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Allen Hurst

Allen Hurst. Founder, President. Chief Technology Officer. What do Product Managers do?. Product-y Things. Pricing Market Analysis Market Strategy Marketing Plan Marketing Content Competitive Analysis Win/Loss Analysis User Research Product Strategy Partner Strategy

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Allen Hurst

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  1. Allen Hurst Founder, President Chief Technology Officer

  2. What do Product Managers do?

  3. Product-y Things • Pricing • Market Analysis • Market Strategy • Marketing Plan • Marketing Content • Competitive Analysis • Win/Loss Analysis • User Research • Product Strategy • Partner Strategy • Partner Management • Product Roadmap • Revenue Analysis/Projection • Product Evangelism • Customer Satisfaction/Retention • Product Market Fit • Personas • User Experience Design • Usage Analysis • Support Analysis • Software Requirements • Customer Communication • Executive Communication • Go to Market Strategy • Customer Stories • Sales Tools • Channel Strategy • Business Analysis

  4. How do ambitious product managers see themselves?

  5. How does this work out?

  6. Agile Product Management In the Real World

  7. Agenda • Product Management lacks a universal definition • Context • Dissonance between orthodoxy and reality • Lessons in context • Defining and conforming to context -- establishing a mindset that functions in a context • Values / Practices / Tools • Values • Practices • Expectations • Pitfalls to Avoid • Tools

  8. also you want to talk about

  9. ? A Product Manager is ?: sometimes, sometimes not so much • The CEO of the Product ? • The Product Owner for the development team ? • Responsible for product strategy ? • Responsible for product marketing strategy ? • Accountable to customers for the product roadmap ? • In control of the product roadmap ? • The manager of everyone involved in achieving their responsibilities ?...

  10. The Obligatory What’s the difference between a Product Owner and a Product Manager? Vocabulary

  11. Product Manager in Context • Startup, pre-revenue • Big product for governments • Growth stage, empowered product team • Multiple products, loose definition

  12. Mindset is Key

  13. Values / Practices / Tools Establish the Universal Best Practices A Toolbox You Can Pull From

  14. Values Achieving the goal over following a plan Adhering to strategy over the pressure of the week Impacting results over pleasing everyone Following leadership over exclusion from influence Adhering to context over adopting orthodoxy

  15. Winning Practices • Jobs to be Done • GIST Planning • Presenting the Right Roadmap

  16. Jobs To Be Done • Customers don’t buy products, they hire them to do a job created by a struggle they’re encountering • Two forces promote a new choice • The push of the situation (the struggle) • Magnetism of the new solution (imagining a new way) • Two forces block change • Habit of the present • Anxiety of the new solution • Takeaways • Speak to the struggling moment • Paint a colorful vision of the new way • Mitigate the anxiety of change

  17. GIST Planning

  18. Roadmaps • A document built for a particular audience • Tell a story • Think outside the box • Dates on the roadmap? • What are you accountable for? • What are the expectations? • Are they relevant? • Managing expectations

  19. GO Product Roadmap

  20. Aha Roadmap

  21. Automate all imports Goal: Increase engagement Send daily reports Add container work items Composed work items | Query work items Goal: Improve position against Aha Implement GIST roadmap report Generate | Filter Sync all work items Goal: Improve integration with Jira Sync custom fields Time

  22. Alignment: Functional Expectations

  23. Functional Expectations: Product Manager • Understand your stakeholders and determine your authority and non-negotiables • Explicitly define the expectations you are beholden to and set expectations with stakeholders of the impact you are capable of in light of those constraints • Do not claim more authority than you have • Do not be a victim • Embrace your role given your constraints and take pride in the influence you can achieve • Embrace a growth mindset • Be an influence in the areas you do not have authority over by earning a seat at the table • Be a consistent strategic voice at the table, earning buy-in to a sound product strategy while loyally adjusting to the direction set by leaders

  24. What to Avoid

  25. Revenue Irrelevance

  26. Urgent > Strategic

  27. Customer > Market

  28. Pricing Last

  29. Loss of Relevance

  30. Toolbox

  31. Tools worth considering • Product Vision Board • Balanced Product Scorecard • Customer Journey Map • One-Page Project Proposals

  32. Books

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