Discuss your product practices, share practical tips, and build the connective skills to build better products.
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We just launched “The Dangerous Animals of Product Management”, a video series about managing challenging product management stakeholders. 🐺 WoLF: Works on Latest Fire🦏 RHiNO: Really High-value New Opportunity🦛 HiPPO: Highest Paid Person’s Opinion🦓 ZEbRA: Zero Evidence But Really Arrogant🐦 Seagull Manager: Swoops in, causes a ruckus, then swoops out againIn a series of six episodes, we give you the full scoop on each dangerous animal. You’ll learn the skills you need to manage these stakeholders and gain the confidence to stay true to your product strategy.Check out a preview below, and binge the whole series at 👉 https://www.productboard.com/dangerous-animals
Product Management gets really challenging when the Products you offer fall in both the physical and service space.Physical products run into more design details, supply chain, and larger cost related issues. Whereas service/software costs are relatively flat in comparison.Are you apart of a company that manages physical and service products at the same time? What challenges are you running into juggling these differences? How are you aligning teams and managing your product around these challenges?
We often have the discussion about prioritization within Product teams today.Three common themes we hear make prioritization challenging are:Misalignment across the Product Team(s) Poor governance on the prioritization process Choosing a framework on how to prioritize and the framework’s ability to scaleAre there other themes today that make prioritization challenging? And if so, what frameworks do your teams use today?
Starting a new product career or a new role is always an adventure. If you’re just getting going, it’s good to map out your first 30/60/90 days. I usually like to focus on establishing some understanding of the business, the product, how they work (their processes), and the people. And then get clear on the goals you have and align on those outcomes then get started. I would get some time with your co-founder and get clear on what the role is, what it’s accountable for, and the desired outcomes over 30/60/90 days and what support you’ll need.Do take the time to build relationships internally — these can help you, give you allies, and help you be successful.A few resources I can share that I’ve found helpful for my teams and even myself. TAPES methodUservoice on how to approach your 30/60/90Arpit Rai’s take on the 30/60/90Hackernoon article by Salem SmithIn addition to the above, I’d also consider doing a stakeholder map as you get know people. I like this one from the folks at Borealis
This latest episode is all about growth. Japna Sethi, our Product Growth Leader at Productboard. Japna discusses the impact of product growth to unlock revenue, what product-led growth really means, and what people often get wrong about product growth and product design. Japna shares what it takes to be a successful growth manager and why having an MVP mindset is essential for you to succeed in the long run. Hint, it’s not for the faint of heart or those who don’t cope well with setbacks.
Product Excellence is a structured approach to product management that emphasizes getting the right products to market faster through deep user insight, a clear product strategy, and an inspiring roadmap. Its name derives from the end goal shared by product managers who strive to make products that matter — products that make a difference in each user’s work and life.Want to learn more?Check this overview of Product Excellence Dive deeper with the Product Excellence Library - essential reading on the practices powering the best product teams
According to our 2020 survey, 80% of product teams admit that they need to stitch together multiple tools to get their work done.Interested in enhancing your product team’s processes? Our Enterprise Buyer’s Guide can help you find the right product management solution for your organization!Download here
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