Recently, I put up a small assessment tool for product management teams. This tool is intended to generate discussion and highlight areas for team improvement. Several PMs had follow-up comments and questions along the lines of “what should we do if we’re scored ourselves poorly on a specific item?” There are no generic prescriptions for improvement, especially in product management. It’s worth drilling into an individual item or two, though, and imagining how we might analyze the situation and take corrective action.
What: “Reducing Risk through Agile Product Planning” webinar When: June 2nd, 2010 Speaker: Rich Mironov, Principal, Mironov Consulting Replay the webinar here This webinar was part of Accept’s Agile Management Series, which also included speakers from Forrester and PRTM. Agile development teams focus on delivering products faster and with higher quality, reducing the risk of being “late to market.” But product managers also worry about business risks including: building the wrong product, missing profitable segments, and constant roadmap changes. How can we apply agile product planning to reduce our overall business risk? Reducing Risk through Agile Product Planning from Rich Mironov
Continuing a discussion that was raised in a recent discussion between Tom Grant and Saeed Khan where they (we) made a distinction between metrics about products that Product Managers use to monitor the world, and metrics about Product Managers for promotions and salary reviews. Some additional thoughts of mine, along with a lightweight PM assessment tool… Metrics About Products For the most part, metrics track the health of products*. We should be constantly monitoring things like:
PM leaders, such as VPs or Director of Product Management, worry about the health of their teams and processes, not just the health of their products. (See my recent post on metrics.) There’s a shortage of tools to help us evaluate how well we’re doing as PM organizations. I created this simple assessment tool based on a diagram I’ve been using for several years. The diagram highlights three key relationships for a (tech) product manager: with Development, with Marketing/Sales/Customers, and with Executives. (This point of view is not unique. See, for instance, Pragmatic Marketing’s triad model.) This tool provides a few indicators as to whether we’re meeting our core obligations to these three groups. A fourth category pulls together indicators…