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What does a product manager actually do?
- 1. WHAT DOES A PRODUCTMANAGER ACTUALLY DO? Graham O'Connor
- 2. Graham O'Connor Product Manager@ HubSpot www.linkedin.com/in/graham- oconnor @grahamoconnor 7
- 3. GRADUATED FROM DCU StudiedComputer Applications (Software Engineering) 2008 CONSULTANT Business Intelligence 2008 2010 SOFTWARE DEVELOPER Travel Booking Engines 2011 SOFTWARE ENGINEER Online Payments Software 2014 SOFTWARE ENGINEER Digital Marketing Software 2017 PRODUCT MANAGER Customer Service Software
- 4. PM PD TL Product Team Product Manager(PM) Product Designer (PD) Technical Lead (TL) Software Engineers
- 5. Product Team PM PD TL UXR PI UXC UX Researcher(UXR) UX Copywriter (UXC) Product Insights Analyst (PI)
- 6. Product Manager A productmanager is a professional role that is responsible for the development of products for an organization, known as the practice of product management. * *Wikipedia
- 8. Product Manager Works to deeplyunderstand the problems facing the business's customers Inspires, organizes and publicizes the work of the development and design teams Finds opportunities to drive measurable impact for the business and their customers
- 9. The role ofa Product Manager differs from company to company *
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- 12. Understand the problem DiscoverySurveys Discovery interviews Research papers Gain high level insights about the problem. Help identify people for interviews. Gain insights into shifts/trends happening in the world that are related to the problem. Develop a deep understanding of the problem. Examples: • When does the problem occur? • How much pain is being caused?
- 13. Determine the strategy Whowill the product solve for? Who is the competition and what makes us different from them? How does solving this problem fit into the business strategy?
- 14. Outline the Vision Mission Problem Strategy Goals Metrics Missionstatement of the team. What problem are you solving? Vision Where are we going? How are we going to get there? How will we know when we arrive at the goal? How will we know we are on the right path?
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- 16. Workshops Identify the userneeds/jobs to be done Ideate solutions to solve identified user needs/jobs to be done. Example: A user needs to discover accommodation in their travel destination. • Allow users to filter accommodation by location • Allow users to search accommodation using a map.
- 17. Identify the MVP MinimalViable Product A minimum viable product (MVP) has just enough features to satisfy early customers and can provide feedback for future. It should also show prospective value to keep initial customers – they need to see and believe in the vision of final product. Image Source: Altkom Software and Consulting
- 18. Roadmap A product roadmapis a shared source of truth that outlines the vision, direction, priorities, and progress of a product over time. It’s a plan of action that aligns the team around short- and long-term goals for the product, and how they will be achieved. Image Source: Kohactive
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- 20. Meetings... A lotof meetings Triad Cordination Team Standup Weekly meeting between PM, PD, TL to track the past week's progress, highlight any issues and set priorities for the week. Weekly meeting with entire team to discuss what they did last week and what they plan on doing this week. Cross-team Collaboration Coordinate with dependent teams to minimise roadblocks. Product Group Discuss work in progress and future work with other product managers.
- 21. Decision Making Making slowdecisions creates a bottleneck for the team. Hesitation kills creativity, morale and momentum. Be wrong as fast as you can. Examples Design feedback Engineering questions Roadblock resolution
- 22. COORDINATE WITH THE BUSINESS MARKETING Ensure marketinghave all of the information they need to craft a story around the product. SERVICE Ensure customer service have all information they need to enable customers to be successful with the product. SALES Ensure sales are aware of all of the capabilities of the product and who they should target.
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- 24. Customer Feedback Feedback Channels Surveytools Customer interviews Email Support Tickets Slack Online forums Feedback Analysis Analyze customer feedback looking for common patterns. Decide what is urgent vs a backlog item.
- 25. Measuring Impact Quantitative Activation Revenue Retention WAU (WeeklyActive Users) NPS (Net Promoter Score) Customer Satisfaction Qualitative Customer Interviews Usability sessions Open ended questionaires General product sentiment
- 26. Prioritising Improvements Impact/Effort matrix usedto guide prioritisation. High impact, low effort generally given highest priority. Prioritised features must move the metrics that the team are focused on.Image Source: Edrawsoft.com
- 27. Day in theLife of a Product Manager 9.00 AM 10.00 AM Respond to emails and Slack messages Organise personal Trello board and set priorites for the week 10.30 AM Check up on product metrics in Amplitude. 11.00 AM Triad meeting (Product Manager, Technical Lead, Product Designer) 12.00 PM Lunch 1.00 PM Customer Interview 2.00 PM Respond to issues in GitHub 3.00 PM Discuss new designs with the team 4.00 PM Work on new vision presentation
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- 29. HOW DO I LANDA PRODUCT MANAGER ROLE? Know the Problem Demonstrate expert knowledge of the problem space. Know the Customer Demonstrate expert knowledge of the business's customer. Product Manager Experience Demonstrate product manager experience in previous roles.
- 30. WHAT ARE THE MOST IMPORTANT SKILLSFOR PRODUCT MANAGEMENT? Communication Success massively hinges on how well you communicate. Verbal, written, presentations, storytelling. Problem Solving Curious to learn about problems and relish solving them. Organization There are a lot of inputs and moving parts. Keeping every organized is key. Analytical Make sense of all the data to guide you towards decisions.
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