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February 3, 2020 - June 23, 2023
Answering why is very different than answering when. It requires a strategic mindset that understands the customer, business, market, and organization. This is a critical skill set for a great product manager.
Se perguntar por que e não quando é o que vai fazer um um project manager se converter em um product manager
The real role of the product manager in the organization is to work with a team to create the right product that balances meeting business needs with solving user problems.
O que faz um bom PM é o seu entendimento das necessidades da empresa e do cliente e como Isso casa com o mercado e o negócio da empresa
An effective product manager must understand many sides of the company in order to do their job effectively.
need to understand the market and how the ...
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need to truly understand the vision and goal ...
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need deep empathy for the users for whom they are building products, to u...
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An effective product manager is not a manager. The position doesn’t come with much direct authority. To be effective team leaders, product managers need to recognize team members’ strengths and to work with them to achieve the common goal. They need to convince their team — and the rest of the company — that what they are wor...
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Product managers really own the “why” of what they are building. They know the goal at hand and understand which direction the team should be building toward, depending on company strategy. They communicate this direction to the rest of the team.
Figuring out what to build takes a strategic and experimental approach. The product manager should be at the helm of these experiments, while continuing to identify and reveal every known unknown.
Product managers connect the dots. They take input from customer research, expert information, market research, business direction, experiment results, and data analysis. Then they sift through and analyze that information, using it to create a product vision that will help to further the company and to solve the customers’ needs. To
a product manager must be humble enough in their approach to learn and take into account that they don’t know all of the answers.
A great product manager needs to be able to interface with the business, technology, and design departments and to harness their collective knowledge.
Product managers do not come up with solutions in vacuums. They work with the UX designer to understand key workflows for the user, and experience factors could help reach the users’ goals. They work with developers to determine how to launch a product or features quickly to the market.
Product management is about looking at the entire system — the requirements, the feature components, the value propositions, the user experience, the underlying business model, the pricing and the integrations — and figuring out how it can produce revenue for the company. It’s about understanding the entire picture of the organization and figuring out how the product — not just the experience — fits into it.
A product manager must be tech literate, not tech fluent. That means they can discuss enough and understand enough about the technology to talk to developers and to make trade-off decisions.
Now that she had identified the problem, Meghan called the team together in a working session to generate ideas for a solution. They were careful not to jump to conclusions immediately, and they came up with several ways to solve the problem, while deciding to run a few short experiments to see which solution was the best.
“The biggest thing I’ve learned in product management is to always focus on the problem. If you anchor yourself with the why, you will be more likely to build the right thing,” said Meghan.
lots of questions
these questions are important for creating successful products: How do we determine value? How do we measure the success of our products in the market? How do we make sure we are building the right thing? How do we price and package our product? How do we bring our product to market? What makes sense to build versus buy? How can we integrate with third-party software to enter new markets?
A good product manager is taught how to prioritize work against clear, outcome-oriented goals, to define and discover real customer and business value, and to determine what processes are needed to reduce the uncertainty about the product’s success in the market.
Um bom product manager deve entender esses pontos
product owner is a role you play on a Scrum team. Product manager is a career.
Product manager x product owner
Product management and Scrum can work well together, but product management is not dependent on Scrum. This role should exist with any framework or process, and companies need to understand that in order to set their people up for success.
Meghan was successful in no small part because her manager and organization set her up for success. They worked together to define her goal, and her boss gave her space to go reach it. The company supported her in the work she needed to do to accomplish this. Most importantly, she had the advantage of being allowed to talk to her users.
She found the problem to solve, rather than guessing at what needed to happen and then throwing solutions at problems that might or might not exist.
Meghan then worked with her team to figure out how to solve that problem.
She did not take orders from stakeholders to create features without first diagnosing the problem. Instead, she leaned on stakeholders from the mortgage business to give her information and guidance as she crafted the right solution.
She focused on the users and what they needed, rather than the wants of internal teams.
Product managers ultimately play a few key roles, but one of the most important ones is being able to marry the business goals with the customer goals to achieve value. Good product managers are able to figure out how to achieve goals for the business by creating or optimizing products, all with a view toward solving actual customer problems. This is a very important skill set.
O skill mais importante que um product manager deve ter
As a product manager, your roles and responsibilities will change depending on your context, the stage of your product, or your leadership position in the organization. Without a Scrum team or with a smaller team, you might be doing more strategy and validation work for a product that has not been defined yet. With a Scrum team, you might be more focused on the execution of solutions. As a manager of product managers, you might be leading strategy for a larger part of the product and coaching your teams to discover and execute well.
Tactical work for a product manager focuses on the shorter-term actions of building features and getting them out the door.
Strategic work is about positioning the product and the company to win in the market and achieve goals.
The foundations of working with a development team, diving into individual user needs and problems, and measuring data will always be relevant skills for a product manager at any level.
The product manager works with a development team and UX designers to ideate and build the right solutions for the customers. They are the ones on the ground floor, talking to users, synthesizing the data, making the decisions from a feature perspective. Product managers are usually responsible for a feature or a set of features that are part of a larger packaged product.
The product manager needs to be strategic enough to help craft the vision of the features and how they fit into the overall product but tactical enough to ensure a smooth execution of the solution.
The danger is when a product manager is 100% operational, focusing only on the process of shipping products and not on optimizing the feature from a holistic standpoint.
They want to concentrate on building products instead of growing a team.
With inputs from the people on their team and the data they provide, they set the vision and goals for the overall product. In large, enterprise companies, VPs of product are also directly responsible for the financial success of their product line, not just the delivery of product features.
Although a VP of product needs to understand how their product roadmap affects the economics of the company, a CPO needs to do that across all products. They work with the VPs of product to ensure that every product is strategically aligned to the company’s objectives and that each product has what it needs, from a resource and people perspective, to reach the established goals.
To organize teams effectively, you need to balance the coverage and scope of teams with the goals you are trying to achieve.
We have to add in another component to organizing teams, but we still want to keep the product strategy and the goal-oriented nature. In addition to these things, we also look at the value streams of the organization.
A value stream is all of the activities needed to deliver value to the customer. That includes the processes, from discovering the problem, setting the goals, and conceiving of the idea, to delivering the actual product or service.
makes sense to organize your teams around the value stream.
How do you organize this way? First you begin with the customer or user — whomever is consuming your product at the end of the day. What is the value that you are providing them? Then work backward. What are the touchpoints they have with your company on the way to receiving that value? Having identified these, how do you organize to optimize and streamline that journey for them? How do you optimize to provide more value, faster?
It just means you have to look beyond just that piece to understand how to manage for value delivery and creation.
Keeping the strategy and the value execution together is key. This approach allows you to really evaluate the work happening on your teams and to make sure it’s essential to achieving your strategy.
This often happens when teams restructure around value instead of components. They find they do not need as many people to accomplish their goals.
Staying small forced it to focus on getting the most important work done to grow the business.
organizing teams around your strategy, which is the most important work for your business.
When organizations lack a coherent product strategy that is ruthlessly prioritized around a few key goals, they end up spreading themselves thin. There are many teams working to optimize components but not the whole. Don’t forget that, to make a considerable impact, you need to have everyone going in the same direction, working toward the same goals, the way Pandora did.
http://bit.ly/2O4KmR2.
