do we respect and understand each other when we may have very different objectives?
Product Managers, Product Owners, and Need for Real End User ValidationRich Mironov
for Agile Summit Greece (Sept 2018), a talk on barriers for product folks to validate problems and solutions DIRECTLY with end users/customers rather than through stakeholders and intermediates
Validation and Product-Market Fit (Auckland, August 2018)Rich Mironov
At Callaghan Innovation's Southern SaaS conference (28 Aug 2018): We all resist doing market/product validation before starting the development cycle, but this is one of our biggest determinants of product success.
22 May 2018 talk on differences between consumer tech (B2C) and enterprise tech (B2B) companies for Lean Product/UX Silicon Valley meetup. Emphasis on:
- dozens of in-depth interviews vs. thousands of market funnel A/B tests
- understand both buyers and users
- predicable pressure for “specials” on major deals
- need for product to deliver against customer's quantitative metrics
Building and scaling a product team is a challenge that every successful product company faces. Brainmates hosted this Sydney AU meetup where we talked about:
- When and how does a startup hire its first product manager?
- Division of labor: how do we grow from one to three to many product folks?
- End-to-end management of product elements/features, or product owner and business owner roles?
- How big is too big?
Talk for Business of Software 2015 (Boston) laying out some laws of gravity for the software business. Also serialized as 4 long posts on www.mironov.com
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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2. • Veteran product manager/exec/strategist
• Business models, pricing, agile
• Organizing product organizations
• 6 startups, including as CEO/founder
• “The Art of Product Management”
• Organized first Product Camp
ABOUT RICH
3. CLICK
TO
EDIT
MASTE
R TITLE
market information, priorities,
requirements, roadmaps, epics,
user stories, backlogs,
personas, MRDs…
product
bits
strategy, forecasts,
commitments, roadmaps,
competitive intelligence
budgets, staff,
targets
Field input,
Market feedback
Segmentation, messages,
benefits/features, pricing,
qualification, demos…
Markets &
CustomersDevelopment
Marketing
& Sales
Executives
Product
Management
WHAT DOES A PRODUCT MANAGER
DO?
W W W . M I R O N O V . C O M
4. • PM role is different from Director PM and VP PM
• The promotion funnel is narrow
• Not an entitlement
• Not (just) by being the
best at your current job
• Do you want that next job?
• Can you demonstrate skills/scope
beyond your current role?
ROLES AND PROMOTIONS
5. MYTHICAL PM ORGANIZATION
Dir PM Dir PM
Pricing
Analyst
Sr PM
PM/PO
Sr PM
Competitive
Analyst
Sr PM
PM
PM/PMM
Product
Owner
Channel/Part
ner PM
VP Products
6. • Knows more about product, market, roadmap,
competition, use cases, personas, trade-offs than
anyone else
• Talks benefits with customers; talks tech with
engineers; talks strategy with execs
• Relentless communicator of the truth
• Timeline: Next 2-4 quarters
• Gets great (individual) products
out the door
PM AS INDIVIDUAL CONTRIBUTOR
7. • Focus on processes, resources and teams
• Cross-functional cooperation and priorities
• PLM-level trends and market input
• Standardization and simplification
• Mentor your replacement
• Scope
• Next 6 quarters
• Broad product strategy and budget
• Keeps the trains running
DIRECTOR OF PRODUCT
MANAGEMENT
10. • Focus on aligning strategy, organization and
products
• Is the company succeeding? Is PM succeeding?
• Company-wide issues and disconnects
• Market success (= revenue!)
• Scope
• 3 year trends
• Thoughtful member of exec team
• How do we build organizational
support to do the right things?
VP PRODUCTS
11. • Organizational levels have different roles
• Decide what you want
• Demonstrate skills one level up
TAKE-AWAYS
11W W W . M I R O N O V . C O M
Strategy
Making product line succeed within portfolio and channels
Competing product suites, adjacent products
People and Organization
Encouraging cross-functional cooperation, helping peers identify talent
Market Sensing
How do we educate Sales and learn what’s working?
1-3 year technical and PL market trends
Processes
Advocacy for process improvements (waterfall agile)
Delegate, avoid settling individual issues
Agility
Re-allocating PMs, focusing attention, shifting roadmaps