Tag: Product Management
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What Product Feedback To Get
Every day is feedback day for a product manager! It’s a firehose of meetings, articles, documents, and JIRAs. But some times you need that feedback to drive a decision, the anecdata frosting to your data cake, and that’s when you’ll want some structure. Here’s a few examples to use with…
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How To Get Product Feedback
This is a pattern that works for early access to a software project or for making a big decision (deprecating a feature for instance). As a product manager you’re going to treat your own requirement as a project to bring to resolution. First, why get feedback? You had data to…
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How to Run a Customer Roadmap Call
What is your goal? Depends on the stage of the company… you might be working with a five year roadmap of value extraction activities, but if so I can’t really help. I’ve always left companies when they hit that stage. What I’m much more used to is active value creation.…
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Building The Habitual Year
As a new Product Manager, you’ve got a huge increase of demands on your time. You’re now the person responsible for answers about the product, and if you’re selling it globally or developing it overseas, that means you’ve now got a never-ending day. Additionally, it’s not just those tactical questions…
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Supporting a Product’s Cluster Headaches
Cluster headaches are problem reports that make everyone else in the organization ask “are we seeing that too?” and pile on. Alice suspects a memory leak and files a report. Bob tags his customers to it as well. They start discussing general performance questions in a chat or a meeting…
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Planning R&D Time
Granted that reality will disrupt the plan, I still find it useful to do a quarterly planning exercise. I’m fond of doing this with a zero based budget of person-time that has already had maintenance requirements removed. So you’ve got N full-time equivalent (FTE) people. They’re going to be sick…
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Internal Transfers
Role, tech stack, and culture. A new hire for a role must come up to speed on all three areas, and will be coming from behind on at least one. Some organizations are lucky enough to have a broadly common set of cultural or role expectations so that people can…
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Gambling or Groceries?
Following on the post about sustaining software, here’s an opposing argument. Go big or go home. Deliver shocking value. Focus attention on exponential results instead of linear ones. Leverage your investment into the biggest possible return. All of those exciting phrases are exciting because they mean increasing risk. Some are…
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When to use Design Discovery Patterns
People love one size fits all patterns and models, but it is usually better to use the correct tool for the job at hand. So you need to solve a problem. You’re going to build a solution to solve the problem with. It’s going to have users, who will configure…
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Continued Improvement in Software Products
What’s more valuable to the software vendor: improving what you’ve already delivered, or building something new? At first it might seem like building a new thing will have the highest return on investment. After all, new customer growth being equal, the finished product is only going to get support, renewal,…
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