Rujuta Biware

The product lifecycle is like a Bollywood movie: Starts with a bang, full of drama in the middle (bugs!), and ends with everyone wondering if there will be a sequel (new version) or if it's just a one-hit wonder. #productmanagerlife #productmanagement #productmanager #agile #productowner #officehumor #worklifebalance #softwareengineeringhumor #uxhumor #customercentric #productlifecycle #productlaunch #bugs #productdevelopment #newversion #bollywood #softwareengineeringhumor #productmanagerlife

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Product management is like being a Bollywood director. You gotta write the script, pick the perfect cast, and make sure the movie leaves everyone saying 'Paisa vasool!' Product gets the box office success, the actors get the fame...well, maybe next film! #productmanagement #productmanager #productstrategy #madeinindia #indianstartups #marketingchai #uxindia #productfun #pmlife #humor #productmemes

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Reflecting on my journey in product management, I recall the challenges and triumphs across different companies, markets, and product launches. Two decades in, I still vividly remember the early struggles of navigating this role without a guide or manual. There was no roadmap for me when I stumbled into product management, and the learning curve was steep. I am keen to hear from fellow professionals about their experiences dealing with the lack of resources in this field or the ongoing challenges they face today. If you had the chance to advise your younger self starting on a product management career, what insights would you share to ease their journey and make it more fulfilling? Feel free to leave your thoughts in the comments below or DM me. #productmanagement #whatihavelearned #productmanagementjourney

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Overcoming Struggles in Leadership - A Personal Tale In my early days as an Product Manager, I struggled with the concept of leadership. I was overwhelmed, trying to do everything, trying to be everywhere, and I was failing. It was mentally draining. I had the wrong focus, I was focusing on too many things and losing sight of the impact. I had a team to manage, but I didn't truly understand the role I was expected to play. The importance of being a coaching-oriented leader wasn't apparent to me immediately. Until I released the impact it had on team, performance and results. 1. Unlocking Potential: Effective leadership involves recognizing and nurturing individual potential. 2. Trust Breeds Investment: Trustworthy leaders inspire greater employee commitment and engagement. 3. Employee Motivation: When employees believe their manager genuinely cares about their well-being, they perform at their best. 4. Profitability through Commitment: A committed workforce contributes to improved organizational profitability. This was a game-changer – a shift in mindset as a result I had impact 1. I realized that as a leader, my role was to identify the 'vital few' tasks that yield the most significant impact. 2. By identifying and focusing on these critical tasks 3. I could ensure optimal allocation of my team's time and resources. 4. Delegating or eliminating the less important 80% of activities putting the emphasis on productivity and efficiency. This helped me and team to stay agile and responsive to our changing needs. It's been quite a journey but, looking back, I can see how these struggles helped me grow as a leader. What was your turning point in understanding the true essence of leadership? #Leadership 

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💡 Understanding Different Product Manager Roles 💡 One of the most common questions I get my interactions with aspiring Product Managers is, What are the different types or product managers and what do they look like? The first thing you need to understand is that not all PM roles are made the same, product management is a diverse field with specialized roles to fit various organizational needs. Here's a quick guide: 🚀 Growth/Outbound Product Manager: Focuses on driving user acquisition, retention, and monetization through data-driven strategies and experiments. These are commonly found in product lead growth companies such as #Airbnb, #Lyft etc. They work very closely with marketing, business development and are heavily outward focused. This category of PMs is also catching up in #Google, #Microsoft as well. 🔧 Technical Product Manager: Leverages a strong technical background to manage products requiring advanced technical knowledge, bridging the gap between engineering and business. These PMs are also external customer focused buy work equally if not more closely with engineering, and design teams than sales and marketing. The most distinct feature for me is that customers are also technical - IT, SWE as they most commonly own B2B SaaS/Cloud products such as #AWS, #Microsoft. 🛠️ Platform Product Manager: Manages underlying technology platforms, ensuring they meet the needs of various applications and services, balancing technical requirements and business objectives. They own platforms that enable the external customer products within the company, and their customers are internal product , developer teams. They share the deep technical knowledge as Technical PMs. Very common in multi product technology companies . #Netflix, #Uber are a great example of these and have strong platform PM teams. Explore more about these roles and their impact in this article by Product School here. https://lnkd.in/gKXsTrHp If you want to break into product management or want career guidance in high-tech, post MBA do reach out to me here - #productmanagement #career #Technology

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Me responding to a sensitive question: “As a ScrumMaster, how do you handle a team impacted by layoffs? Are there any suggested action items we should consider?” Layoffs Part 2/2 - When team has notice Process it together and don’t forget to say goodbye with an event or card #scrummother #scrummaster #scrum #agile #moveyourownneedle

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The Ken has an empathetic article on the role of PMs in India. Highly recommended weekend read. However, I think the article goes beyond just empathy and romanticizes the role of a PM. For two reasons: 1. PMs must deliver measurable outcomes and healthy ROI. As must sales, finance, and operations folks. It’s foolish to assume that there is space in this hypercompetitive world for romanticizing Jobsian visions of the next iWhatever. 2. Almost all tech product companies in India are a copy of something that has worked in developed markets. The PMs job is to contextualize and optimize it for the Indian customer, regulations, and operating environment. A Product Marketer role, oversold as a Product Manager role. Two things we need to change: (1) Set realistic expectations with new hires. Don’t over-promise the role just to hire a rockstar. She’ll leave in a year’s time, and you’re back to square zero. (2) as PMs be prepared to do the hard grind in the initial years to figure out whether this is really for you. The Ken Praveen Gopal Krishnan Rohin Dharmakumar #productmanagement #productmarketing #expectations #careerchoices #careerpaths #metrics #ROI #stevejobs #reality

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Product management is more than just a job title—it’s a responsibility to bring ideas to life, solve real problems, and create meaningful impact. As product managers, we sit at the intersection of business, technology, and user experience, constantly balancing the needs of stakeholders while keeping the customer at the heart of every decision. From ideation to launch, every product tells a story—of market research, iteration, collaboration, and resilience. The role is dynamic, requiring an understanding of not just the “what” and “how,” but more importantly, the “why.” What I love most about product management is the opportunity to shape solutions that make a difference. Whether it’s improving an AI-powered tool or streamlining a customer journey, the goal is always the same: to build products that matter. To all the product managers out there, let’s keep pushing boundaries, staying curious, and driving innovation. Here’s to the impact we make every day! #ProductManagement #Innovation #CustomerFirst #Tech #Leadership #ProductDevelopment

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I am excited to share that I have successfully passed the Professional Scrum Product Owner I (PSPO I) certification from Scrum.org. This certification validates my knowledge of the Scrum framework and my ability to support and enable value creation and delivery. Earning PSPO I shows my understanding of how to bridge the gap between strategy and agile product management in order to create valuable products using Scrum.

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Most of the people mix up Product, Project, Program management. So once and for all, let us settle this. Let's understand what the 3 roles truly mean. 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀: Own WHY and WHAT for a product 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀: Own WHEN for a 𝘴𝘪𝘯𝘨𝘭𝘦 project 𝗣𝗿𝗼𝗴𝗿𝗮𝗺 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀: Own WHEN for a 𝘱𝘰𝘳𝘵𝘧𝘰𝘭𝘪𝘰 of connected projects 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 (𝗣𝗠𝘀): 𝗢𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗮𝗿𝗲𝗮: Primarily focus on the 𝘷𝘪𝘴𝘪𝘰𝘯, 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘺, and 𝘳𝘰𝘢𝘥𝘮𝘢𝘱 of an entire (or a part of the) product. They also define success criteria and set goals for their product. 𝗣𝗿𝗶𝗺𝗮𝗿𝘆 𝘁𝗮𝘀𝗸𝘀: • talk to users, research market, talk to experts • they do the above to identify problems to solve • prioritize the problems based on impact • decide which problems to solve in which order • work with others to create multiple solutions • prioritize the solutions based on impact • decide which solution to create in which order • collaborate with eng. and design on solution design • influence multiple other teams to believe in and support their ideas and plans 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗰𝗿𝗶𝘁𝗲𝗿𝗶𝗮: PMs are successful when they create impact for the business and users. Common metrics to measure impact - revenue, no. of users, profit, retention, etc. 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 (𝗣𝗷𝗠𝘀): 𝗢𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗮𝗿𝗲𝗮: Primarily focus on creating the project plan. A project plan (aka delivery plan) details WHO does WHAT and WHEN. PjMs also ensure all task owners are on track, there are not delays and issues. 𝗣𝗿𝗶𝗺𝗮𝗿𝘆 𝘁𝗮𝘀𝗸𝘀 • work with PMs and eng to identify interdependencies • create realistic task deliverables and timelines • keep everyone on track • measure progress • highlight and escalate if teams are off track • identify risks, create mitigation plans • act as central point of progress, issues, deadlines for all teams involved 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗰𝗿𝗶𝘁𝗲𝗿𝗶𝗮: on time delivery of projects without any issues 𝗣𝗿𝗼𝗴𝗿𝗮𝗺 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀 (𝗣𝗴𝗠𝘀) 𝗢𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗮𝗿𝗲𝗮: similar to project managers but for a portfolio of interconnected projects. PgMs also primarily own the delivery of projects, but they ensure that projects are meeting larger team/org goals. 𝗣𝗿𝗶𝗺𝗮𝗿𝘆 𝘁𝗮𝘀𝗸𝘀: same as PjMs but for multiple projects 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗰𝗿𝗶𝘁𝗲𝗿𝗶𝗮: same as PjMs but across multiple projects. With the added pressure of meeting relevant business goals. -- Caveat: Every org defines these roles differently. And the definitions change based on the org/team size. How does your org define these roles? And are there other tasks that these roles do in your org? Looking forward to hearing your experiences and learnings. #management #project #program #Agile#

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As program managers, we strive to execute on well-planned timelines. But sometimes, external factors force us into rapid turnarounds. How do you adapt when there's no time for a perfect plan? Here's what I've learned: - Identify the Non-Negotiables: Collaborate with cross-functional teams to pinpoint the essential elements. Ask "why" to understand the reasoning and potential impact of skipping steps. - Clear Communication is Key: Ensure every team member understands the big picture, their role, and the urgency. Regular, concise updates are crucial. - Set Up Post-Launch Signals: Establish early indicators of success or trouble so you can course-correct quickly. This might include user feedback, key metrics, or team check-ins. The ability to pivot and prioritize is a critical skill for today's program managers. It's not always about a perfect plan, but about making the most impactful decisions with the information at hand. Share your experiences! What are your go-to strategies for navigating tight timelines? Let's connect! If you're a program manager in a fast-paced environment, I'd love to learn from your insights. Feel free to DM me. #programmanagement #agile #projectmanagement #execution #leadership #timemanagement #fastpaced #collaboration #communication #careeradvice #blackintech

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As Product Managers, we all know real work happens not just through roadmaps, but through *real conversations*. Whether it's those *chhoti-moti informal talks* with developers and QA or a quick *chai pe charcha* to solve a problem, these moments create momentum. These discussions help us cut through bottlenecks. And when we move beyond just business requirements to truly understand the *customer ka dard*, that’s when the magic happens. Great products aren’t built in isolation—they’re co-created through *trust aur collaboration*. #ProductManagement #TeamWork #Collaboration #Agile

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I recently came across this article on Medium about creating good PRDs, and it really resonated with me. It got me thinking about the key elements that make a Product Requirements Document truly effective. When it comes to crafting a good PRD, understanding customer benefits is the critical starting point. Sure, functional requirements are important, but if you don’t have an outcome that matters to the customer, who cares? It’s easy to get caught up in the technical details, but we need to take a step back and ask ourselves: “What problem are we solving for our users?” Another crucial aspect is ensuring you can measure success. What metrics and improvements will this drive? How do you know you’ve achieved “good enough”? Without clear success criteria, it’s tough to know if you’re on the right track or if you need to pivot. One often overlooked element in PRDs is identifying dependencies. It’s not enough to just build the product - what else needs to be in place to make this a success? Think about marketing, customer service, and operational processes. A great product can fall flat if these supporting elements aren’t considered and planned for. I’ve learned over the years that a truly impactful PRD goes beyond just describing features. It tells a story about the user’s journey and how your product will improve their lives or work. When reviewing PRDs, I always look for that clear connection between the proposed features and tangible customer benefits. Remember, a PRD isn’t just a document for the development team. It’s a communication tool that aligns stakeholders across the organization. By focusing on customer outcomes, measurable success, and holistic implementation, you’re setting your product and team up for success. If you’re looking to level up your PRD game, I’d highly recommend checking out this article on 7 proven strategies for writing good PRDs. https://lnkd.in/ebJfgKjN It offers some great insights that complement what I’ve shared here. At the end of the day, a good PRD is about more than just ticking boxes. It’s about creating a vision for a product that truly serves your customers’ needs. So next time you’re drafting a PRD, take a moment to step back and ask yourself: “Am I really putting the customer at the center of this?” What’s your experience with PRDs? Have you found other elements that make them more effective? I’d love to hear your thoughts!

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As a Product Manager, have you ever considered drawing inspiration from the Mahabharata; an ancient epic rich with characters with unique personalities and skills that can inform modern roles such as Product Management. Do you resonate with any particular character from the Mahabharata? Share your thoughts in the comments below Let's explore the fascinating world of the Mahabharata and discover how it can help us become better Product Managers. #productmanager #productmanagement

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You know what is the harder part - not the career transition to product owner /Manager but to perform on the job tasks and taking initiatives. It's easier to slip in to a habit of translator while you are working as PM or Product owner. It's not your fault at all but of the roles and responsibilities which keeps you busy all the time. Take time for yourself and think about customer , new products , platforms and offerings that would help you take up bigger challenges. Apply this at work as product leader and see the results - 30/30/30 - Spend 30 Mts with applications existing features. - Spend 30 mts daily with analytics team & dashboard. - Another 30 Mts doing nothing but giving head space to think. Day dreaming is good which helps you come up with new initiatives , When you find a vague idea , build up on it with discussions. Look for patterns that are evolving in your problem solution space both internal and external. Follow me if you find this useful - comment what best practices you follow to come up with new initiatives. PS : Join my master class to understand what is it all about product and various platforms and when to build what - https://lnkd.in/gEisprP6

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As a Technical Program Manager (TPM), your success hinges on more than just crossing the finish line—it's about the journey, the pivots, and the value created along the way. The balance you maintain is delicate but crucial. Too much focus on the technical side, and you risk becoming a siloed expert disconnected from the broader goals. Too much emphasis on project management, and you might miss the nuances that drive technical excellence. The art lies in blending these worlds, making the line between them disappear. As a TPM, you're not just a cog in the machine; you're the oil that keeps it running smoothly and the spark that ignites innovation. Your metrics should reflect not just what you’ve achieved, but how you’ve achieved it. The traditional metrics—deadlines met, budgets adhered to, and projects completed—are important, but they are merely the tip of the iceberg. Real TPM success is buried beneath the surface, in the details. It's in the way you’ve navigated the choppy waters of shifting priorities, how you've harnessed the energy of a diverse team, and how you've turned potential pitfalls into stepping stones. Yes, hitting milestones is critical. But the true measure of your success is in the stories your metrics tell. Did you deliver on time? Great. But Did you enable your team to grow and learn? Did you create solutions that not only meet the immediate needs but also pave the way for future innovation?

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