This interactive workshop with Rich Mironov will help product managers improve their understanding and skills for working with stakeholders, cross-functional teams, executives, and customers. We will frame the main challenges forproduct managers, then look at specific tools/techniques to drive decisions/strategies.
The revenue side of the house often believes that incremental budgets – or major deals – all that it takes to add new items at the top of the development queue. Like ordering a custom-built sandwich at the deli counter…
This one-day roundtable (workshop) is specifically for those managing teams of product managers. We will collectively tackle VP-level organizational and leadership issues. Plus dinner the evening before: wine, wisdom, war stories, and closed-door networking with other product executives.
Rich offered this one-day workshop for 12 participants in New York on August 15th. Agenda included product managers/product owners, portfolio thinking, and how to manage executives/stakeholders. Attendees get to revise the agenda, adding topics about “your first week on the job” and “how to say NO nicely.”
Complaints about roadmapping processes may really be about the results. If we want more features/releases faster than Engineering will commit to – or can deliver – then no roadmapping process will get us the results that we want.
Magnus Billgren of Tolpagorni Product Management talks with Rich Mironov about the importance of roadmaps as part of a coherent product strategy. How do we handle customer requests that are not in plan? This was taped during Tolpagorni’s Product Leadership Days, March 2012.
Prof. Kumar Sarangee of Santa Clara’s Leavey School of Business invited Rich Mironov for a guest lecture on Product Market Planning and Strategy class. This talk included a quick overview of what product managers are (what they do), how this fits into the overall business of creating technology, and how to think about pricing software and roadmapping.
Recent conversations at several clients highlight an often-repeated set of magical thinking: beliefs by internal clients that development resources are infinite, and beliefs by product managers that prioritization can convince anyone otherwise. Both are wrong, but seductive. Here goes… The starting point for this conversation is the typical product roadmap: crammed full of prioritized work and heavily negotiated with the development team. Almost every optional item has been postponed, and there’s still some risk of delay. This is a product plan with no “white space,” no large chunks of unallocated engineering capacity, no slop or slush funds or hidden treasure.
Every tech start-up struggles to create a roadmap: that short set of PowerPoint slides which defines the next six quarters of updates, minor releases and important advances. Since product managers strive for clarity, having a product roadmap is a critical communications tool. However…