Discuss your product practices, share practical tips, and build the connective skills to build better products.
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Hi Product Makers! I hope this is the correct place for my topic, if not- please let me know 😁Anyway.. as the name of this discussion topic suggests- I am interested in hearing your opinions on pre-mortem meetings. Feel free to share your experiences: the good and the bad. Has it been helpful? How? Did it fail in any way? Why? I am interested in learning more, and if not here, with so many talented people in the field- I don’t know where! 😊Let’s discuss!
Hi! I work at a pretty small SaaS software company with long experience with our legacy Windows-based app in an industrial space. Currently, we are working on this B2B / Enterprise web application as a next-generation system for the same market. Not exactly a startup, but this is a big next step for the company to stay relevant.🤔 I was inspired by a recent post about PM:Engineering ratio from @rajiv.tanna Our company is less than 30 people including two marketing people, a handful of salespeople, a very small customer success team (focused on the legacy product), and support and engineering teams (again, the legacy product). And then the 4-person Executive team.So our team is:1 PM (me) who is doing Roadmap Backlog authoring (Product Owner-type role) “Business Analyst” work (?) Sprint demos to Sales and Exec team All the stuff you do in Productboard Authoring more of the Help Content A bunch of the testing 1 Director of Engineering AKA Engineering Lead Architect, Pull Request r
Did you know there are 4 key steps to building strong product leaders? Discover how to build clarity around the product vision, structure scaling product teams, and create alignment inside and outside the product org. Get your free copy of the NEW leadership handbook today!Let us know your thoughts below on this new resource.
What's one piece of advice you wish you'd had when you started working in product?Today we’re highlighting six answers to this question from our Product Makers community. The answers were pulled from our Featured Maker series, so be sure to explore the posts for more words of wisdom. 💡 Pieter Strouven“Don't productize until you've walked a few miles in your customers' shoes. It's so tempting to fall in love with your first - abstract and technically beautiful - solution. Don't build it right away. There's no shame in acting like a service company until you've mastered the problem. Be a human solution first before engineering one. I guess this corresponds to Ries' fail fast mantra or some of Ash Maurya's teachings. A starting PM should look closely at those works.” Gavin Guest“Execution is far more important than ideas. As a young, new product designer, it seemed like everyone else in the world was making bad products because they simply didn’t have good ideas. Eventually, I realized
The folks at Raw Signal Group always have an interesting newsletter and this past week’s edition took a look at the value of cross-training people to open up new career development and advancement opportunities and how this can act as a solution to boredom-slash-stagnation-related turnover.To quote the article:The data on this is clear. Cross-training correlates with a variety of happy outcomes, for organizations and employees. Employees feel more engaged and invested in their work, they stick around longer and they grow with their organization. That growth, in turn, leads to all the things you hope it would. Fewer incidents, more resilience. Proactive identification of problems. More burst capacity. Given the evolving tech marketplace, people changing jobs (through their choice or not), and the all the talk about efficiency, now seems like the time to invest here.
Both Customer Success and Sales have roles in gauging what the market is asking for and needing. But before making key decisions and conducting research do you tend to turn to Customer Success or Sales first? Why would you turn to this group first and what weighting do you value their feedback over the other?
More and more companies are investigating and strategizing the shift to Product Lead Growth but is this really necessary to advance your company to the next stage? Interested to hear peoples thoughts on this and how the conversations have gone so far in your role.
I get, and see, a lot of questions from other folks in product around how others have structured their product teams. Curious how your team is organized. What roles have you added/changed as your organization changed and grew? What resources have inspired some of your thinking on this topic?A few resources I’ve enjoyed:The book Team Topologies which covers a lot of ground on the organizational design aspects and considerations when structuring teams Adam Calica had a good article on this as well last year in BuiltIn Jens-Fabian Goetzmann has also written on this topic of establishing a product organization structure
As product makers it’s critical that our actions are customer-centric and put us in a position to be leaders not laggards in our evolving business landscape.We’re interested in hearing a bit about your focus coming into the second half of the year. What’s grabbing your attention? Where are you planning to invest? Where are you struggling?Share your thoughts in our weekly poll and add any comments you have below 🧐
Hi community,I’m super curious if anyone has experience working with customer feedback at scale for making great products in a company with a B2C use case. A company that has 100’s of thousands or millions of end-users of your product.Firstly, it would be great to know what processes you are using or tools that work really well to understand your users better. I’m not saying these methods would work really well but just thought I could jot down some questions to spark conversation:Are you periodically posting a NPS survey or some other survey type to your customers with an in-product prompt for example?Does your support team have an efficient process for sharing product feedback with the product team?Do you run some type of community or forum to collect product feedback?Do you have a mature data analytics team that can extract data from places where your customers talk about your product? e.g. social media, forums, support pagesWould you be focusing more on product analytics rather tha
Are you curious about what’s out there in the product management market, but don’t have 45 minutes to spend on a demo? We got you covered, join our 15 minutes live demo series July 26th at 11:30 AM PT and 11:30 AM CET, in English, French and German.North America Session Europe Session in English Europe Session in French Europe Session in GermanSee you there
If you missed our Productboard webinar yesterday with Marty Cagan, you can watch it on demand.Marty covered a lot of ground including the importance of changing how you build, how you solve problems, how you decide what problems to solve, and the importance of creating empowered teams.
As I’ve been reflecting on my first six months as a manager of two new PMs, I’m eager to up my game for our next round of onboarding/training. I thought I’d share a few things I’ve learned and ask if others had experiences to share, too.What’s gone well:Making lots of support available from established product leaders and designers to help new PMs get up to speed on all the ins-and-outs of the product. Offering shadowing sessions with our Customer Success team to build cross-team relationships and deepen product knowledge. Weekly 1:1 check-ins to catch up on product and design progress.Areas to improve:Balance between encouraging more independence/confidence and preventing the dreaded silo.I’m curious what others have experienced when onboarding new PMs or starting a new job as a PM themselves. What’s one thing that you found successful/helpful in the onboarding process and one thing that you thought was unsuccessful/unhelpful?
Achieving customer-centricity requires the right methods to uncover insights. Join Productboard on August 24th to welcome guest speaker, John Carter, an inventor of Bose’s Noise Cancelling Headphones and designer of Apple’s New Product Process, to discuss the best methods to build products that delight their users.Register
Hello Maker Community,This is my first post here, and excited to meet you all and collaborate!First - I'm a big believer in User Stories being "vertical slices" from the UI though services to DB, and are written from the perspective of a user. I'm also wary of Product Owners writing technical user stories outlining the "how" (which to me, would fall more to Engineering) more than the "what" (which is owned by Product). However, I recently joined a company that has structured teams into separate “front-end” and “back-end” focused PODs/teams. The team is focused on a microservices architecture, so each back-end teams owns certain services, and there is just one front-end team owning the single-page application (front-end). I am struggling with how my Product team should fit into this structure. There is a push to have Product write separate front-end stories and back-end stories, but I have found this practice to go against fundamentals of user stories being “vertical slices”. Howeve
Most software companies operate on an international level which can result in your Product and Engineering team being located across continents and time zones. What are some of your best recommendations for maintaining a work life balance and also ensuring communication across the various time zones.
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