As a product manager, I believe that the art and science of product management is a transformative force that can create meaningful value and drive business growth. At its core, product management is about understanding the needs and aspirations of our customers and bringing those aspirations to life through creative and innovative solutions.
To achieve this, my overall strategy is grounded in collaboration, creativity, and innovation. By fostering a culture of cross-functional teamwork, we can align our efforts towards a common goal and create products that reflect a deep understanding of our customers. Through experimentation and constant iteration, we can test new ideas, learn from failures, and ultimately create products that meet our customers' needs in ways that surpass their expectations.
The entirity of this repository is my wireframe and thinking approaches to how we will do this. It like all my products, is iterative and I change it as I learn and grow. I'd love to receive feedback and receive new education, and would love to have conversations about how we can improve all these processes.
This first set of high level steps are followed by meaningful deep dives into each category and segment of thinking per phase.
At a high level Lets start by:
Empathy might be the MOST important trait in a great product manager: Specifically this is important because your job is to do your best to live "A day in the life" not only of your customers, but your internal stakeholders and your cross functional team. The best product managers have a fundamental ability to relate to everyone and everything around them with a profound sense of realism.
At its core, product management is about creating products that solve real problems for real people. To do that effectively, product managers must have a deep sense of empathy for their customers. Empathy is the ability to understand and share the feelings and experiences of another person. It's the foundation of human connection and the key to building products that truly resonate with customers.
From a philosophical perspective, empathy is an essential human trait that allows us to connect with one another and build meaningful relationships. It's a fundamental aspect of our shared human experience and a key driver of social cohesion. Without empathy, we would struggle to understand one another, communicate effectively, or collaborate on shared goals.
On a sociological level, empathy is essential to effective product management because it allows product managers to understand the needs, desires, and motivations of their customers. By putting themselves in their customers' shoes, product managers can create products that truly solve real-world problems and provide meaningful value. This, in turn, can lead to greater customer satisfaction, increased revenue, and a stronger brand reputation.
Divergent thinking vs. convergent thinking: what's the difference? Convergent thinking is the process of finding concrete and familiar solutions to problems. Divergent thinking is the creative process of generating original ideas and new possibilities. Where is your natural starting point on this matrix?
Also of note: Getting us to think both in lateral and linear ways.
A Product Manager, while not actually “Managing” people is still at heart, a facilitator. A great product manager must ensure their cross functional team is self sufficient, by this dynamic facilitation they can, then, manage people, process AND product while allowing for autonomy, creativity and growth. (Alignment, trust, Autonomy and community) Elevate people when you can, shield them and give them space and allow experts to shine by giving them trust and allow them to feel safe in their process.
Similar to Product Manager in Facilitation would be a SCRUM master, someone leading a PMO or even director level management where your job has been to collect the parts and assemble. That's what a product manager does first. Who do we need, where do we need them.
How we will get teams together, what keeps them moving and what are the pitfalls of how teams fail?
In the Conceive Phase, we'll do everything we can to understand the problem, our product desires, get a sense of market fit and get ready to plan.
The "Conceive" phase of product development is the initial stage where the idea for a new product is generated and evaluated for feasibility. In this phase, the focus is on understanding the needs of the customer and identifying potential solutions to meet those needs.
During this phase, the product development team may conduct market research, competitive analysis, and feasibility studies to determine the viability of the product idea. They may also develop user personas to better understand the target audience and their preferences.
Once the team has a clear understanding of the customer's needs and the feasibility of the product, they can begin to conceptualize the product and develop a high-level product design. This may include brainstorming sessions, sketches, and mockups to visualize the product.
The goal of the Conceive phase is to generate a solid product concept that is both desirable and feasible, and that can be further developed and refined in the subsequent phases of product development.
What Problem Are we Solving, and why? (A quality problem statement and or proof of concept is how we begin)
As a Product Manager, finding "Market Fit" in the conceive phase of product development involves understanding the target market and designing a product that addresses their specific needs and preferences. This requires a deep understanding of the customer, their pain points, and their behaviors, which can be obtained through market research, customer interviews, and data analysis.
Once the customer needs and preferences are understood, the product can be designed and refined to align with those needs, and a product roadmap can be developed to guide the development process. This involves identifying key features and capabilities that address the most important customer needs, and establishing clear timelines and milestones for product development and delivery.
Finally, the product development team must be aligned and committed to delivering a product that meets the customer's needs and exceeds their expectations. This requires cross-functional collaboration, effective communication, and a focus on delivering high-quality results that are aligned with the overall product strategy and business objectives.
By focusing on finding "Market Fit" in the conceive phase of product development, Product Managers can ensure that the product is designed to meet the needs of the target market, and that the product development process is aligned with business objectives and focused on delivering high-quality results. This sets the stage for a successful product launch and long-term success in the market.
Market fit should be extensively considered in the Planing phases.
** It is important to note that market fit discovery is an iterative process, and it may take multiple rounds of testing and feedback to truly understand what your customers need and want. Market fit lives across the entire PDLC domains.
As a Product Manager, conducting competitive market analysis is an essential part of developing a successful product strategy. Here are a couple of examples of how I would go about conducting competitive market analysis:
For example, if I were developing a new mobile app for restaurant reservations, I would start by identifying key competitors such as OpenTable, Yelp, and Resy. Then, I would analyze their product offerings to understand their features, benefits, and pricing. I would conduct a SWOT analysis to identify areas where our app can excel and areas where we need to improve. I would also analyze their marketing strategies to understand how they position themselves in the market and the channels they use to reach their target audience. Finally, I would identify gaps in the market such as a lack of social features or a need for more personalized recommendations.
There are a variety of tools and resources that can be used to conduct competitive market analysis. Here are some examples:
Overall, the tools and resources used to conduct competitive market analysis will vary depending on the specific industry and product being analyzed. It's important to use a combination of different tools and resources to ensure a comprehensive understanding of the competition and the market.
Let's understand the company's strategic direction, which includes its vision, mission, and values. By knowing the company's direction, you can ensure that your product idea aligns with its broader objectives. It is essential to ask questions such as "How will this product align with the company's strategic goals?" and "What impact will this product have on the company's existing product portfolio? Furthermore, let's have clear and defined TEAM goals, that likely or should align with the company goals.
Aligning with company goals in the conceive phase of product management requires a clear understanding of the company's strategic direction, TOM, market research, and collaboration with stakeholders. By doing so, you can ensure that your product idea aligns with the company's goals and ultimately contributes to the company's success.
Identifying and engaging the right stakeholders is crucial to the success of product development. Keeping this body of stakeholders well understood and socialized to the team is paramount. Additionally, considering always when new stakeholders should be added. Here are some of the best ways to make sure you have the right stakeholders defined and ready for your product development:
-Interests: It is essential to identify the interests of each stakeholder. These interests can range from financial gains to achieving specific business objectives or enhancing the user experience. By understanding the stakeholders' interests, the product manager can align the product's goals with the stakeholders' interests and ensure that the product meets their expectations.
-Level of influence: Stakeholders' level of influence on the product development process should also be considered. This includes identifying stakeholders who have decision-making authority and those who can influence the decision-making process. By understanding each stakeholder's level of influence, the product manager can prioritize the stakeholders who are most critical to the product's success.
-Level of involvement: Finally, the level of involvement of each stakeholder in the product development process should be identified. This includes stakeholders who will participate in product design, development, and testing. Understanding each stakeholder's level of involvement can help the product manager determine the necessary level of engagement and communication required throughout the product development process.
User personas are a massive key to keeping us close to the UX and user needs, especially those which we might not consider as we become too close to our product and can no longer see it through the lens of "First Impressions". By regularly adding new personas with a myriad of data points and humanities, we can develop a more robust product by seeing things from as many disoverable angles as possible.
User personas are a critical tool in understanding the target users of a product. They provide insights into users' behavior, motivations, and pain points, which can inform product design and development.
Below is a written narrative and a Persona template I've used, both are general examples. You should try to create as many diverse personas as possible, do them in think tanks and solo. Each product will require variations on the Persona approach.
Name: John SmithAge: 32 Job title: Marketing ManagerIndustry: Technology
Goals:
Challenges:
Values:
Persona Narrative:
John is a marketing manager for a technology company. He is responsible for developing and executing marketing campaigns to increase brand awareness and generate leads. John is always on the lookout for new and innovative marketing technologies to improve his team's performance.
However, John faces several challenges, including a limited budget for marketing initiatives and a small team to execute the campaigns. He is also challenged with keeping up with the latest marketing trends and technologies, which can be time-consuming and difficult.
John values efficiency and innovation. He is focused on achieving results and improving his team's performance. To achieve his goals, John is always on the lookout for new technologies and strategies that can help him streamline his team's processes and drive results.
Here's a more visual approach:
Here is a different approach from a Product Platfrom called "JTBD Canvas" where they use something called a "Job Card" similar approach, with a different line of thinking.
The concept they're going for is there is perhaps more similar to the way we write a User Story, defining the problem and the position to convey the need in a plain way.
Here is one they filled out as an example. More on their website HERE.
The last thing to create and have at ready before heading into the "Plan" phase, is the Value Proposition. It is the statement that defines the unique value that a product or service provides to its target customers. It is a clear and concise message that communicates the benefits of the product and why customers should choose it over competitors.
The Value Proposition is important in the Product Development Lifecycle because it guides the entire process. It helps to ensure that the product being developed meets the needs and wants of the target customers. The Value Proposition also helps to align the product development team and stakeholders around a common goal and direction. It serves as a reference point throughout the development process, helping to ensure that the product stays true to its intended purpose.
Think of it as somewhat of a "Mission Statement" for the product or feature, and use it to guide your product purpose and ultimately your product vision.
Here are some value proposition thinking points. Since I am a "UX" focused facilitator, I like to keep user centric thinking in my value propositions.
Ultimately, the best way to articulate the value proposition will depend on the product or service being offered, the target audience, and the company's goals and objectives.
Here is a user-centric example of one I wrote for "Avalanche" in preperation for a Technical Product conversation I had with them regarding their Platfrom Engineering: you can find them, HERE
"Avalanche is a blockchain platform that empowers businesses and developers to create custom blockchain networks, decentralized applications, and smart assets that meet their specific needs. With Avalanche, users can easily build, launch, and scale their projects without worrying about the underlying technology. Our platform is designed to be fast, reliable, and secure, providing users with the tools they need to innovate and grow their businesses. Whether you're a startup looking to launch a new project, or an established business looking to streamline operations, Avalanche offers the flexibility and scalability you need to succeed."
In this example, the value proposition emphasizes the benefits of Avalanche for its users. It focuses on the platform's ability to empower businesses and developers to create custom blockchain networks, Dapps, and smart assets that meet their specific needs, without worrying about the underlying technology. This is not by any means an ad ready or marketing version.
Here is an example of a more target customer market focused approach from Slack.
By now we've all probably heard of Slack, but does every user understand implicitly that the Slack tool itself integrates with all the other tech? Doubtful, this brief user-centric value statement conveys to the reader "I can do more than you think I can"
Likely as in all things your value proposition will organically grow and iterate with everything else - but this is a great starter and item to have ready as you move into "Product Vision" just make sure you're considering the problem at hand, and how you're solving it in language that is consumable by your TM.
User personas are a massive key to keeping us close to the UX and user needs, especially those which we might not consider as we become too close to our product and can no longer see it through the lens of "First Impressions". By regularly adding new personas with a myriad of data points and humanities, we can develop a more robust product by seeing things from as many disoverable angles as possible.
User personas are a critical tool in understanding the target users of a product. They provide insights into users' behavior, motivations, and pain points, which can inform product design and development.
Below is a written narrative and a Persona template I've used, both are general examples. You should try to create as many diverse personas as possible, do them in think tanks and solo. Each product will require variations on the Persona approach.
Name: John SmithAge: 32 Job title: Marketing ManagerIndustry: Technology
Goals:
Challenges:
Values:
Persona Narrative:
John is a marketing manager for a technology company. He is responsible for developing and executing marketing campaigns to increase brand awareness and generate leads. John is always on the lookout for new and innovative marketing technologies to improve his team's performance.
However, John faces several challenges, including a limited budget for marketing initiatives and a small team to execute the campaigns. He is also challenged with keeping up with the latest marketing trends and technologies, which can be time-consuming and difficult.
John values efficiency and innovation. He is focused on achieving results and improving his team's performance. To achieve his goals, John is always on the lookout for new technologies and strategies that can help him streamline his team's processes and drive results.
Here's a more visual approach:
As a product manager, the "Plan" phase is a crucial stage where we define the direction and strategy for the product development process. We'll work with key stakeholders to establish a comprehensive plan that guides the product's design, development, and launch. The first step in the "Plan" phase is to define the product vision. This is a high-level statement of the product's purpose, target audience, and value proposition. The product vision sets the direction for the entire product development process and helps to align all stakeholders around a common goal.
The next step in the "Plan" phase is to conduct thorough market research. This research helps to understand the target market, competition, and industry trends. By identifying customer needs and preferences, as well as potential gaps in the market, the product can be designed to meet specific customer needs. The research also helps to identify potential challenges and opportunities that may affect the success of the product. With a clear understanding of the market, I can develop a comprehensive strategy that includes product positioning, pricing, distribution, and marketing. By having a solid plan in place, the product development process can proceed with a clear direction and purpose.
The product vision is a high-level statement that defines the purpose, target audience, and value proposition of the product. To put together the product vision, we would generally follow these steps:
The product vision should be revisited and refined throughout the product development process to ensure that the product stays aligned with the original vision and continues to meet the needs of the target audience.
While the "Product Vision" and "MVP" are two very distinct things, having a solid product visioin will give us the proper framework for a robust MVP to follow.
While the product vision and MVP are related, they serve different purposes in the product development process. The product vision guides the overall strategy and direction of the product, while the MVP is a tactical tool used to validate assumptions and test the market. The MVP is typically created after the product vision has been established and provides a concrete representation of the vision.
During the "Plan" phase of product development, it's crucial to conduct a deep dive into market fit in order to ensure that the product meets the needs and preferences of the target audience. Market fit refers to the extent to which the product satisfies a real market need or demand, and is a key factor in the success of the product.
To conduct a deep dive into market fit, we would start by identifying the target audience and gathering data on their behaviors, preferences, and pain points. This could include conducting surveys, focus groups, and interviews, as well as analyzing data from social media, search engines, and other sources.
Once we have a deep understanding of the target audience, we can then identify their needs and preferences and map those needs to the features and functionalities of the product. This process can help us identify gaps in the market and ensure that the product is differentiated from competitors.
Next, we would conduct market research to evaluate the competitive landscape and identify the key players in the market. This can help us identify areas of opportunity and ensure that the product is well-positioned to meet the needs of the target audience.
This market fit deep dive will get us prepared and feed directly into our initial roadmap process, also in the planning phase!
Throughout the product development process, we would continuously gather feedback from the target audience and use that feedback to inform our decision-making. This could include conducting user testing, analyzing data from customer interactions, and monitoring social media and other channels for customer feedback.
By conducting a deep dive into market fit during the "Plan" phase of product development, we can ensure that the product meets the needs and preferences of the target audience and is well-positioned to succeed in the market. By taking a data-driven approach and continuously gathering feedback, we can create a product that resonates with customers and drives business growth.
** It is important to note that market fit discovery is an iterative process, and it may take multiple rounds of testing and feedback to truly understand what your customers need and want. Market fit lives across the entire PDLC domains.
As a product manager, conducting interviews with stakeholders is an important part of gathering information to support the development of your product roadmap. Here are a few ideas for conducting interviews with stakeholders: Consider everything we discussed in the section "Define Stakeholders" in the Conveive Phase.
"Shouldn't I have an MVP first?" Well... maybe. The decision to build a roadmap or an MVP (Minimum Viable Product) first depends on your specific project and goals. However, in general, it is recommended to start with a roadmap before building an MVP. I prefer to have both documents started in tandem. The Roadmap for a product manager is your core facilitation tool, and should be as robust and intuitive as possible.
A roadmap is a strategic plan that outlines the vision, goals, and steps required to achieve them. It helps to identify the priorities and the critical path of your project, and it can guide your decisions throughout the development process. By creating a roadmap first, you can ensure that you have a clear understanding of the problem you are trying to solve, the user needs, the market, and the resources required to deliver the product.
You can work on the roadmap and the MVP at the same time, but it is essential to prioritize the MVP features based on the roadmap goals. In other words, you need to ensure that the MVP aligns with your roadmap and that the features you choose for the MVP move you closer to achieving your vision.
The BEST Product Roadmaps should be so easy to understand key stakeholders should be able to grab it, understand it, and feel confident about where the product is at with almost no effort.
These are our first Roadmap considerations.
Honestly? Start one step at a time. The content will come.
Estimations should start to enter your mind during all phases - True estimations are done when you write features, epics and stories and are typically done by the design and engineering teams. But high level estimations should start squeeking into the frey right around Milestone Mapping. This is a good thing to always be thinking about especially in the Plan Phase as you build roadmaps. In the Develop phase you'll focus more on timelines and user stories and estimations will take a bigger hold on overall thinking and the MVP.
A roadmap meeting is a critical meeting for any product manager as it helps to align the team and stakeholders on the product vision, goals, and the steps required to achieve them. These meetings should be regular, and static - as a facilitator keeping the right people there on cadence is a huge mention of import: A breakdown of process can begin here if people do not take these seriously and attend. E.g. "A stakeholder or key engineer fails to attend and a critical risk or timeline error is not realized" This can kill a product process.
Here are some tips on how a product manager can conduct a successful roadmap meeting - keeping in mind your role as a facilitator.
Further thoughts on Roadmap and what you should have as takeaways from a Roadmap Kickoff
Once the Product Roadmap is understood and approved, you can move on to evangelizing the roadmap, perhaps through a short presentation that involves a slide deck with the strategy, milestones, and a summary or rationale to executive sponsors; if you have achieved approval from sponsors you can then socialize it broadly to the org.
Roadmaps should be liquid and open to change, it should be a living document. New information can and should change the roadmap — always try to maintain alignment and consensus among your team.
A few thoughts on the concept of Strawman Meetings. Since the goal of a Roadmap meeing is to ultimately socialize the roadmap to the greater audience - it can behoove you to do a preliminary or strawman meeting with a reduced team of stakeholders or members from the cross functional team. (Strawman as a concept can be used elsewhere in your cycle too if you get creative)
A strawman roadmap meeting is a technique that product managers use to facilitate constructive feedback and discussion on a product roadmap. The term "strawman" refers to a rough draft or a preliminary proposal that is not intended to be the final version.
In a strawman roadmap meeting, the product manager presents a preliminary version of the product roadmap to the team and stakeholders for review and feedback. The strawman roadmap should include the product vision, key initiatives, and a rough timeline for achieving them.
The purpose of the strawman roadmap meeting is to get feedback from the team and stakeholders on the priorities, timelines, and feasibility of the initiatives. The product manager should encourage open and honest discussion and ask for suggestions on how to improve the roadmap.
By presenting a preliminary version of the roadmap, the product manager can get early feedback and avoid any surprises or resistance later on in the development process. It also allows the team and stakeholders to feel more involved in the product development process and can lead to a greater sense of ownership and commitment to the product.
Once the strawman roadmap meeting is complete, the product manager can take the feedback into consideration and iterate on the roadmap to create a more refined version. The final version of the roadmap should reflect the input and feedback from the team and stakeholders and be aligned with the product vision and goals.
Overall, a strawman roadmap meeting can be a valuable technique for product managers to get early feedback and ensure that the team and stakeholders are aligned on the product roadmap. It helps to create a collaborative and inclusive product development process that can lead to a more successful product launch.
This can be a good technique depending on the ultimate audience and body of the Roadmap meeting that needs to produce content and becomes the body of work.
Welcome to the Develop phase of the Product Development Lifecycle. This is an exciting time where we will take all the knowledge gathered from the previous phases and bring the product to life. The rubber starts to meet the road now and we'll be putting what we know into a robust MVP, mapping out iterative detailed prodect plan that outlines the timeline, budget, and resources needed for the product.
Let's efficiently deliver: No more and no less than what is needed to achieve our goal
As a Product Manager, building an MVP (Minimum Viable Product) is a crucial step towards creating a successful product. An MVP is the most basic version of a product that can still deliver value to users. The purpose of an MVP is to test the core assumptions of a product and to gather feedback from users, which can be used to improve the product over time.
To build an MVP, it is important to have a clear roadmap that outlines the key features and functionalities that need to be included in the product. The roadmap should prioritize the most critical features that are necessary to deliver value to users. Once the roadmap is established, the Product Manager should work closely with the development team to ensure that the MVP is developed as efficiently and effectively as possible.
During the development process, the Product Manager should focus on testing the MVP with a small group of users to gather feedback and identify any issues or areas for improvement. This feedback should be used to iterate on the MVP and to make any necessary adjustments before launching the product to a wider audience. By following this approach, the Product Manager can create an MVP that delivers value to users while minimizing the time and resources required to bring the product to market.
When building an MVP (Minimum Viable Product) for a new product, it's important to keep in mind the following five considerations:
As a Product Manager, managing timelines during the "Develop" phase of the Product Development Lifecycle is crucial to ensuring that the product is delivered on time and within budget. It's important to have a clear understanding of the development process, including the time required for each task, dependencies, and potential risks.
Since we've created the MVP we should have a critical path, or user journey laid out giving us the ability to breakdown the core needs into a timeline and thus give us agency to do estimations of work.
This critical path should be used to create a detailed timeline that includes milestones, deadlines, and deliverables.
To ensure that the timeline is accurate and achievable, We should follow these steps:
Now that you have a general start on your MVP it's time to build some feature maps and then in the section below, feature tables. These feature maps will allow you to feed back into your MVP in this and subsequent phases of iteration. For example if the problem we're solving and product were building is for task management and MVP dictates that we want to build a task management product - mapping out features that satisfy this in a priority matrix will allow us to say "this can be done and based on our research, is the most important"
The purpose here is to get everyone aligned and in agreement on what needs to be built and in what order. The best way to proceed is to use brainstorming and collaboration techniques like in the following bottom up, and top down.
Start by having everyone placing feature ideas based on pain points, needs and customer desires in a sticky note fashion - at first no organization.
You can start to categorize and prioritize next - giving you more insight into what might come first and also potentially open up thinking on things you've missed, risks or new ideas.
You can then build a top down feature table for each item in the MVP with another simple matrix that shows the User need with the User Need over Features in a top down priority list. Use this method to find the best customer value and impacts. Make sure to have conversations on size and effort, and use these values to continue to gain consensus on the MVP.
Always use your tools to remain open and agnostic about your product and scope. These exercises should allow growth, not hinder it.
Recap - Make sure your feature mapping:
As we noted in Roadmap and MVP - You should have a set of identified features to begin developing and thus, able to begin writing epics, user stories and specs. (Below in this section)
Assuming you have identified your features you can begin feature documents (Depending on your org this could be laid out in various ways in the PRD)
Make sure your feature:
In some cases "Feature Tables" will be appropriate - this is to weigh them against others and to demonstrate their impact and value. A feature table and article I like from Product Plan shown here:
Similar to User Stories a product manager will like be writing or contributing to feature or product spec sheets. This process will vary a lot and you'll likely find some variation of this in your PRD or PDLC org documentation. Here are some examples including a spec sheet mind map to help generate content.
The product specification should be detailed and specific, outlining every feature and requirement of the product. This document should include the product roadmap (Concurrently the roadmap should include the spec sheets), timelines, and milestones. It should also include any technical specifications, such as APIs, databases, and other requirements necessary for the product to function correctly.
This feature will allow users to log into the system and access their account. It will include a login form with fields for email and password, and a "forgot password" feature to allow users to reset their password if needed.
User stories are a huge milestone in progress. We're begining to convey to the design and development teams our features and exactly what they should be to meet needs based on our MVP.
Depending on the TOM and Team build at your org, you may have different levels of involvement in the creation of user stories - especially if you have Product Owners who have agency over specific product verticles. However, I personally like to be involved in all levels of creation.
What is the anatomy of a user story? User stories are a way of describing a feature or functionality of a product from the perspective of a user. They typically follow a simple format of "As a [user persona], I want to [perform a specific action], so that [achieve a specific goal or outcome]." User stories are an essential tool for product managers, development teams, and stakeholders to understand customer needs and requirements, and ensure that the product is developed in a way that meets those needs.
EX: Following the simple "As a [Blank]" "I want to [Blank]" "So that I [Blank]"
"As a frequent traveler, I want to be able to view my itinerary on my mobile device, so that I can easily access my travel plans on-the-go."
In this User Story, the user persona is a frequent traveler who needs to access their travel itinerary easily and quickly from their mobile device. The "I want to" statement describes the specific feature that the user needs - the ability to view their itinerary on their mobile device. The "So That" statement describes the reason why the user needs this feature - to easily access their travel plans on-the-go. This User Story can then be used by the development team to define the tasks required to implement the feature, such as designing a mobile-friendly itinerary view and integrating it with the backend system. Once the feature is implemented, the Product Manager can measure its success by monitoring user engagement and feedback to ensure that it meets the customer needs.
When creating a user story, it's important to consider
By playing an active role in defining User Stories, the Product Manager can ensure that the development team is focused on delivering features that meet customer needs and align with the product vision.
As mentioned in the original roadmap section, this tool should be revisited often and regular roadmap meetings should be scheduled (Static is best). Now that you have a strong contribution to process from collecting data, making general estimations, you've begun your MVP and even built some feature journeys and feature tables; revisiting the roadmap to iterate on it's status is key.
Key stakeholders will be depending on this document to stay abreast on where you are at and it will likely be your main socialization tool to communicate to the org about statuses.
The "Iterate" phase of the product development lifecycle is the stage where the product is continuously refined and improved based on user feedback and data analysis. This phase follows the "Develop" phase where the initial version of the product has been partially developed and possible first iterations can be deployed and in user testing.
Similar to the roadmap you should be using the concept and approach of agile iteration in everything.
Overall, continuous iteration is key to successful product development. By keeping an open mind, gathering feedback, and staying agile, you can ensure that your product is constantly improving to meet the needs of your users.
By continuously gathering feedback, analyzing data, and making improvements, the product team can ensure that the product is meeting user needs and achieving business objectives. Ultimately, this leads to a better user experience and a more successful product.
MEASURE : LEARN: BUILD -REPEAT
As a product manager, collecting user feedback is crucial in the "Iteration" phase of the product development lifecycle. This iteration phase is your first line of cyclical data possibles to give you much needed insight into what you've built so far, if your hypothesis is correct and to validate your problem statement and the subsequent solutions. Collection of this data and how you react to it should be a very high priority.
Here are some user feedback methods. We'll eventually deep dive into each in further iterations of the PDLC.
Overall, the key to collecting user feedback in the "Iteration" phase is to be proactive and engage with users in a variety of ways. By gathering feedback from multiple sources, you can gain a more complete understanding of user needs and identify areas where the product can be improved. The insights gathered through user feedback should inform future product iterations and help guide product development efforts.
MVP review frequency is determined on a case by case basis, however at a minimum you should revist the MVP after initial data collected. User feedback gathered as detailed above in "User Feedback" should have a significant impact on the MVP review. Here's how user feedback should influence the MVP review
Overall, user feedback should be a key consideration in the MVP review process. By using this feedback to identify areas for improvement, prioritize feature updates, and evaluate the effectiveness of the MVP, product managers can ensure that the product is meeting user needs and achieving business objectives. The MVP review process should be guided by a commitment to continuously improving the product based on user feedback and data.
As we specified in the original roadmap section under the planning phase, the roadmap is your key tool to communicate product progress to the org and to key stakeholders. Given that, you should always keep your roadmap under review and be holding regular roadmap meetings, also described above under "Roadmap Meetings"
Reviewing the roadmap throughout each phase of the product lifecycle is critical to ensuring that the product stays on track and meets its goals. The product lifecycle includes several stages, including ideation, research, development, launch, growth, maturity, and decline. Each phase of the product lifecycle presents unique challenges and opportunities, and the roadmap must be adjusted accordingly.
During the ideation and research phases, the roadmap should focus on identifying customer pain points, validating market demand, and determining the product's value proposition. The roadmap should be flexible during this phase, as the product vision and goals may evolve based on new insights and feedback.
During the development and launch phases, the roadmap should focus on executing the product vision and delivering a minimum viable product (MVP) that meets customer needs and provides value. The roadmap should include clear milestones, such as beta testing, user feedback, and feature releases, to ensure that the product is on track and meeting its goals.
During the growth and maturity phases, the roadmap should focus on scaling the product, expanding its customer base, and optimizing its performance. The roadmap should include metrics and KPIs that track user engagement, retention, and profitability, and should be updated based on market trends and competitive analysis.
Keep these things in mind for each iterative phase of your roadmap:
In summary, keeping the roadmap in constant iteration and perfection will help guide you through your product process and should be at the forefront of your thinking, always.
As a product manager, the launch phase of the product development life cycle (PDLC) is one of the most exciting and rewarding stages. It's the culmination of months, or even years, of hard work, planning, and collaboration with the development team.
During the launch phase, the product is finally released to the market, and users can start using and enjoying it. It's a time to celebrate the team's success and to share the product with the world. But the launch phase is not just about celebrating; it's also a critical time to ensure that the product is well-received and that any issues are quickly resolved.
To make the launch phase as smooth and successful as possible, product managers need to plan carefully and work closely with the development team. This involves ensuring that the product is tested rigorously and that any bugs or glitches are identified and fixed before launch. It also involves preparing the marketing and sales teams to ensure that the product is marketed effectively and that potential customers are aware of the product's benefits.
But the launch phase is not just about checking off a to-do list. It's also an exciting time to engage with users and to get their feedback. Gathering user feedback can help identify any remaining issues and can inform future iterations of the product. It's an opportunity to build a community around the product and to create a sense of excitement and anticipation for what's to come.
So let's do some thinking and some prep, and get ready to launch!
Make sure you're drinking enough water and sleeping! Why do I say this? becuase it's likely that during the launch and deploy moments of product you've been working hard, long hours and have to be reminded to get up and walk around. As mentioned above in the Launch phase comments, so much leads up to this and you have to be at your best.
The Deploy: The deployment phase of a product release is a critical step in the product launch process, and as a product manager, I would take the following steps to ensure a smooth deployment
Hey team! As we step into the exhilarating Launch Phase of our product development, it's absolutely crucial that we maintain strong collaboration with our cross-functional teams. This ongoing engagement is the key to unlocking the full potential of our product, ensuring a successful launch, and ultimately, achieving exceptional customer satisfaction!
In this pivotal stage, here's how we'll keep the momentum going with our cross-functional teams:
Remember, the Launch Phase is a thrilling opportunity to showcase our hard work and dedication, and it's our teamwork that will make all the difference. Let's keep up the fantastic collaboration, as we set sail towards an outstanding product launch and an incredible customer experience! 🚀🎉
During and after the launch, it's essential to have a data-driven approach to continuously improve our product and align our roadmap with real-world insights. Here's a summary of our extensive thinking on collecting data and integrating it into our product roadmap:
In this phase, we'll focus on collecting both quantitative and qualitative data from various sources. We'll set up analytics tools to track user interactions, monitor product performance, and gather usage statistics. Simultaneously, we'll gather valuable qualitative insights through customer feedback, support tickets, social media, and product reviews.
As mentioned above in "Working with our teams" Our cross-functional teams will come together to analyze this data, identifying trends, pain points, and areas of improvement. We'll prioritize these insights based on their impact on the user experience, revenue generation, and long-term product goals. In collaboration with stakeholders, we'll use these findings to update our product roadmap, incorporating new features, enhancements, and fixes that address the identified needs.
This iterative feedback loop will ensure that our product evolves in line with customer expectations and market demands. By continuously integrating data-driven insights into our roadmap, we'll enhance our product's value proposition, foster customer loyalty, and drive long-term success. 📈🔄🎯
By focusing on these action items, we'll create a strong feedback loop, enabling us to adapt and grow our product strategically and effectively. 🌟📊🚀
In each phase we should be iterating, naturally - however in the launch phase, an "Iteration Plan" serves as a strategic blueprint for refining and enhancing our product based on the data collected and insights gained from real-world usage. This will give us the proper iteration thinking to maintain moving into steady state and beyond. To create an effective Iteration Plan, follow these steps:
By following these steps to create an effective Iteration Plan, we'll ensure a proactive and agile approach to product development during the launch phase, enabling us to deliver a continuously improved and successful product. 🔄📈🏆
Let's dive into some insights on the "Steady State" phase of the product lifecycle, a truly fascinating and vital stage in the journey of any successful product. The Steady State phase is marked by a stable level of demand and consistent revenue generation, making it the perfect time to focus on maximizing profitability, enhancing customer satisfaction, and reinforcing the product's market position. This phase presents a wealth of opportunities for growth and improvement, while capitalizing on the product's established brand presence and loyal customer base.
During the Steady State phase, it's crucial to maintain high levels of customer engagement and satisfaction, as these factors can have a profound impact on the product's overall success. This can be achieved through continuous improvements to the product, addressing customer feedback, and refining user experience. By doing so, you not only strengthen your relationship with existing customers but also attract new users, further solidifying the product's place in the market.
It's also important to monitor market trends and competitor activities during this phase, as they can provide valuable insights for strategic decision-making. By staying agile and adapting to market changes, you can maintain a competitive edge and even uncover new revenue streams. Moreover, the Steady State phase is an excellent time to explore cost optimization measures, such as streamlining production processes or negotiating better deals with suppliers, which ultimately contribute to increased profitability.
In summary, the Steady State phase of the product lifecycle is a golden opportunity for product managers to fine-tune their products and strategies, while focusing on customer satisfaction, market positioning, and profitability. By harnessing the potential of this phase, you can not only extend the longevity of your product but also lay the foundation for sustainable success in an ever-changing marketplace. Embrace the excitement of this phase and watch your product soar to new heights! 🌟📊🚀
I'm excited to guide you through the process of collecting metrics during this phase. It's important to remember that even though your product has reached maturity, there's always room for improvement, and that's where collecting metrics comes in handy. So, let's dive in and explore why it's crucial and what action items you can take to make your product even better.
Why collecting metrics at this phase is so important:
"Sounds great, where do we begin?"
Action Items:
By diligently collecting metrics during the "Steady State" phase, you'll ensure your product remains a shining star in its market. Keep the good vibes going and let the power of data guide your product to even greater heights! 🌟
Now that we've collected all those valuable metrics during the "Steady State" phase, it's time to use that data to optimize your product. After all, knowledge is power, and we're all about harnessing that power for greatness! 🚀 Let's explore the strategies and action items that will help you optimize your product as you move through iterations in the steady state.
Action Items:
By following these strategies and action items, you'll be well on your way to optimizing your product during the "Steady State" phase. Keep embracing the power of data, and let your inner optimization superhero shine! 💥
All ideas are dependent on the domains your company operates in and may include others.
As you iterate through the "Steady State" phase, it's essential to assess and evaluate your product regularly. This ensures that your product stays relevant, competitive, and continues to meet user needs. Let's explore the factors you should consider as you assess and evaluate your product during iteration.
Assessing and Evaluating the Product:
Action Items for Assessment and Evaluation:
By considering these factors and taking these action items, you'll be well-equipped to assess and evaluate your product as you iterate in the "Steady State" phase. This diligent evaluation will empower you to make data-driven decisions, ensure your product stays fresh, and delight your users at every turn. Happy iterating! 🔄🎉
What is our baseline approach per product?
Some of this is gonna start sounding repetative... that's a good thing. Our theme here should be, and that's staying focused on our team and being data and customer driven, here are some thoughts on staying competitive.
In the fast-paced world of product development, staying competitive is essential for your product's long-term success. As you navigate the "Steady State" phase, it's crucial to keep an eye on the market landscape and adapt your product to maintain a strong competitive edge. To do this, you'll need to be proactive, agile, and always focused on delivering value to your users.
One way to stay competitive is by fostering a culture of innovation within your team. Encourage open communication, creative thinking, and continuous learning to ensure your product stays ahead of the curve. By embracing change and staying in tune with your users and the market, you'll be better prepared to seize opportunities and address challenges as they arise. Remember, staying competitive is an ongoing process, and your product's ability to adapt and grow will ultimately define its success.
Major Considerations for Staying Competitive:
All ideas are dependent on the domains your company operates in and may include others.
Ok Product people, lets discuss one of the most crucial yet often overlooked phases of the Product Development Lifecycle: the "Kill" phase. Now, don't let the name spook you! This phase is all about making strategic decisions to retire a product that has reached the end of its lifecycle. This isn't the end of the story—it's the opportunity to redirect resources and energy towards new innovative ideas. So let's dive in and talk about how to navigate this phase gracefully.
The "Kill" phase comes into play when a product is no longer competitive, profitable, or meeting business and customer needs effectively. It's a vital step in maintaining the health and efficiency of your product portfolio. Remember, even the most successful products have a life expectancy. When they reach the end, it's your job as a product manager to let them retire with dignity.
Remember, the "Kill" phase is not about failure; it's about evolution and making room for innovation. So, when it's time to say goodbye to your product, do it with grace, respect, and an eye on the future. Onward to the next big idea! 🚀
The "Kill Decision" may sound a little ominous, but it's an essential part of a product's life journey. It's a strategic decision that needs careful consideration, thoughtful planning, and tactful execution.
The "Kill Decision" is all about determining if it's time for a product to gracefully bow out from the stage of the market. This decision often comes when the product's value to users or the business decreases significantly, when maintaining or upgrading it becomes unsustainable, or when the product simply doesn't align with market trends or the strategic goals of the business anymore. It's a tough call, but sometimes, it's necessary to make room for innovation and growth.
Thought Process for the "Kill Decision":
This is not an easy decision, nor a quick one. It requires careful thought, communication, and planning. But once made, the "Kill Decision" can open up a wealth of opportunities for the next chapter in your product journey. The end of one product could very well be the start of something even more amazing! 🌱🌟
Communicating product retirement to users is a delicate task, requiring clear, timely, and empathetic messaging. How you approach this can greatly impact your users' experience and their trust in your brand.
User Communications Considerations & Approaches:
When planning user communications about product retirement, consider the following:
Approach:
Remember, effective user communication during the "Kill" phase can turn a potentially negative situation into a positive one, reinforcing users' trust in your brand and setting the stage for future interactions. So, let's approach this with understanding, respect, and a whole lot of empathy! 🎤💬
Here is a collection of related topics and deep dives to assist in the general framework above. If you'd like to see something added please reach out!
We have already done a majority of our GTM legwork in our Consider Market Fit, and Market Fit Deep Dive sections above. The overall bulleted approach here to have covered and ready for Launch should be the following.
There are a myriad of ways to measure success and to measure what we do, here are some.
Keeping in mind that every product, every product team and every journey you take will require different thinking, metrics and approach - these are some helpful metrics to measure along the way. Which ones would you add?
SWOT analysis is a framework that is used to evaluate the strengths, weaknesses, opportunities, and threats of a product, service, or company. It's a simple but effective tool that can be used by Product Managers and other stakeholders to gain a deeper understanding of the internal and external factors that may impact a product or company.
Here's a breakdown of each component of SWOT analysis:
To conduct a SWOT analysis, Product Managers can use a variety of tools and techniques, including brainstorming sessions with stakeholders, competitor analysis, and market research. Once the SWOT analysis is complete, the information can be used to inform product strategy and decision-making, such as identifying areas where the product can be improved or where new opportunities can be pursued.
No need to re-invent this. the best Product Glossary out there exists and you can find it at "ProductPlan" HERE
And thus marks the end of the PDLC : I hope it gave good insight, please contact me for any additions, thoughts or corrections!