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Session by Mr Satyajeet Singh, VP Product, Zomato.com during a product management workshop at New Delhi on 23rd May 2014 by NASSCOM and IPMA under its Product Management Express. It is about: Software Product Management: An Introductiion What it take to be Great product Manager Managers' Roles and Responsibilities
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Presents
Product Management Express Pla4orm 1: Market
Speakers Abhishek Logani Satyajeet Singh
Agenda
Module 1 -‐ IntroducBon to Product Management -‐ Roles and ResponsibiliBes -‐ What makes a great PM? Module 2 -‐ Idea to launch process -‐ Discovering needs -‐ TranslaBng need into a product
MODULE 1
IntroducBon to Product Management
Roles & ResponsibiliBes
What makes a great Product Manager? @satyajeet
MODULE 1
Introduc)on to Product Management
Roles & ResponsibiliBes
What makes a great Product Manager?
What is product management?
“Product management is an organizaBonal lifecycle funcBon within a company dealing with the planning, forecasBng, or markeBng of a product or products at all stages of the product lifecycle.” hUp://en.wikipedia.org/wiki/Product_management
What is product management?
“Product management is what product managers do.”
Who is a product manager?
Who is a product manager?
Product + Manager
Manager
Manager
“A person responsible for geYng things done.”
Product BUSINESS
“a product is anything that can be offered to a market that might saBsfy a want or need.”
Product BUSINESS
“a product is anything that can be offered to a market that might saBsfy a want or need.” CHEMICAL
“a substance produced during a natural, chemical, or manufacturing process.”
Product BUSINESS “a product is anything that can be offered to a market that might saBsfy a want or need.” CHEMICAL
“a substance produced during a natural, chemical, or manufacturing process.” MATHEMATICAL
“a quanBty obtained by mulBplying quanBBes together.”
MODULE 1
IntroducBon to Product Management
Roles & Responsibili)es
What makes a great Product Manager?
Role of a product manager
§ Envision
§ Evangelize
§ Execute
Envision
This means having a clear picture of the problem you are trying to solve, the soluBon and the strategy that will lead you there. It requires deep understanding of target users, the exisBng soluBons and compeBtors in the market and a compelling case for why your soluBon will win over the exisBng alternaBves.
Evangelize
An equally important aspect of the role of a product manager is evangelizing your vision to your team. The more you focus on this the easier it’ll be to execute. Once the team is convinced with your vision, you’ll be amazed to see the change it’ll bring to the output.
Execute
“If you guys were the inventors of Facebook, you’d have invented Facebook.” ~ The Social Network
It is one of the most criBcal aspects of product management and means doing whatever it takes to ensure your product ships.
Football Team
§ Manager
Football Team
§ Manager § Coach
Football Team
§ Manager § Coach § Referee
Football Team
§ Manager § Coach § Referee § Striker
Football Team
§ Manager § Coach § Referee § Striker § Goal Keeper
Football Team
§ Manager § Coach § Referee § Striker § Goal Keeper § Football
Day in the life of PM § AUend to urgent and important
Day in the life of PM § AUend to urgent and important § AUend daily huddle
Day in the life of PM § AUend to urgent and important § AUend daily huddle § Check favourite blogs, news on products, tech and markets
Day in the life of PM § AUend to urgent and important § AUend daily huddle § Check favourite blogs, news on products, tech and markets § Check current release status
Day in the life of PM § AUend to urgent and important § AUend daily huddle § Check favourite blogs, news on products, tech and markets § Check current release status § Check past release performance and customer issues
Day in the life of PM § AUend to urgent and important § AUend daily huddle § Check favourite blogs, news on products, tech and markets § Check current release status § Check past release performance and customer issues § Develop detailed plans for next release
Day in the life of PM § AUend to urgent and important § AUend daily huddle § Check favourite blogs, news on products, tech and markets § Check current release status § Check past release performance and customer issues § Develop detailed plans for next release § Make Bme for compeBBve research and analysis
Day in the life of PM § AUend to urgent and important § AUend daily huddle § Check favourite blogs, news on products, tech and markets § Check current release status § Check past release performance and customer issues § Develop detailed plans for next release § Make Bme for compeBBve research and analysis
§ Make Bme to build relaBonships with internal and external partners
How to work with
§ Sales § Engineers
§ Designers
Sales
Sales § Know them beUer
Sales § Know them beUer § Listen to their input and suggesBons
Sales § Know them beUer § Listen to their input and suggesBons § Spend Bme on sales calls
Sales § Know them beUer § Listen to their input and suggesBons § Spend Bme on sales calls § Nurture them
Sales § Know them beUer § Listen to their input and suggesBons § Spend Bme on sales calls § Nurture them § Answer their quesBons before they are asked
Sales § Know them beUer § Listen to their input and suggesBons § Spend Bme on sales calls § Nurture them § Answer their quesBons before they are asked § Join them in firefighBng
Engineering
Engineering § Be specific
Engineering § Be specific § Share the details
Engineering § Be specific § Share the details § Involve them early
Engineering § Be specific § Share the details § Involve them early § Always tell the reasons
Engineering § Be specific § Share the details § Involve them early § Always tell the reasons § Never commit without them
Engineering § Be specific § Share the details § Involve them early § Always tell the reasons § Never commit without them § Streamline process
Engineering § Be specific § Share the details § Involve them early § Always tell the reasons § Never commit without them § Streamline process § Respect their Bme
Engineering § Be specific § Share the details § Involve them early § Always tell the reasons § Never commit without them § Streamline process § Respect their Bme
Engineering § Be specific § Share the details § Involve them early § Always tell the reasons § Never commit without them § Streamline process § Respect their Bme § Trust them
Engineering § Be specific § Share the details § Involve them early § Always tell the reasons § Never commit without them § Streamline process § Respect their Bme § Trust them
§ Always bring the donuts :) hUps://www.kennethnorton.com/essays/how-‐to-‐work-‐with-‐sohware-‐engineers.html
Design
§ Stop talking about metrics and start talking about users.
§ Care about the details
§ The more senior the designer, the more abstract the problem they should be solving.
Julie Zhuo | Product design director @ Facebook
Design
Design
§ Stop talking about metrics and start talking about users.
Design
§ Stop talking about metrics and start talking about users.
§ Care about the details
Design
§ Stop talking about metrics and start talking about users.
§ Care about the details
§ The more senior the designer, the more abstract the problem they should be solving.
Julie Zhuo | Product design director @ Facebook
Design LEVEL 1: Design a form that lets people edit their profile. PreUy scoped—assumes there is a profile, and that the soluBon takes the shape of a form.
Design LEVEL 1: Design a form that lets people edit their profile. PreUy scoped—assumes there is a profile, and that the soluBon takes the shape of a form.
Level 2: Design the best interface for users to edit their profile. The soluBon could be a form, could be a WYSIWYG inline editor, could be a modal window.
Design LEVEL 1: Design a form that lets people edit their profile. PreUy scoped—assumes there is a profile, and that the soluBon takes the shape of a form.
Level 2: Design the best interface for users to edit their profile. The soluBon could be a form, could be a WYSIWYG inline editor, could be a modal window.
Level 3 : Design a way to get users to want to update their profiles. Here, the quesBons the designer is asking is why should users update their profile? And when? And how to best convey the value proposiBon?
Design LEVEL 1: Design a form that lets people edit their profile. PreUy scoped—assumes there is a profile, and that the soluBon takes the shape of a form.
Level 2: Design the best interface for users to edit their profile. The soluBon could be a form, could be a WYSIWYG inline editor, could be a modal window.
Level 3 : Design a way to get users to want to update their profiles. Here, the quesBons the designer is asking is why should users update their profile? And when? And how to best convey the value proposiBon?
Level 4 : Design a soluBon to increase the authenBcity of users among your app. Maybe ediBng profiles isn’t even the right thing to focus on for our ulBmate goal, maybe a peer-‐review system would be beUer.
Design LEVEL 1: Design a form that lets people edit their profile. PreUy scoped—assumes there is a profile, and that the soluBon takes the shape of a form.
Level 2: Design the best interface for users to edit their profile. The soluBon could be a form, could be a WYSIWYG inline editor, could be a modal window.
Level 3 : Design a way to get users to want to update their profiles. Here, the quesBons the designer is asking is why should users update their profile? And when? And how to best convey the value proposiBon?
Level 4 : Design a soluBon to increase the authenBcity of users among your app. Maybe ediBng profiles isn’t even the right thing to focus on for our ulBmate goal, maybe a peer-‐review system would be beUer.
Level 5 : IdenBfy the biggest product problem with the app and design a soluBon. At the highest level, the best designers drive the vision for a product.
Design Designers have different strengths. These strengths should be applied to the right problems.
Visual design: typography, contrast, hierarchy, and the good ol’ does it look good? falls into this category. Do your eyes fall on the right things? Are the details crisp or are they sloppy? More importantly, does the visual design work together as a system? Interac)on design: is it easy and clear to for a user to do X? Is the navigaBon system robust? Do transiBons and animaBons feel saBsfying and make the app feel more intuiBve to use? Product design: does the design successfully solve a problem? Is the thing that is designed useful? Does it have a clear vision? Does it contribute value?
MODULE 1
IntroducBon to Product Management
Roles & ResponsibiliBes
What makes a great Product Manager?
Top 1% Product Manager Think big A 1% PM's thinking won't be constrained by the resources available to them today or today's market environment. They'll describe large disrupBve opportuniBes, and develop concrete plans for how to take advantage of them.
Top 1% Product Manager Think big A 1% PM's thinking won't be constrained by the resources available to them today or today's market environment. They'll describe large disrupBve opportuniBes, and develop concrete plans for how to take advantage of them. Communicate A 1% PM can make a case that is impossible to refute or ignore. They'll use data appropriately, when available, but they'll also tap into other biases, beliefs, and triggers that can convince the powers that be to part with headcount, money, or other resources and then get out of the way.
Top 1% Product Manager Think big A 1% PM's thinking won't be constrained by the resources available to them today or today's market environment. They'll describe large disrupBve opportuniBes, and develop concrete plans for how to take advantage of them. Communicate A 1% PM can make a case that is impossible to refute or ignore. They'll use data appropriately, when available, but they'll also tap into other biases, beliefs, and triggers that can convince the powers that be to part with headcount, money, or other resources and then get out of the way. Simplify A 1% PM knows how to get 80% of the value out of any feature or project with 20% of the effort. They do so repeatedly, launching more and achieving compounding effects for the product or business.
Top 1% Product Manager Priori)ze They know how to sequence projects. They balance quick wins vs. pla4orm investments appropriately. They balance offense and defense projects appropriately. Offense projects are ones that grow the business. Defense projects are ones that protect and remove drag on the business.
Top 1% Product Manager Priori)ze They know how to sequence projects. They balance quick wins vs. pla4orm investments appropriately. They balance offense and defense projects appropriately. Offense projects are ones that grow the business. Defense projects are ones that protect and remove drag on the business. Forecast and measure They are able to forecast the approximate benefit of a project, and can do so efficiently by applying past experience and leveraging comparable benchmarks. They also measure benefit once projects are launched, and factor those learnings into their future prioriBzaBon and forecasts.
Top 1% Product Manager Priori)ze They know how to sequence projects. They balance quick wins vs. pla4orm investments appropriately. They balance offense and defense projects appropriately. Offense projects are ones that grow the business. Defense projects are ones that protect and remove drag on the business. Forecast and measure They are able to forecast the approximate benefit of a project, and can do so efficiently by applying past experience and leveraging comparable benchmarks. They also measure benefit once projects are launched, and factor those learnings into their future prioriBzaBon and forecasts. Execute They do whatever is necessary to ship. They recognize no specific bounds to the scope of their role. As necessary, they recruit, they produce buUons, they do bizdev, they escalate, they hustle, they that will suffice.
Top 1% Product Manager Understand technical trade-‐offs He does not need to have a CS degree. They do need to be able to roughly understand the technical complexity of the features they put on the backlog, without any cosBng input from devs. They should partner with devs to make the right technical trade-‐offs (i.e. compromise).
Top 1% Product Manager Understand technical trade-‐offs He does not need to have a CS degree. They do need to be able to roughly understand the technical complexity of the features they put on the backlog, without any cosBng input from devs. They should partner with devs to make the right technical trade-‐offs (i.e. compromise). Understand good design He doesn't have to be a designer, but they should appreciate great design and be able to disBnguish it from good design. They should also be able to arBculate the difference to their design counterparts, or at least arBculate direcBons to pursue to go from good to great.
Top 1% Product Manager Understand technical trade-‐offs He does not need to have a CS degree. They do need to be able to roughly understand the technical complexity of the features they put on the backlog, without any cosBng input from devs. They should partner with devs to make the right technical trade-‐offs (i.e. compromise). Understand good design He doesn't have to be a designer, but they should appreciate great design and be able to disBnguish it from good design. They should also be able to arBculate the difference to their design counterparts, or at least arBculate direcBons to pursue to go from good to great. Write effec)ve copy He should be able to write concise copy that gets the job done. They should spend Bme and energy trying to find the perfect words for buUon labels, nav, calls-‐to-‐acBon, etc.
Why Product Fail?
Why some products don’t do too well
§ Lack of Demand § Not Living Up To The Hype § CommunicaBon § The Cost of Switching § Support System § ProhibiBvely Strong Branding § Timing § Target Market § Fixing What Ain't Broken
“I don't know the key to success, but the key to failure is trying to please everybody.” ~ Bill Cosby
“You have to make every single detail perfect. And you have to limit the number of details.” ~ Jack Dorsey
Minimum Viable Product
“A minimum viable product is a strategy used for fast and quanBtaBve market tesBng of a product or product feature. It has just those core features that allow the product to be deployed, and no more.”
Thank You !
