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Product Management: The Good, the Bad, and the Ugly In the realm of product management, there are three prevalent modes: 1. The Product Team Model (The Good): Also known as the product operating model or the empowered product team model, this is the least used but the most effective. The product manager here solves for value and viability, the product designer for usability, and the software engineer for feasibility. These teams exist to serve the customers in ways that meet the needs of the business. 2. The Feature Team Model (The Bad): These teams exist to serve the business. They are typically provided a roadmap of features and projects to build, which they are expected to design and deliver. The product manager here is more accurately described as a project manager. 3. The Delivery Team Model (The Ugly): These teams also exist to serve the business. They are provided with a backlog of stories and asked to deliver. The product manager, often titled product owner, is more accurately described as a backlog administrator. It’s a reminder that the best companies use the product team model, also known as the product operating model, even though it’s the least used. Let’s strive to be among the best! These insights were gleaned from Marty Cagan’s enlightening talk titled “Product Management: The Good, the Bad & the Ugly” at The Product Folks, 2020. Link to the full session on YouTube with the title "Where do I start to be a great Product Manager" here: https://lnkd.in/gu-TwFK7 Feel free to follow me for daily insights and learnings in product management and leadership. Let's grow together! #LearningEveryday #ProductManagement  #ProductLeadership #ProductTeam #ProductOperatingModel

How much discovery is the optimal discovery?🧐 In product management, we often hear about the "problem space" and the "solution space." Think of the problem space as the deep-sea exploration🌊 where we aim to uncover the true challenges our users face. On the flip side, the solution space is where we get creative, brainstorming and refining potential fixes for those identified issues. While it's crucial to keep these two realms separate for clarity, it's also important to acknowledge that they're interconnected. Any tweak to our solutions inevitably loops back🔄, affecting the problem landscape. This leads us to a tricky question: how much discovery is enough? If we spend too much time on gathering feedback and understanding the problems, we might neglect the execution of the solutions. If we rush to implement solutions without enough discovery, we might miss some important problems or create new ones. How can we find the optimal balance?⚖️ One way to approach this question is to use a Fermi estimate, which is a rough approximation that is close to the actual value. Typically, solving a problem involves understanding various factors that influence it. Some of these factors have a strong correlation with the problem. Suppose to find the best restaurants🍽, we can estimate some key variables like location, ratings, cuisine, price, etc. that are addressing 80% of the problem space and just by this estimation we reach to the stage of optimal discovery. Rest 20% which include factors like mood, social network, loyalty, etc. need more discovery and testing. Through this analysis💡, we ensure that our discovery efforts are on track by avoiding over-analysis and making estimations that cover a large part of the problem space. This approach allows us to reserve more time for innovative work, as "Time" is the most precious asset for a Product Manager. #ProblemSolving #SolutionSpace #Innovation #DiscoveryProcess #ProductManagement Shravan Tickoo Attharv Sardesai Praveen Kumar, PMP®Kazim Ali Shahid Iqbal CSPO® CSM® PRINCE2®

🙄Did you know? Strong product management can increase a product's launch success rate by up to 30%!🔥 Whether you're a seasoned PM or just starting out, we've got a wealth of informative posts to help you on your journey. ✅Check out few of these resources: 1. Product Managers VS Project Managers. https://lnkd.in/gUYjPbRM 2. PM Glossary. https://lnkd.in/gj66yf6p 3. What is Product Management? https://lnkd.in/gmrUW8Su 4. What are User stories, Epics in Product Backlog? https://lnkd.in/gB_Yt9Sj 5. How to identify Product Health Metrics? https://lnkd.in/gwTr2kT6 6. North Star Framework. https://lnkd.in/gcQ6xUUx 7. Root Cause Analysis. https://lnkd.in/gtrjGQHZ 8. 5C Framework. https://lnkd.in/g-PKgdZm 9. CIRCLES Framework. https://lnkd.in/gnexrifN 10. PQGUPESEMS Framework. https://lnkd.in/g3Ehg6EH ⭐️Repost if you find this useful. #ProductManagement #Seekamentor #PMResources

Common and regular terms and terminology used by product managers... As Product Managers, we navigate a landscape filled with industry jargon and specialized terms. Here's a rundown of a few commonly used terms and terminology we use daily: 1. MVP (Minimum Viable Product) The simplest version of a product that allows us to gather maximum learning with minimal effort. 2. User Stories Short, simple descriptions of a feature told from the perspective of the person who desires the new capability, usually a user or customer. 3. Backlog A prioritized list of features, enhancements, bug fixes, and other work items that need to be addressed. 4. Roadmap A high-level plan that communicates the vision and direction of the product over time. 5. KPIs (Key Performance Indicators) Quantifiable measures used to evaluate the success of a product or specific feature. 6. Stakeholders Individuals or groups with an interest in the product, such as customers, executives, developers, and marketing teams. 7. Sprint A short, time-boxed period during which a specific amount of work must be completed. 8. Scrum A framework within which people can address complex adaptive problems, while productively and creatively delivering high-value products. Mastering these terms empowers us to effectively communicate, strategize, and drive our products forward. #ProductManagement #IndustryJargon #ContinuousImprovement

🚀 #46of100 Days of Product Management Challenge: The Art of Prioritization 🚀 Prioritization isn't just about picking what to do first; it's about making smart, strategic choices that balance short-term needs with long-term goals. Here’s how we can do it: 1️⃣ Strategic Decision-Making: Prioritization isn't just picking tasks randomly; it's about aligning choices with both immediate needs and long-term goals. Think big picture! 2️⃣ Framework Adoption: Tools like MoSCoW, Kano Model, and Cost of Delay give structure to our choices. They help us see clearly which tasks should take priority. 3️⃣ User-Centric Approach: When we focus on what users need most, we ensure our efforts make the biggest impact. Happy users mean loyal customers! 4️⃣ Data-Driven Insights: Numbers don’t lie. Using data and metrics to guide decisions helps us make the right call and use resources wisely. 5️⃣ Continuous Adaptation: Prioritization isn’t a one-time deal. We constantly tweak our priorities based on user feedback, market changes, and available resources. 💡 Interesting Fact: Prioritization isn’t just for product managers! Whether you’re managing personal tasks or planning projects in any field, mastering prioritization boosts efficiency and success. ✨ Check out my complete article! Share your thoughts . Did I miss anything? Let’s learn together about the art of prioritization! https://lnkd.in/gSNfejTJ #ProductManagement #Prioritization #DecisionMaking #UserFocus #DataDriven #ContinuousImprovement #Efficiency #Success

Product managers - we have got feature prioritization all wrong 😑 Most product management theory hinges us on frameworks to prioritise backlog - MoSCoW, RICE etc. But what PMs need to care about most is the Effort <-> Impact of every feature 💪 Effort is easy - it’s the implementation estimate your engineers give you. But what about impact 🤔 How do you objectively define it? What’s not actively talked about - you need to look at impact in terms of the metrics/ key results (KRs) you have committed to move in your planning cycles. Nothing else matters. Not all products can relate impact directly to revenue. When I say metrics/ KRs, it could be MAU (monthly active users), retention rate, activation rate or any other product metric that you have agreed to move this quarter/ semester in alignment with your leadership. Why is this important? Many product teams care about KRs only at the start of planning cycle. And no one tracks it actively during the execution quarters. Only to realise at the time of next planning cycle, that KRs were not met, and no one has a clue what went wrong.😑 So, what had happened? Folks committed to KRs, but during execution product managers were not conscious enough that what they are getting the teams to build is not moving the needle on the committed KRs. It’s a shame. And it’s a pain. 😬 For everyone in the team. PMs need to be proactive. Commit KRs during planning cycle -> Plan roadmap items using Effort/Impact aligned to KRs -> continuous discovery and refinement to maximize ROI on committed KRs during product build (data driven, not based on gut alone). Sadly, not much is talked about the importance of continuously keeping an eye on KRs for your prioritization. And it’s totally ok if during execution, some backlog item no longer aligns to KR after further evaluation, needs to be decommissioned and replaced with something else more impactful. That’s when you are doing your job right as a PM. More power to you - go PMs 💪 #ProductManagement #Prioritization #Impact

Product Management Myth-Busting: Separating Fact from Fiction As product managers, we've all heard them—the myths and misconceptions that can lead us astray. It's time to set the record straight! Let's bust some common product management myths: Myth #1: The customer is always right Reality: While customer feedback is crucial, it's not always accurate. Customers may not always know what they want or need. Myth #2: More features equal a better product Reality: Too many features can lead to complexity and dilute the product's value. Focus on quality over quantity. Myth #3: Product roadmaps are set in stone Reality: Roadmaps should be flexible and adapt to changing priorities and market conditions. Myth #4: Product managers must be technical experts Reality: While technical knowledge is helpful, it's not essential. Product managers should focus on understanding customer needs and business goals. Myth #5: Agile means no planning Reality: Agile requires careful planning and prioritisation to deliver value iteratively. By debunking these myths, we can focus on what really matters in product management: delivering value to customers and driving business success. What other myths do you think need busting? Share your thoughts! #AgileMethodology #ProductManagement #CustomerFirst #womenintech #CrossFunctionalTeams #ChangeManagement #FeedbackLoop #SustainableDevelopment #ProductDelivery #AgileMindset #Collaboration #TeamWork

Product Management Mythbusters: Debunking Common Misconceptions The world of product management is often shrouded in mystery. Let's debunk some of the most common myths: 1️⃣ Myth #1: Product Managers are "mini-CEOs" who call all the shots. Reality: PMs collaborate extensively with various teams (design, engineering, marketing) to bring a product to life. They act as the glue, ensuring everyone aligns with the product vision. 2️⃣ Myth #2: It's all about features, features, features! Reality: While features are important, successful products solve user problems and provide value. Great PMs prioritize features based on user needs and business goals. 3️⃣ Myth #3: You need a technical background to be a PM. Reality: While technical knowledge is a plus, strong communication, analytical thinking, and user empathy are more crucial. You can always learn the technical aspects on the job. 4️⃣ Myth #4: Product Management is a solo act. Reality: PMs rely heavily on user research, data analysis, and feedback from various stakeholders. Building strong relationships and fostering collaboration is key. 5️⃣ Myth #5: The product roadmap is set in stone. Reality: The product roadmap is a living document that adapts based on user feedback, market trends, and new learnings. Great PMs embrace agility and iterate based on data. So, what does it REALLY take to be a Product Manager? It's a dynamic role that requires a blend of skills, from user empathy to strategic thinking. Are you curious to learn more about the exciting world of product management Share your thoughts in the comments and follow me for more product insights! ➡️ https://lnkd.in/gA2Nv99A #productmanagement #productmanager #adayinthelife #productstrategy #innovation #careerdevelopment #problemsolving #innovation #AI #futureofwork #productmanagement #artificialintelligence #futureofwork #productstrategy #innovation #productleader #productthinking #datadriven #customercentric #digitaltransformation #machinelearning #agile #productroadmap #careerdevelopment #pmlife #producttools #productivity #collaboration #productroadmap #agile #datadriven #productstrategy #mythbusters

Product Management – Balancing Vision and Execution 🎯 There’s a fine line in product management between being a visionary and a realist. It’s easy to dream big and get excited about where you want the product to go—but the real challenge is in breaking that vision down into practical steps, sprints, and timelines. Recently, while working on a new feature rollout, I realized how critical it is to keep one foot in the future and one in the present. It was one of those projects where the vision was bold, but execution needed precision. We refined the rollout plan three times to meet both user needs and business goals. For me, product management is an art of balance: innovation with reliability, creativity with practicality. What do you think? How do you balance visionary thinking with realistic constraints?" #ProductManagement #Innovation #Execution #TechInsights

How a short discussion helped broaden my knowledge of product management frameworks. This past week, I had an opportunity to sit down for a stimulating discussion with experienced product managers that left me both challenged and inspired. During this discussion several thought-provoking questions were raised. I was asked an intriguing question that made me pause and reflect: "If your product director requests a feature to be implemented, but as a product manager, you don’t think it’s the right time for that feature, what framework would you use to explain your perspective?" This question left me reflecting on the role of product management frameworks in guiding strategic decision-making. It’s easy to think of frameworks as abstract concepts, but they are incredibly powerful tools when applied to real-world scenarios like this one. For example, the RICE framework can be instrumental in such situations. By evaluating the feature based on its Reach, Impact, Confidence, and Effort, I could calculate a prioritization score to compare it against other initiatives. This data-driven approach would help me communicate why the feature might not be ideal at this time. Alternatively, a Weighted Scoring model allows for a more customized analysis by assigning criteria like revenue impact, user demand, and strategic alignment. Scoring the feature against these factors provides clarity on how it fits within the broader roadmap. Frameworks like Kano or Jobs-to-Be-Done can also help identify whether the feature solves an immediate user problem or is a "nice-to-have" addition that can wait. One of the key takeaways is how frameworks not only provide structure but also facilitate better communication with stakeholders. As a product manager, it’s not just about saying “no” but explaining the “why” with clarity and logic. This discussion has inspired me to dive deeper into product management frameworks not just to know them but to master applying them effectively. It’s a journey of continuous learning, and I’m excited to explore more ways these tools can drive better decision-making and collaboration. I’d love to hear from others: What frameworks have you found most effective in situations like this, and how have they impacted your approach? Let’s exchange ideas and grow together! #productmanagement #ProductManagementFrameworks #conversationallearning