Product Management is not about:
- Asking customers about the requirements.
- Writing detailed specifications.
- Creating prototypes and wireframes.
- Assigning tasks to developers.
- Verifying and accepting the work of others.
(1/10)
- Obsessing over velocity, deadlines, and roadmaps.
- Mastering Scrum or any other framework to perfection.
- Acting like the CEO of the product.
Anyone can do that.
(2/10)
- Mastering Scrum or any other framework to perfection.
- Acting like the CEO of the product.
Anyone can do that.
(2/10)
It’s about:
- Understanding customers' problems, needs, and desires.
- Understanding the market and the business in depth.
- Collaborating closely with engineers and designers.
- Identifying opportunities, finding solutions, and tackling the risks together.
(3/10)
- Understanding customers' problems, needs, and desires.
- Understanding the market and the business in depth.
- Collaborating closely with engineers and designers.
- Identifying opportunities, finding solutions, and tackling the risks together.
(3/10)
- Marrying customer goals and business goals.
- Influencing others to work toward the common goal.
- Being humble (it’s okay not to be the smartest person in the room).
- Experimenting to test assumptions.
- Leading without authority.
- Turning chaos into clarity.
(4/10)
- Influencing others to work toward the common goal.
- Being humble (it’s okay not to be the smartest person in the room).
- Experimenting to test assumptions.
- Leading without authority.
- Turning chaos into clarity.
(4/10)
Start with these questions:
- Why are we building this thing?
- Why are we building it now?
- Who are we building it for?
- What is unique about our product?
- How is it aligned with the company's vision?
- How is it aligned with the company's strategy?
(5/10)
- Why are we building this thing?
- Why are we building it now?
- Who are we building it for?
- What is unique about our product?
- How is it aligned with the company's vision?
- How is it aligned with the company's strategy?
(5/10)
- What does success look like? How can we measure it?
- What are the customers' needs/jobs?
- How will it affect our customers and users?
- How will it create value for the business?
- Can we buy it instead of building it?
- How can we ensure our customers will love it?
(6/10)
- What are the customers' needs/jobs?
- How will it affect our customers and users?
- How will it create value for the business?
- Can we buy it instead of building it?
- How can we ensure our customers will love it?
(6/10)
- Will our customers know how to use it?
- Can our business support it (e.g., legal, finances)?
- Is it feasible? Can we build it with existing technology?
- How can we bring it to market?
- Do we have the required channels?
(7/10)
- Can our business support it (e.g., legal, finances)?
- Is it feasible? Can we build it with existing technology?
- How can we bring it to market?
- Do we have the required channels?
(7/10)
- What are the riskiest assumptions? How can we test them?
- What does the data tell us?
- How can we get maximum validating learning with minimum effort?
- What else can go wrong?
(8/10)
- What does the data tell us?
- How can we get maximum validating learning with minimum effort?
- What else can go wrong?
(8/10)
Be curious. Learn and experiment. Question solutions and push back on things handed down.
Remember that product management is about creating a "product customers love, yet also works for our business" (Marty Cagan, Inspired), not about pleasing stakeholders.
(9/10)
Remember that product management is about creating a "product customers love, yet also works for our business" (Marty Cagan, Inspired), not about pleasing stakeholders.
(9/10)
After 10 years, I’m still learning daily and don’t know everything, but I’m happy to offer my perspective on any questions you have.
Drop them below.
I'm listening.
(10/10)
Drop them below.
I'm listening.
(10/10)
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