Posts Tagged ‘Product Management’

If you’re a product owner, associate product manager or product manager wanting to understand the full breadth of the product manager role, I’ve put together a generic product manager job description, so that gap analysis can be done to learn and gain experience in your knowledge gaps, which will set you up for success in the world of product management.

It’s unlikely that you will be provided with guidance or training on the full breadth of the product manager role and it’s up to you to proactively fill in your knowledge gap by testing and learning new ways of working with your product, reading books and being curious by collaborating with different areas of the business to find out more about the customer, their role and product performance.

About the role:

The Product Manager will join the product management team and take the pivotal role of managing their product line and its outcome on the customer and business.

The candidate will manage the entire product life-cycle across their product line to solve customer and/or business problems using Agile and Lean principles, by collaborating with their cross-functional team (which also includes a product designer and several engineers), as well as key stakeholders including other product managers across other product lines, BI, commercial, operations, marketing, brand, customer support and legal / compliance teams – the Product Manager is at the heart of the business, so building strong relationships and having good communication skills is important.

The Product Manager is expected to:

  • Define, manage and share the vision, missions, KPI’s, strategies and roadmap for their product line.
  • Own and manage the product backlog, so that the highest priority PBI’s are ready to be solved / validated with a PRD / hypothesis.
  • Manage all aspects of in-life products for their product line, including customer feedback, requirements, and issues.
  • Proactively collect and analyse qualitative and quantitative data to aid prioritisation and to explain why the problem is worth solving.
  • Have a deep understanding of customers by talking to customers and customer support frequently.
  • Collaborate with marketing to continually grow the product.
  • Discover new ideas / problems in collaboration with stakeholders.
  • Drive action across the business to get time sensitive product iterations to market on time.
  • Review how time to market can be reduced across their product line using Lean principles.
  • Manage stakeholder expectations when there are multiple constraints.
  • Adapt to change quickly and creatively find ways to validate ideas with customers in a Lean way.
  • Proactively remove any impediments from getting the value from idea to the customer.
  • Clearly describe what problem we need to solve, the value and customer flows to the development teams and stakeholders.
  • Dynamically switch from live support / BAU to long term strategy on a day-to-day basis.
  • Monitor product performance daily and communicate wins across the business.
  • Monitor and research the market to understand competitor SWOT.
  • Present product performance to senior stakeholders quarterly.
  • Create and share a product delivery update every two weeks.
  • Be the player and use the product frequently including user acceptance testing.
  • Line manage and mentor associate product managers.

Overall

  • Embracing their product line knowledge and effectively sharing with other team members and stakeholders.
  • Evangelising their product.
  • Striving to make progress towards their KPI goals everyday.
  • Leading the go to market (GTM) strategy within Agile methodologies.
  • Focusing on outcomes rather than outputs.
  • Accountable for the success of their product line.

Position Qualification & Experience Requirements

  • Passionate about solving customer problems.
  • Proactive with stakeholder engagement.
  • Proven track record of managing all aspects of a successful product.
  • Strong time management and organisational skills.
  • Experience with Scrum, Kanban and Lean principles and methods.
  • Strong problem solving skills and willingness to roll up one’s sleeves to get the job done.
  • Will give exemplary attention to detail and have excellent communication skills.
  • Is creative with an analytical approach and can easily switch between creative and analytical work.
  • Outgoing, positive and forward thinking.
  • Excellent communicator of product updates, trends, priority and the rationale behind them.
  • Have an obsession with creating great products with your team that customers love.
  • Has a high EQ.
  • Become the voice of the customer – be an expert on quantitative and qualitative insights.
  • Experience with tools such as Tableau, Aha!, Google Analytics, Mixpanel, Jira, Confluence, Lucidchart, Firebase or other equivalent tools.

This is the best book I’ve read on #Lean.

The #LeanStartup and The Startup Way by Eric Ries were also great reads, but this book by Cindy Alvarez is a condensed version of both of them with practical step by step guides on execution, where no gaps are left when it comes to understanding how you can build products in an efficient way that customes will buy.

Whether you’re in a large enterprise with existing products or a startup, Cindy provides great examples of the benefits of using Lean principles to streamline your product development process in order to deliver more value.

This book is for:

  • Product managers, designers, and engineers who want to increase the chances of building a successful new product or new feature
  • Product-centric people in large organisations who are struggling to help their organisations move faster and work smarter
  • Entrepreneurs seeking to validate a market and product idea before they invest time and money building a product that no one will buy

Since the pandemic has caused more people to install webcams and with innovative solutions like UserZoom and Lookback to connect, it makes it easier more than ever to validate hypothesis and speak to your customers weekly to gain valuable insights.

In this book Nir Eyal provides a simple yet powerful model to help your customers form habits that connect their problems with your solutions.

The Hooked model focuses on:
An initial ‘trigger’
Which drives an ‘action’
Where you get a ‘variable reward’
Which causes an ‘investment’ due to reciprocation

Nir provides some fascinating insights into how companies have successfully adopted this model eg. Facebook, Twitter, Spotify, Tinder and case studies from The Bible App and Fitbod, where Nir tells his story of the personal benefits he got from Fitbod.

Social media companies and video game makers know these tactics already, but Nir wrote this book so everyone can build products that help people do what they really want, but for the lack of good product design, don’t.

A must-read for everyone who cares about driving customer engagement.

Today’s business world is one that needs more leaders, from a more diverse range of backgrounds and in this book Sarah Wood provides a practical framework to give aspirational leaders the courage and confidence to step up and fulfil their ambitions.

“We are in a relationships age; empathy delivers better business results”

The biggest reason why leaders are failing to step up is because of a confidence gap – not an ability, skills or capability gap!

What makes a good leader has changed over time, from being a dominant personality and didactic style to having leadership qualities of courage, kindness, trust, authenticity and empathy.

Sarah explains that “a love of learning, and the compulsion to continously explore new ideas and put them to the test, is one of the hallmarks of a great leader.”

“As a leader, one of the most important jobs you have is to motivate, encourage and support your team”.

Want to step up? Sarah says “the most important thing is that you get started, as quickly as possible. Done is better than perfect!”

This book is filled with advice and tips from other exceptional leaders which has made an immediate impact on my mindset, so I hope it helps you too.

These are some product principles that help me make decisions:

  1. We listen to our customers daily, have empathy for them and act on key insights
  2. We understand the market and our customers needs
  3. We work with the rest of the business together to solve the highest priority problems and opportunities in a lean way
  4. We build quality products and features which customers love; recognising that delivering customer satisfaction will grow the business
  5. We have clear product ownership where we are empowered to deliver excellence aligned to the business goals
  6. We trust by giving autonomy at every level across the product delivery lifecycle
  7. We spend time celebrating successes and continuously learn
  8. We acknowledge that there is no bad question or wrong answer and have an inclusive mindset
  9. We see mistakes and failures as a learning experience
  10. We have a strong product organisation, which enables us to achieve our ambitions

Product Owner is a job role that came out of Agile and Scrum, and although many organisations use it as a job title that is interchangeable with Product Manager, it’s not correct. In Scrum the Product Owner is defined as the person who is responsible for creating PBI’s and grooming the backlog, in Agile it was defined as the representative of the business, and neither entirely describe the full breadth of a Product Manager’s responsibilities, some of which includes:

  • Defining, managing and sharing the vision, KPIs, strategies and roadmap for their product line.
  • Spending time talking to. customers weekly to build up qualitative data.
  • Discovering opportunities by collecting and analysing quantitative data.
  • Understanding the marketplace.

Product Owner is a role you play in an Agile team, whereas a Product Manager is the job title of someone responsible for a product and its outcome on the customer and the business.

Now a lot of Product Owners out there are great Product Managers, and they should just change their title. But a fair number of Product Owners have simply completed a certified Scrum product owner course and are told to just get on with managing the development backlog, which sets them up to fail as they never consider the broader role. So if you’re tasking a Product Owner with the broader product management responsibilities, make sure you provide the training they need to master the full breadth of the role (and then change their title).

The structure of the product organisation and culture also has a bearing on whether you have the autonomy to fulfil the Product Manager job. When using Agile / Lean methods it should be the Agile team (Product Manager, Product Designer and Dev team) who make the key product decisions / trade offs, instead it can often be held centrally at a senior management level, where multiple Product Managers / Owners are assigned random projects from a roadmap to just execute which is a more Waterfall / Project Management approach. Those who find themselves in this situation should find haven in a more empowered/Agile/product led organisation which will accelerate their learning and understanding of the full breadth of the Product Manager job.

It takes courage to ask a question rather than offer up advice, but in this book 📚 Michael Bungay Stanier gives seven questions and the tools to make them an everday way to work less hard and have more impact.

On communication and habits, Michael says that the single biggest problem with communication is the illusion that it has taken place already and that 45% of our waking behaviour is habitual.

Michael touches on learning and explains that “people don’t really learn when you tell them something.

They don’t even really learn when they do something.

They start learning, start creating new neural pathways, only when they have a chance to recall and reflect on what just happened.”

“When we take time and effort to generate knowledge and find an answer rather than just reading it, our memory retention is increased.”

The book is structured around seven key questions…

🔸️ The Kickstart Question
🔸️ The Awe Question
🔸️ The Focus Question
🔸️ The Foundation Question
🔸️ The Lazy Question
🔸️ The Strategic Question
🔸️ The Learning Question

…but you’ll need to buy this great book to find out what the questions are!

Enjoyable short read, where Roman Pichler describes the key product leadership challenges, along with ways to use your heart and mind to work effectively with the dev team and stakeholders to create value together.

Roman talks about mindfulness and the leadership-related gains for product people it can have such as greater serenity, increased empathy and better decision-making.

To focus on the important, but less urgent work you need to “be willing to set boundaries, say no, and let go: You can’t do everything without either neglecting your core responsibilities or sacrificing your health, neither of which is desirable.”

But also success doesn’t happen by magic, as Roman explains that “in addition to embracing a can-do attitude, achievement requires effort and discipline. The better we want to become at something, the more effort we have to invest.”

Leaders need to “be a role model and exhibit the behaviour you want to see in others. Listen empathically, speak truthfully and kindly, and make an effort to be open-minded.”

A must read for both new and experienced product people.

This colossal 786 page desk reference provides a fantastic perspective for professionalising Product Management, inspired by Steven Haines vision for this profession.

Throughout the book it focused on a Cross-Functional Product Team, which most people would immediately think would be just a PO/PM and dev team, but instead it was refreshing to see product in the centre of the whole organisation and that product team including someone from marketing/sales, customer service, operations, development, legal…..also in my experience when a product manager brings this team together is where the magic happens.

Steven explains regardless of development methodology, it’s important to remember that the product manager is in charge of the product’s business, not just the product’s functionality, design or features.

“No one will bestow Product Management leadership on you. It is yours to own, to internalize, and to practice”

“Product Managers will earn greater levels of credibility across the organization when they understand and act on proven facts and relevant data”

This book will remain on my desk and I’d recommend it to any ambitious product manager.

A very timely book by Marc Abraham with Covid adding more tension to everyone’s lives.

Whilst it does take experience and confidence before you can lean into tension effectively, Marc explains that embracing tension is also not easy, but it is absolutely worth it!

Marc explains the benefits of ‘accepting radically’ with tips on how to allow your mind to accept things for what they are (and aren’t), so that you can focus your mind and energy on things you can change which result in more productive outcomes.

“Tensions are inherent to products and that we as product people should find ways to embrace that”

“Pressure is an integral part of life, work, being. We might as well accept this tension, starting with a full awareness of how we perceive tension and how others around us view our perceptions and behaviours”

“When curiosity is combined with passion in the exploration of a subject, an individual may be able to acquire an amount of knowledge comparable to that of a person who is exceptionally intelligent”

“Keeping on top of your product means continuous learning and improvement, with a relentless focus bettering your ways of working”

What a brilliant way of explaining the benefits of DevOps and Agile, through this novel by Gene KimKevin Behr and George. Spafford.

This book takes you on a journey where it articulates beautifully the problems which a lot of businesses have pre digital transformation – the politics, the waste, the chaos, the inefficiency of getting ideas to customers, lack of innovation alongside the benefits of adopting a DevOps culture and practices to solve these problems.

It amazed me how accurate the book is and brought back fond memories of the DevOps journey we went on in my previous job, the value it created and a challenging time when I had to juggle similar competing priorities all at once like Bill and Chris did with big projects relating to urgent security, compliance, stability/performance, tech debt and live issues alongside everything else all at once.

Coincidentally half way through reading we were releasing one of the biggest software releases I’ve been involved in, so it made the reading even more exciting and inspiring.

“Every industry and company not bringing software to the core of their business will be disrupted”

You can’t get a more comprehensive book on product leadership than this by Richard BanfieldMartin Eriksson & Nate Walkingshaw, where they explain in detail what it means to be a product leader, how they launch great products and build successful teams.

“For many product leaders, work life is a constant tension between delivering value to one group and telling another they can’t have what they want. Shipping product, and its associated value, is the reason these product leaders get up and go to work”

“It is not about individual success, it’s about getting the best out of others”

“What is common in high-performing teams is that they are cross-functional, collocated and autonomous”

How to identify product leaders:

🔸️ Plays well with others
🔸️ Seeks challenge
🔸️ Gets their hands dirty
🔸️ Always acts and thinks “team first”
🔸️ Is comfortable wearing lots of hats
🔸️ Displays curiosity
🔸️ Communicates well
🔸️ Possesses selling skills
🔸️ Has exceptional time management skills
🔸️ Is a visionary
🔸️ Shows equanimity/grace under fire

This has to be the best book I’ve read on product management. I loved the way Marc Abraham has put his heart and experience into every chapter making it extremely authentic and realistic when talking about the different techniques and the challenging scenarios that a product manager often faces.

The book has a good structure to each subject which includes the goal, related tools and techniques to consider, in-depth look, key takeaways and how to apply these takeaways.

Marc explains “Product Janitors..

..because product management can be such a broadly defined role, there is a risk that product managers end up doing a bit of everything-mopping up the things that other team members do not want to do..
..as a result, these product managers are unable to act effectively, by which I mean they fail to identify and manage products that are valuable, usable and feasible”

“When you spend more time talking to ‘internal stakeholders’ than your customers, you’ve lost the ship”

Another nugget from this short read “if I had an hour to solve a problem I’d spend 55 minutes thinking about the problem and 5 minutes thinking about the solutions”- Albert Einstein

A short read by Kevin Brennan which provides a high-level guide on 52 approaches covering the full breadth of Product Management.

Because of the way it’s laid out, it makes it easy to refer back to when you’re next putting together a business case, product strategy, product manager’s job description etc, so it makes a good desk reference.

It was nice to read Steven Haines view on product management. Another good book for anyone wanting a solid overview of the product manager role…

“Many people confuse product management with product development, and some confuse product management with project management…

..The system of product management touches and influences all the organic supporting structures-all the business functions. Think of the human body; product management is in the circulatory system, the neural network, and, of course, the command and control center (the brain).”

Amazon’s CEO Jeff Bezos says “We see our customers as invited guests to a party, and we are the hosts. It’s our job every day to make every important aspect of the customer experience a little bit better”

“Success is not final, failure is not fatal: it is the courage to continue that counts” – Winston Churchill

And the final nugget from the book “measure twice, cut once”.

Want to know more about the product manager role?

New to product management?

Stuck spending most of your time on tactical work and need a recap on the fundamentals of being a product manager?….

…then I’d recommend this book by Josh Anon where he’s written a really good comprehensive guide to becoming a great product manager.

The way this book uncovers the key capabilities that drive improvements in software delivery performance is brilliant.

It was interesting to read the science behind the research findings and the rigorous research methods used which was predominantly done by surveys, which I’m a big fan of.

I’d definitely recommend this book by Nicole ForsgrenJez Humble and Gene Kim

Whilst I have minimal B2B product experience, this book by Geoffrey Moore gave good insight into the complexities and challenges of scaling high-tech products, as well as practical advice on how to avoid the various pitfalls when attempting.

Although the Crossing the Chasm model is B2B, I couldn’t help notice how many similarities there were to B2C when it comes to scaling a product to mainstream customers with a ‘whole product’ offering and targeting customer segments.

A fascinating read by Thomas M. Siebel where he writes about how enterprise digital transformation powered by cloud computing, big data, AI and IoT (Internet of Things) has caused mass extinction and mass diversification in the business world…..

PwC’s 2017 study projects an increase of $15.7 trillion in global GDP by 2030 due to AI.

Analysts expect IoT will contribute up to $11.1 trillion in annual global economic value by 2025.

Industry analysts estimate that the AI software market will exceed $250 billion by 2025.

A nuclear electromagnetic pulse (EMP) attack would disable the vulnerable US power grid for years with only 1 in 10 Americans surviving after one year.

My experience with digital transformation is to always start from problems to solve (use cases) / business value rather than diving into ‘data lakes’ which could swallow up years of resource with minimal business value.

Great read by Marty Cagan which covers the entire Product Management area.

Whilst a significant amount of the book is focused on the importance of solving customer problems – outcomes over outputs, which is the theme of a lot of product books around, there are 67 chapters covering:

> The different growth stages of tech companies, lessons and some really good success stories from Product Managers of Google, Adobe, BBC, Microsoft, Netflix and Apple
> The challenges and the reality of being a Product Manager
> The different roles of the Product/Agile team, supporting roles and additional leadership roles needed as you scale
> Tons of advice about product vision strategy and KPIs
> Huge amounts of discovery and transformation techniques
> Stakeholder management

And it also accurately describes the top reasons for loss of innovation and loss of velocity.