Where do I start
-sell the benefits
-Define your scope
-Add to (and subtract from) the model
-Define terms
-what is it you mean by adding features
-Decide what you're not going to do (right now)
-based on resources
-Sanity Check
-are we meeting expectations
Product Management Triad
-none of this is software specific
-Director, Product Strategy
-Technical Product Manager
-understanding the various tasks needed
-color coded chart to claim responsibilities
Define Terms
-who owns it, what's our definition, what's getting done in the next qtr
-what we're going to do, how we're going to do it
-terms like distinctive competence, launch plan, market research, market requirements
-things that were done intuitively by the founders
-how to get other people to those things the same way (scale)
-e.g. here's how we collect information from customers
-Sales -> define buyer personas
-sales said that wasn't necessary
-if they don't buy in, they're not going to do
-understanding what you can control
Process
-New feature request > ticket system
-track requests
-tag to a release
-helps you roadmap
-roadmapping is critical
-Define PM workflow
-ticket "reviewed" to ticket "closed
-development teams loved predictability
Positives
-share vision
-repeatable process
-replaced "roadmap by gut feel"
-increased sales with focus on market
-fewer refactors
-releases on schedule
Results
-team happy
-devs satisfied
-team cohesion increased
-confusion decreased
"Experiences"
-didn't baseline current process (couldn't measure improvements)
-didn't clearly define scope of prod mangment
-didn't sell benefits and celebrate successes with leadership
-didn't baseline current process (couldn't measure improvements)
-didn't clearly define scope of prod mangment
-didn't sell benefits and celebrate successes with leadership
-didn't share enough of the challenges
Perceptions
-too bureaucratic
-too expensive
-you say no too much
Question: Can you provide context about being too expensive
-too many steps in review process, taking too long
-too bureaucratic
-too expensive
-you say no too much
Question: Can you provide context about being too expensive
-too many steps in review process, taking too long
-hurt by not baselining to show how much that originally cost
Q: Is it hard to quantify what the PM does or justify the cost
-these tasks are being done anyways, just not classified as PM
-formalizing and putting a process around it is important
-selling the benefits
Q: A lot of companies don't know how much product management costs per product
-seems to be an impediment
-trying to bring in a higher value proposition product is hard to convey
-measuring time and cost is helpful
-if lead developer doesn't buy in, hard to get that feature done
-getting influence is hard to do
Q: Need to compare against original case
-selection process against future case must factor in existing case
-can find that existing case may be better
Q: How to prioritize your backlog
-may not resonate with the vision
-features can come in as tactical, migrating to more strategic
-customers view feature request as task order system
-expressed processed helps
-get more information to make a prioritization decision
-managing without a roadmap is a nonstarter
-customers don't make release every month
-agile helps with turnaround and prototyping
-customers don't like being interrupted with updates
-consumers determine whether frequent updates work
-agile > minimum marketable feature
-is it going to generate revenue
-is it going to provide customer satisfaction
-is it going to provide innovation
Q: How much time do you invest in understanding each feature
-focus on most strategic customers
-strategic planning
-tyranny of the urgent
-getting sales to trust the roadmap
-tactical vs. strategic
-trying to think longer term
-understanding what is your direction
-do we want to be in the widget 5 years from now
-saying no when no is the answer is important
-setting expectation
-customers want to know, are you going to do it or not
-backlog/roadmap review every week
-presenting customer needs to sales, stakeholders
-battling opinions with market research
Q: Selling process of product management
-there are common things that are going to happen anyway, product management is just putting a plan or name on it
-review things that you're not going to, revisit those things in 3 months
-be realistic about what can be implemented
-understand the landscape and adjust accordingly
-push but don't push too hard
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