The Productologist

Exploring the Depths of Product Management

Posts Tagged “product management”

14 12 2009

Product Management Reader: 14Dec09

Image by jesuscm via Flickr

This is probably the last Product Management Reader of the year. Not for sure yet, but probably. To keep you busy through the end of the year, here is an extra wonderful list of stuff to fill your days with. Unless you’ve got something better to do, which I HIGHLY doubt!

The Price of Leadership
[Lead on Purpose]
The Famous ProductBeautiful Roadmapping Drinking Game
[Product Beautiful]
An Engineer Roasts “Marketecture”
[ProductMarketing.com]
How Product Management Must Change to Enable the Agile Enterprise
[InfoQ]
Stop Giving Your Customers Too Many Choices — They Don’t Want Them!
[Accidental Product Manager]
Against a Grand Theory of PM, part 1
[Forrester Blog for Technology Product Management and Marketing]
Organising Agile Teams With A Visual Calendar
[All About Agile]
Product Marketing is NOT Marketing Communications
[Outside InView]
Guest Post: Measuring Product Management (part 3)
[On Product Management]
Attainable Requirements
[Tyner Blain]

Disclaimer: Including a link to a particular posting in the Product Management Reader is not an indication that I agree with the original author. In fact, I may post topics that are the opposite of my views or at least somewhat controversial in order to provide a contrasting viewpoint to the one I present on The Productologist.

Popularity: 2% [?]

Forrester Product Management Open House

Posted by Ivan Chalif in Design, Engineering, Processes, Professional Development

Last week (3Dec09), Forrester Research Analyst Tom Grant led a discussion on Agile in Technology and how it pertains to Product Management. I took some copious notes on the discussion and thought I would share them here.

Be forewarned, some of this may seem a bit cryptic. I was typing in real time (on my new HP Netbook) and participating in the discussion, so I didn’t capture every single piece of the conversation. Plus, they’re notes, so by definition they are brief. I’ll try to add some clarity where I can. Items with ** denote topics that were brought up as part of a response, but not discussed in detail.

<NOTES>

Agile in tech orgs requires company-wide changes to be successful

Topics for discussion (desired @ start)

Multiple Groups
Agile Adoption Path
Communicating Up
Roadmap
Associated Groups
Longer-term Projects
Cult of Agile

**Does Agile get used for things other than software (service, hardware, etc)?

What does Agile really mean?

Fail fast
Rapid iterative sprints (vs. releases)
Consumer v. enterprise
Empowering for Dev
Customers funding development of features (demise of PM?)
Customers/requirements mob-style
Discover issues more quickly

**Designating sprints as design or build can provide balance for dev team and product team

What are the characteristics that make Agile truly Agile (are there minimal reqs to be Agile)?

Daily communication
User stories
Coaching (external training)
Executive sponsorship

**Challenge of balancing defect/feature in sprint/releases

How can Agile better accommodate futures (12 month plan)

Showing a long-term roadmap that likely won’t happen that way vs. showing a 3 month roadmap that is likely, but without future planning
Use backlog as “possible” roadmap

Challenges of Waterfall and Agile turn out to be very similar, but are labeled differently

1st age of Agile is done, moving to 2nd age where Agile is more broadly adopted and enhanced

</NOTES>

Popularity: 2% [?]

Product Management Reader: 30Nov09

Posted by Ivan Chalif in Other Blogs

: Image by » Zitona « via Flickr

A shorter list than usual this time, thanks to the Thanksgiving holiday in the US, but that should in no way diminish the importance of any of the articles listed below. Besides, the list includes a post from April Dunford at Rocket Watcher, and she’s the best Product Management blogger in the world (Note: she’s actually from Canada, but we’ll let that slide).

Capturing Ideas
[Lead on Purpose]
Beta Applies to Messaging Too: Rogers On Demand Online
[Rocket Watcher]
6 “Bootstrapping” Tools for Software Product Managers
[Software Product Management]
Why ROI Is The WRONG Way To Measure Your Product’s Marketing Program
[Accidental Product Manager]
Can You Write Website Requirements Without a Product Manager
[Tyner Blain]
Product Marketing & Management + Sales Ops = Necessary Ingredients to Win
[OutsideIn View]
A Quick, Easy Way to Gather Info for Buyer Personas
[Buyer Personas]
Translation of The Cranky Product Manager
[Cranky Product Manager]

Disclaimer: Just because I include a link to a particular posting, that is not an indication that I agree with the original author. In fact, I may post topics that are the opposite of my views or at least somewhat controversial in order to provide a contrasting viewpoint to the one I present on The Productologist.

Popularity: 2% [?]

Book Review: Product Manager’s Desk Reference

Posted by Ivan Chalif in Book Review

Product Manager’s Desk Reference by Steven Haines

There are books and there are Books, and with 700+ pages, the Product Manager’s Desk Reference (PMDR) definitely falls in the latter category of capital B books. It’s not a book you can throw in your laptop bag to read on the plane (or train). Actually, you could, but you might not have room for your laptop!

There are many books (and blogs) out there that purport to tell you how to be a Product Manager. I have discussed some of them here before and there are many reviews on sites like Amazon. The PMDR is unique among them in that it covers a very broad range of Product Management topics and it covers them in significant depth.

And fortunately, the PMDR is not just limited to the traditional Product Management functions. Haines covers all the topics that a Product Manager would even remotely have to think about or interact with–Leadership, Finance, Team Management, Research, and Career Development, just to highlight some.

In previous book reviews, I have gone through the book and summarized the main points and added some comments (observations, critiques, or questions). That’s a bit harder this time around since the PMDR is so big and I don’t think that it would add much value. What I am going to do with this one is pick out some of my favorite topics or points and provide some guidance on who it would be good for (New Product Manager (NEW), Experienced Product Manager (EPM), Big Company Product Manager (BIG), Start Up Product Manager (SUP) or everyone):

Topic	Starting Page	NEW	EPM	SUP	BIG
Stay Calm, Even When Your Hair’s on Fire	48	X	X	X	X
Documenting the Decision Process Chart	92	X	X	X	X
Basic Financial Statements	106	X			X
Competitive Positioning	150	X	X	X	X
Strategy as a Dynamic Continuum	216		X
SWOT	237	X		X
Product Strategy Review Template	345		X		X
Sorting Out Opportunities	270			X	X
So What?: The Value Proposition	277	X	X	X	X
Marketing Functional Support Plan	297	X			X
Product Performance and Monitoring	311	X	X	X	X
Eliciting Requirements	326	X
Functional Requirements	331	X
Make vs. Buy	337	X	X	X	X
Competitor Research	392		X		X
PM Role During Dev Phase	416	X
Decision Matrix for Development Changes	437	X	X	X	X
The 3 A’s of Product Launch	451	X	X	X	X
Win/Loss Audits	481				X
Recasting the Strategic Mix	502		X		X
Chapter 22 – Charting Your Career	559	X	X	X	X
Coaching Product Managers	583		X		X

There is much more to the PMDR than what I have covered above, but I think the areas I highlighted are important topics that many Product Managers struggle with. Like others who have reviewed this book (On Product Management, Cranky PM, and Product Management Zen), I think this book is a welcome edition to the library of Product Management books out there and serves to provide a broad foundation for Product Managers both within the field and beyond.

Recommendation: The PMDR is a fantastic resource for any Product Manager who wants to fill in gaps in their training/education or who wants a good reference tool for revisiting some of the areas and skills that they don’t use as much. Due to its size, it’s not portable and I wish the templates were available electronically AND free of charge for book owners, but it’s still a great book that should be in every Product Managers library.

Popularity: 3% [?]

Las Vegas as a Model for Products

Posted by Ivan Chalif in Best Practices, Customers, Interface

The BW and I took a trip to Vegas this summer (her first) as long weekend getaway. Our experiences there were quite different, even though we were together 99 percent of the time. Vegas is many things to many people and we had different expectations (from each other) going in and by the time we were headed home, we had different views about the experience.

On the outside, Las Vegas is flashy. A large, shiny diamond with many facets, twinkling in the light. Everything blinks or flashes or emits sound. Sometimes all three. Sometimes, all the time. Everything in Las Vegas is vying for your attention. Underneath that sheen, though, it is still very gritty, very unrefined.

The minute that you step off of your plane onto the jetway, you feel the heat. When you reach the terminal at McCarran airport, you feel the sudden shift in temperature as the air conditioning hits you full force. Then it’s the rows of slot machines. Only a few by comparison to a casino, but in the sparse area of an airport, their constant wave of chimes and chirps is a stark contrast to the standard airport experience.

The bombardment continues on the cab ride (even within the cab itself, via “coupon books”, maps, and billboards attached to the ceiling of the cab) to the hotel. Billboards for shows, neon signs for casinos, the visage of Donny & Marie or Penn & Teller emblazoned across the side of hotel towers and myriad ads for lawyers who can get you out of any trouble you have found yourself in during your trip to Sin City.

Unless you are sight- or hearing-impaired, you can’t escape it.

And so it goes even as you arrive at your destination, only more focused. See our shows! Join our VIP club! Sample our expansive seafood buffet! Free drinks at the tables and slots! In the end, it turns into white noise. A din that is undifferentiated from the sound of traffic on the freeway, but which you cannot avoid or turn off.

Products can be this way, too, in a couple of ways. One is how the product is marketed, but the other is how it is made.

On the marketing side, Vegas gave me the feeling of being at a tradeshow. The leaflets being handed out are a little less risque (at tradeshows), but the intent is the same–”Come by our booth and check out our goods; we’ve got the best/hottest/fastest/cheapest (depending on your preferences) thing in town.”

There is also a sense of one-upmanship going on, too. Instead of a product being judged on it’s own merits, there is a comparison to how much better a product is than it’s competition. I’ve always disliked that type of positioning. Not only does it have the potential to bring a specific competitor into the picture if they were not already there, but it doesn’t allow the product to be evaluated on what problem it solves for the user.

Let me give some Vegas-style examples (and some commentary):

Loosest slots in town
Really? Your slot machines payout more often than other casinos?

More rooms
OK, but doesn’t that equate to being more crowded? Why is that good for me?

The best shows in Las Vegas
What makes a show the best? What metric is used to validate this: laughs per minute or volume/duration of clapping per show?

The most stores
This one is pretty easy to metric, but who goes to Las Vegas to shop. Most of the stores I have seen fall into two distinct categories: stores that already exist in my hometown or stores that are so expensive that most vistors would only be able to purchase something AFTER winning big at the loosest slots in town. When was the last time you bought a Faberge egg or a $4000 handbag?

Something for everyone in your family!
I laugh at this every time. There is a reason that Las Vegas is known as Sin City. Sure, there’s a thin plastic veneer over the top that makes it all look sparkly clean and family-friendly, but really, what part of gambling, drinking, smoking, scantily-clad folks (visitors and staff) is family-friendly? I’m an adult and I enjoy one or more of those (you can try to guess which one(s), but even if you don’t partake of any of those, they are pervasive. From the swimming pool and hotel lobby to the hostesses to the flashing billboards.

That last one also is a big problem for products. Great products start off solving a challenging problem for users, but as a product matures, it typically expands to meet a broader set challenges, but in doing so, loses focus on what made it successful in the first place. Microsoft Word is a good example of how this happens. It started off a solid, Every subsequent release offers new features, which dilute the user experience and make the software more complex.

Complex is fine as long as it is the software that is handling the complex part. As software matures, the user experience should become easier; better, not worse.

Now Microsoft Word has hundreds, maybe even thousands of features, most of them unused by the majority of users. The most important feature, the one that has the greatest impact to users is not one in that is actually in the product. It’s ubiquity. The ability to share documents with almost any person who has a computer. Oh, and spell-check, but I would argue that feature causes more problems than it solves.

Products need to grow. The challenges that users face change over time and your product has to change, too. But be careful about what shape that change takes. It’s very easy to tack on features and capabilities. It’s more difficult to do it in a coherent way that actually simplifies using the product.

My suggestion to those of you who have both growing and mature products is to look at your product. Look it in the face as a user does and ask yourself, “Does my product look like Las Vegas? Am I just placing a thin veneer over the top to make it look better in the sales cycle or am I creating something that truly solves a problem for my users?”

Popularity: 3% [?]

Product Management Reader: 5Oct09

Posted by Ivan Chalif in Other Blogs

Travel usually makes for a very productive Productologist (long waits in airport terminals and poor in-flight entertainment typically give me the time to crank out the great blog posts you all have become accustomed to). But lately, I have been worshiping at the altar of the Red-Eye trans-continental (or trans-Atlantic) flight, which has resulted in a decrease in blog productivity, but an increase in actual work productivity and familial relations. It’s not that I don’t like you, it’s just that I don’t LIKE-like you. Sorry. Here, take this pen. It’s a really nice pen.

Are Product Managers ready to focus on research?
[Forrester Blog for Technology Product Management and Marketing]
Our product’s got no pants on
[Carl Knibbs]
8 lessons we can learn from Infomercials
[On Product Management]
How to present like Steve Jobs
[Product Matters]
Make Time to Read
[Product Management Zen]
Product Management is more than prioritizing features
[How to be a Good Product Manager]
Authority vs. Influence
[Strategic Product Manager]
Market Problems or Just (Bad) Ideas You Want To Build?
[Enthiosys]
Spam is not Marketing
[Rocket Watcher]
How Can Product Managers Mange People?
[Accidental Product Manager]

Disclaimer: Just because I include a link to a particular posting, that is not an indication that I agree with the original author. In fact, I may post topics that are the opposite of my views or at least somewhat controversial in order to provide a contrasting viewpoint to the one I present on The Productologist.

Popularity: 3% [?]

Product Management Question Corner: Jason Miceli, Perimeter eSecurity

Posted by Ivan Chalif in Interviews

Last time on the Product Management Question Corner, I announced that there was only one more left to post. That was true, until Jason Miceli, self-described Product Ninja, answered my tweet requesting more volunteers. Jason is VP of Product Management at Perimeter eSecurity, a provider of on-demand information security services for enterprises of all sizes. Jason has a long history of working in IT software and leading IT projects. In this session, Jason provides some keen insights on being a Product Manager in the trenches, as well as what’s the haps for Product Management leadership.

Q: How did you come into the role of Product Manager and was it planned?

A: Well that depends on what you mean by “planned”! If you asked me 5 years ago if I planned to be in a Product Management role, my answer would likely have been, “Are you kidding me?” However, the evolution that brought me to this ultimate role certainly felt natural – so you might say it was “sub-consciously” planned!

When I began working for my current employer I was hired as the Director of Special Projects, which quickly turned into the VP of Project Management after they saw the success of throwing a “special ops guy” at the crazy one-off projects that no one else either wanted or understood. Once that role also proved to be successful the company made another course correction, stating they wanted me to focus my efforts toward the projects that produced revenue, thus my final transition to VP of Product Management.

Now at first I attacked this role primarily from a project management perspective, given my background to date, but then quickly began to fall in love with and embody the full sense of Product Management. Now I truly could not see myself doing anything else!

Q: What was your worst Product Management mistake and how did you recover?

A: I’d say my worst Product Management mistake was probably being “too much” of a team player on one particular project. At the time of this project we had a very clear line of delineation between the Software Development phase and the Product Launch phase. This project had been in design and development for almost a full year, and so everyone in the company was nearing their limits with how much longer they would tolerate project delays – the notion of scrapping it had come up more than once. Knowing this, and trying my best to convince executive management it would be a mistake to scrap the project where it stood, I prematurely “accepted” the project into the launch queue. I said I would do my best to fast track the User Acceptance Testing (UAT) and public beta steps, hoping that would help everyone to see the light at the end of the tunnel… unfortunately the product was still VERY deep in the tunnel, and so because I did not mutually accept the project’s discontinuance when I had the chance the result was a bit more egg on my face when that same inevitable outcome occurred.

Why did I take this approach? Because I knew how much would have been lost by scrapping the project where it stood – efforts by my team and countless others to design the product’s functions, features, benefits, GUI design, database and systems architecture, prototype environment, hundreds of software development man-hours, etc. – it killed me to think about all that effort being lost and so I looked for any way I could to keep the project alive and not see it all go to waste. In the end, no matter what happened it was destined to become a failed project, a reality every Product Manager must eventually face, but I made the situation far worse and essentially wasted more time and resources in the process. A great learning experience to be sure!

Of course this case study would also be a great to show how an Agile methodology could have prevented this entire disaster from ever occurring in the first place!

Q: How do you see the role of the Product Manager changing in the next 5-10 years?

A: I believe the concepts of Agile are really starting to take off, and we’ll see a tremendous move towards that methodology over the next 5 years. Accordingly, the notions of Product Manager, Product Marketing, Product Owner, and a couple other key roles will really start to take shape and become more widely known and understood throughout the industry. This is a fantastic evolution, and one I will fully embrace and foster in any way I can!

Q: If you could be the Product Manager for any product, what would it be and what would be the first thing you would do?

A: Of the known, current products on the market I would gladly take product ownership of eBay. eBay’s success is undeniable, but I believe there are key ways the core product can be enhanced to cater to a wider audience. Most notably I believe the product’s accessibility is lacking. Based on research I’ve performed recently there are many who choose not to post items on eBay due to the perceived complexity in doing so. While I don’t consider the overall posting process to be “complex” I do believe there are ways it can be modified to offer a far simpler and more streamlined approach that would entice the average user to make better and more frequent use of the system.

Q: What Product Management tool could you not live without and why?

A: At the moment I’d have to say Microsoft SharePoint. I have been building out some fairly detailed custom tables that interrelate in ways allowing for fairly decent tracking and visibility of many Product Lifecycle Management (PLM) concepts. Of course there are commercially available tools that do a far better job given their direct focus on PLM, but absent of the necessary budget dollars to purchase such a product I have found it surprisingly effective to recreate much of this functionality in SharePoint. We started with a simple projects list and have since expanded to include our formal product catalog, user stories repository, supported platform matrices, regulatory language and mapping database, and several other tables, each of which link to associated master tables creating a very dynamic work environment. Most importantly, creating structures like these within SharePoint has proved to be extremely simple – I was able to accomplish all of this myself, without seeking any assistance from engineers or development resources.

Q: What is your greatest Product Management achievement?

A: Building a thriving Product Management department from ground up – I truly could not be more proud of the tremendous success our team has been recognized for repeatedly! One of my proudest moments was shortly after our new Chief Strategy Officer came on board and quickly admitted he had never seen Product Management working so well in any organization before. In his words, “he has Product Management singing!” To further that notion, I was equally proud the day I turned over management of all product launch responsibilities to a gentleman I had hired less than a year prior – to me there’s no greater measure of success for a manager than to build up a process to such a point of efficiency that it no longer requires his or her direct involvement!

Q: What have you done or what would you consider the best way(s) for Product Managers to improve themselves?

A: In every sense of the phrase, “Get out there!!” Get out to the market and understand it. Get out to your customers and listen to them. Get out to conferences with your peers and learn from them. Get out to the industry and become a leader. Just get out there!!

What you should be building can come only after you’ve accomplished this – then you can be sure you’re building the right thing, the right way.

_____________

And now for Jason’s question for The Productologist:

Q: What would you consider the *best* possible organizational structure as it relates to Product Management, Product Marketing, Development, Corporate Marketing, and any other key department(s) you feel are part of this picture, starting from the CEO and working down?

A: The organizational structure of a company depends greatly on the size and maturity of the organization and the orientation of the leadership team. At most software startups, the Engineering team gets built first and then there is a realization that the founder(s) or Dev team are not in a position to actively manage the product, so they look to hire a PM to take over the reigns.

At more established companies, a new product is assigned to an existing PM, who likely has 3 or more products/services that they are already responsible for managing. If they are lucky, they are pulled off of the other products (or at least reduce their day-to-day responsibilities) to focus on the new product.

In either case, the PM has an uphill battle for time, attention, resources, and money.

In startups, PM usually falls under Engineering. In older organizations, they tend to fall under the broader Marketing umbrella or be a stand-alone team. Each structure has it’s strengths and challenges, which have been and continue to be debated in the PM community, but the one I think functions best for the role of Product Management is being a stand-alone team.

While this usually means giving up the stature, influence, and budget of being part of the Marketing or Engineering teams, the autonomy and ability to operate between these two powerful entities best suits Product Management’s true charter–to listen to and observe the market and provide guidance on how to maximize the value of that information into an executable product strategy.

Product Managers wear many functional hats and go by many monikers, but ultimately, their primary responsibility is to guide their product(s) to success, whatever shape that might take for their product or company. Success could be revenue or users or media attention or downloads (best to set that metric at the outset in order to make sure you are prioritizing correctly), but whatever it is, the Product Manager is the one whose head is on the platter if it doesn’t happen.

If Product Management sits within either Marketing or Engineering, I believe that they are too constrained by those teams’ other mandates to effectively perform their own duties. Don’t construe this to mean that I see PM teams that are structured within those teams to be doomed to failure. I have, in fact worked on teams in both of those scenarios, with much success. But at the time, my PM goals, as designed by the executive team, were aligned with one or the other of Marketing or Engineering, which is why those arrangements worked. I don’t see that as being ideal for the true function of Product Management.

Having a stand-alone Product Management team means that you have to have STRONG Product Management team. Ideally, it means have a VP of Product Management who is on the same level as Marketing and Engineering, reporting directly to the CEO (or COO or whomever Marketing and Engineering report to). That gives Product Management a voice at the executive table and enough influence to drive not just the product roadmap, but the product strategy.

If there isn’t a VP of Product Management, then you really have to have STRONG Product Managers. And by strong, I mean being able to go into the CEO’s office and say things like, “No” or “I need X to make this product successful” or “We can do that, but that will affect all of our current product plans for the next X months. Here’s why I wouldn’t recommend that.” With data to back you up, of course, but you have to be able to say those words. Otherwise, Product Management will always be a second-class citizen to some other organization that can say those things.

So in an ideal world, here is what the corporate structure looks like (I have not gone into detail about what happens within other teams, just the product team):

My Ideal Product Management Org

A word about UI design sitting within the Product team. I think this is a crucial element of the Product team that is missing 99% of the time. Design is an important market requirement, and too often it is relegated to the function of making already-built functions “prettier.” Design in software is more than look-and-feel. It is the workflow and ease-of-use and extensibility of the user experience. Design is fundamental in the success of software. Apple is the quintessential example of this. I am no Apple fanboy, but I recognize the obvious fact that their products START with design, rather than end with it.

A bit more about Jason:

Jason has held key leadership positions within his organization for the past five years. He is directly responsible for a portfolio of 30+ services totaling over $30 million in revenue and has helped to define the rapidly emerging Software as a Service (SaaS) market within the security and technology space. Often referred to as the “most detail-oriented person who can remain optimistic,” Jason is further unique in his love for the “art” of creation. In addition to product management, Jason has served as the lead for key mergers & acquisitions, new remote offices, and department startups, responsible for smooth integration of new products, staff, and business processes. Jason is published in several security magazines, including CSO, and was recently a speaker at ISPCON.

Popularity: 5% [?]

Product Management Reader: 4Aug09

Posted by Ivan Chalif in Other Blogs

Image by ...-Wink-... via Flickr

This one time, at PCamp…no, I’m not going there. I know it’s summertime (at least for those of you in the northern hemisphere, and according to Google Analytic s, there are some of you who read The Productologist who aren’t), and that typically means a laissez faire attitude about blog editorial, but I will not resort to cheap knock-offs of bad jokes from who-knows how many years ago. Nope, not gonna do it. Wouldn’t be prudent. So enjoy this episode and don’t worry, I’ll be back.

Does social media influence B2B buying decisions?
[Launch Clinic]
9 ways to say I love you…
[Carl Knibbs]
On Win/Loss analysis
[ProductMarketing.com]
Valuable Requirements
[Tyner Blain]
How to Kill Your Evangelist Users
[Experience is the Product]
Diversifying To Survive Is What Product Managers Are Doing
[Accidental Product Manager]
Call for input: the cost of knowing
[Ack/Nak]
Are You Sprinting a Marathon?
[Product Management Zen]
Persona Resources
[Strategic Product Manager]
UniFlame understands the value of customer experience
[On Product Management]
When does a product launch end? Or does it?
[Launch Clinic]
Ready, Set, Ask: 5 Minutes with Your Customer
[BrainMates]

Disclaimer: Just because I include a link to a particular posting, that is not an indication that I agree with the original author. In fact, I may post topics that are the opposite of my views or at least somewhat controversial in order to provide a contrasting viewpoint to the one I present on The Productologist.

Popularity: 4% [?]

Product Management Reader: 13July09

Posted by Ivan Chalif in Uncategorized

It’s late (or early, depending on your perspective) and I can barely see the text as I type because my eyes are so bleary. I know that if I don’t write something witty here, one of you will send me an email complaining that I didn’t write anything witty here. Well, fear not, gentle readers, I will write something witty here. I have it around here somewhere…oh yes, now I remember, I wrote it in the leftover tomato sauce on my plate from dinner. I know, not ideal, but when an idea strikes, you MUST write it down, lest it be forgotten and that’s all I had available. I’ll just go fetch my plate from the table. OH NO! The dishes! They are…in the dish drain! And clean! Who could have done such a foul deed? Certainly not me…oh, cruel world, why must you punish me so?

Three P’s of business success
[Lead on Purpose]
Summer’s here: Do something different
[On Product Management]
6 Lessons for Non-Dev Executives at Agile Companies
[ProductMarketing.com]
Google Chrome OS: Dissecting A Great Marketing Announcement
[Rocket Watcher]
Writing Complete User Stories
[Tyner Blain]
Next-Generation Conference Room Phone Design Ideas
[Silicon Valley Business Catalyst]
Product management and marketing mix it up
[Forrester Blog for Technology Product Management and Marketing]
Bloggers miss the point of buyer personas
[Buyer Personas]
Business-Driven Product Management
[Product Management Pulse]
Viable Product or Service First, Then PR
[Twilight in the Valley of the Nerds]
Idea Management Vs Innovation Management
[Purist Product Management]

Disclaimer: Just because I include a link to a particular posting, that is not an indication that I agree with the original author. In fact, I may post topics that are the opposite of my views or at least somewhat controversial in order to provide a contrasting viewpoint to the one I present on The Productologist.

Popularity: 3% [?]

Product Management Reader: 2July09

Posted by Ivan Chalif in Other Blogs

Today’s edition of the Product Management Reader is powered by gin and tonic, so pay extra close attention for bonus wittiness and idle banter. And would you believe two separate posts from two separate Product Management bloggers about blenders? BLENDERS! It boggles the mind. Plus, there may be an exhibition by that ever-elusive double entendre. Eyes wide open, now.

Agile Maturity Model – What’s Next?
[Tyner Blain]
Advice for up and coming Product Managers
[All About Product Management]
The Quarterly Vacation
[Product Management Zen]
How the Blender illustrates “designing the product” vs. “designing the whole product experience”
[Experience is the Product]
The value of simplicity
[On Product Management]
I blame the the Product Manager
[Cranky Product Manager]
VC Pitch Template
[Rocket Watcher]
Lessons from a Bad Haircut
[Requirements Defined]
Visiting customers “in the wild”
[ProductMarketing.com]

Disclaimer: Just because I include a link to a particular posting, that is not an indication that I agree with the original author. In fact, I may post topics that are the opposite of my views or at least somewhat controversial in order to provide a contrasting viewpoint to the one I present on The Productologist.

Popularity: 3% [?]

The Productologist

Exploring the Depths of Product Management

Posts Tagged “product management”

Product Management Reader: 14Dec09

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Forrester Product Management Open House

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Product Management Reader: 30Nov09

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