6 posts tagged with "product management"

User interview is a comprehensive process to find out and understand users, their problems, and potential areas for product improvement.

• Objectives of User Interviews:
  • Refine hypotheses about the user: Understand their profile, motivations, and relationship with the product.
  • Clarify the user's problem: Grasp the problem in the user's words, its severity, and their current solutions or workarounds.
  • Identify potentially more valuable problems: Explore if other issues might be more critical to address.
• Focus of Interviews:
  • Interviews should center on understanding problems from the user's perspective.
  • Avoid exploring potential solutions to prevent bias and leading the user.
• Common Pitfalls:
  • Insufficient warm-up, leading to missed insights.
  • Leading questions that bias towards preconceived hypotheses.
  • Strict adherence to a script, missing new and valuable information.
• Interview Trail Guide Framework:
  • Warm-up Phase: Build rapport and foundational understanding of the user. Small talks to introduce the team and the research. Ask for approval for recording. Emphasize that there are no right or wrong answers.
  • Build Phase: Gradually approach the problem hypothesis, allowing users to express their views, from general experiences to specific experiences.
  • Peak Phase (2/3 of the time): Deep dive into specific problem-related questions. Are we disucssing the right problem? Are users approaching the problem with any alternative ways? How painful is the problem?
• Conducting the Interview:
  • Start with rapport-building questions.
  • Gradually narrow down to the specific problem.
  • Allow space for unexpected insights and follow up on them.
  • Spend substantial interview time in the peak phase, focusing on the hypothesized problem.
• Final Steps:
  • Prioritize emerging problems during the interview.
  • Structure interviews to adapt to new insights and user feedback.

Examples​

1. Doordash:

   • Warm-up Phase: Questions might start broadly, touching on general lifestyle and habits, such as weekend routines and eating habits.
   • Build Phase: Narrowing down to food delivery experiences, with questions like why and how users order food delivery, their typical order times, and their general experience with food delivery.
   • Peak Phase: Specific questions about Doordash’s service, such as frequency of use, user experience with Doordash’s delivery time, and alternatives they resort to when delivery times are long. The goal is to assess whether their hypothesis about delivery time being a pain point is accurate.

2. Rippling Employee Onboarding:

   • Build Phase: Questions might start with general feelings about onboarding new employees, tools or systems currently used, and issues faced with these tools.
   • Peak Phase: Focus on specific problems identified, like steps taken to onboard a new employee, tracking various requirements and deadlines, and the impact of current practices on the onboarding experience.

What are the main considerations for analyzing a company's competitive environment?​

New players, old players, what I buy, who buys from me, and other dimensions that can replace me.

What is the essence of competitiveness?​

Irreplaceability, which is the uniqueness in high demand.

Traditional engineering rubrics focus on specific areas, such as IC (software engineers, product managers, designers) or managers. Can we propose a unified framework to measure the business impact of technical workers? There are several requirements:

1. Comprehensive
2. Actionable
3. Guiding for team building

Answers from Me and My Friends​

• Decisiveness: Strategic, tactical, and decision-making abilities. Making the right decisions with the greatest chance of success for oneself or others, whether personal or organizational. Gathering information, diagnosing to gain insights, proposing effective strategies and execution plans. Innovation. Making quick decisions within opportunity windows/limited time/without all information/unable to accurately predict the future, and improving through iteration.

• Execution Engine: Building an execution engine rather than just focusing on execution itself, to effectively influence one's own and others' output, and to precisely balance speed/quality/scope based on demand, craftsmanship.

• Domain Expertise: Special know-how, experience, uniqueness.

• People and Culture: Working with others: shaping the world together with people. Leading by example. Team collaboration, people management, performance and incentives, culture, values, competence + warmth, mindset, passion, self-motivation, listening and sharing, hiring and coaching teams, humility, low ego. Best idea wins. Growth mindset.

• Product Sense: Good intuition, understanding of the market and data, product management (including operations), project management, collaboration/synthesis, invention and simplification, planning and adaptation, obsession with customers.

• Synergy & Resourcefulness: Resource integration ability, optimizing the network of customers, channels, products, people, technology, and capital on a macro level, forming alliances within the company, and effectively coordinating alignment across different organizations.

When the organization grows too big, it becomes unclear that who should do what and who should decide what to do. RACI and DACI are here to clarify those responsibilities.

• RACI: figuring out who do what kinds of work
• DACI: figuring out who decides what to do

The assumption here is that too many projects happen in parallel, and it is easy to lose focus. We should rely more on the team member mutually driving each other than one person as the single point of failure.

RACI​

RACI is an acronym for the model:

• Responsible: who are the ones responsible for certain kinds of tasks?
• Accountable: which single one is the owner of the work and is accountable for the success and failure.
• Consulted: who are the stakeholders that should be kept in the loop before completion.
• Informed: Who should be informed of the progress though they are not formally consulted or directed contributing to the project.

DACI​

RACI is an acronym for the model:

• Driver: who is driving the decision-making process to a conclusion?
• Approver: people who are approving the decision.
• Contributor: who should contribute to the decision.
• Informed: who should be informed of the final decision?

Why are they helpful?​

• they make responsibilities and accountabilities clear
• the earlier those models introduced, the longer they will help the project
• they balance resource allocations to avoid the single point of failures or burnouts

How to define, design, and sell a product that people like to use? How to manage self and a team to deliver results effectively? Here are the answers from industry leaders and renowned professors.

Join us on Telegram or WeChat(id: onetptp) to discuss and upgrade your PM skills.

• Product Management
  • Hooked: How to Build Habit-Forming Products? - Habits make you do things like no brainers. Businesses that know how to cultivate customer habits have a significant competitive advantage over others. The Hook Model teaches us how to form a user habit in four steps: trigger, action, variable reward and investment.
  • Telemetry Product Management Framework - A key role of product management is to make sure product development efforts are focused. The telemetry spreadsheet helps you visualize the roadmap, balance resource allocation, and hence keeps the project on track.
  • The Hierarchy of Engagement - To maximize the chances of building an enduring non-transactional customer company, we should build enduring engagement in three levels - growing engaged users, retaining users, and self-perpetuating.
  • Elements of Value - When customers evaluate a product or a service, they weigh the perceived value against the asking price. Products and services deliver fundamental elements of value that address four kinds of needs: functional, emotional, life-changing, and social impact.
  • MMRs, neutralizers, differentiators - There are three types of product features: MMRs, neutralizers, and differentiators. Customers often provide feedback on MMRs and neutralizers. The product management team must take responsibility for reinforcing the startup’s differentiator.
  • The 9x Effect - Companies often overweight their new product by a factor of 3 while consumers overweight the old product’s benefits by a factor of 3. So you have to be 9x better than the existing alternatives to win their market, which is called The 9x Effect.
  • 4 Guidelines for Website User Experience - To deliver a better website user experience, we concluded four guidelines from the book Don’t Make Me Think, Revisited: start with simple navigation; make an impressive home page; use visual hierarchies to present information; improve mobile loading speed.
  • Change Aversion - People hate new changes in a product they are already familiar with. To avoid change aversion, you can let users understand in advance and afterward, allow them to switch, ask them to give feedback, and finally remember to follow-through.
• Strategy and Decision Making
  • Good Strategy, Bad Strategy 1 - A good strategy is often surprising but reasonable. A bad strategy is a formalism. Here are four hallmarks to detect bad strategies: fluff; failure to face the challenge; mistaking goals for strategy; bad strategic objectives.
  • Good Strategy, Bad Strategy 2 - Bad strategies are easier to be made in terms of three facts: it’s painful to make a choice; people like to follow templates without thinking; people tend to misbelieve that a positive attitude and a strong desire can earn them everything they want.
  • The Second Curve - When you know where you should go, it is too late to go there; if you always keep your original path, you will miss the road to the future.
  • Case Study: Amazon acquiring Whole Foods - Driven by the goal to take a cut of all economic activity, Amazon decides to develop grocery services. However, its grocery business has no first-and-best customer due to cost disadvantage. By acquiring Whole Foods, Amazon is buying more than a retailer - it’s buying a customer.
• Marketing
  • What is a Market? - If two people buy the same product for the same reason but have no way they could reference each other, they are not part of the same market.
  • Diffusion of innovation - How does your product gain popularity? Answers from the model, the chasm, and the math.
  • TAL and the Chasm
  • Why take niche-and-next approach? - If the goal is to take over the mainstream market, why should we focus on the niche market in the beginning? First, You have to satisfy your customers so that they can be reference-able to others. Second, pragmatists favor market leaders. So be a big fish in a small pond.
  • Growth Phase 1: PMF - According to Ryan Holiday, to begin with PMF, we need to start with MVP and evolve with feedback, use data and information to back PMF, understand the needs of customers as early as possible and develop answers with the Socrates method.
  • Growth Phase 2: growth hack - How to find your growth hack? Ryan Holiday has some advice for you. Target a few hundred or a thousand key people, not millions. Do not target all people - target the right people. Focus on new user sign-ups instead of awareness. Use growth techniques.
  • Growth Team - A growth team is a team with the responsibility to measure and improve the flow of users. There are three mandatory skills of a growth leader: building growth models, developing experimentation models and creating customer acquisition channels.
  • AARRR Model - AARRR is a startup metrics developed by Dave McClure: Acquisition - how do users find you? Activation - do users have a great first experience? Retention - do users come back? Referral - do users tell others? Revenue - how do you make money?
  • Buyer Persona - To better sell products, you need to know your customers better. A generic buyer profile doesn’t help in knowing his buying decision. The most effective way to build buyer personas is to interview buyers who have weighed their options but finally made the decision you expect.
  • CAC / LTV / PBP - Customer Acquisition Cost is the cost to convert a customer to buy a product/service. Lifetime Value is the estimated net profit we can make from a customer. Payback Period refers to the period of time required to recoup the funds expended in an investment.
  • Lean Analytics: Simplified - Data and metrics play a vital role in business. The book Lean Analytics suggests some metrics for start-up founders to assess their success. By choosing the metrics more effectively, the entrepreneur can navigate through the unknown more effectively.
  • Lean Analytics: Slides
  • Mobile Analytics Metrics
  • How to run a tech community? - Why do people need the tech community? What is the value proposition of it? What are the interesting examples we can learn from? Why does it align with your blockchain company?
  • SaaS Sales Performance Metrics - David Schneider, ServiceNow's President of Customer Ops, shares his sales performance metrics for SaaS companies that are aiming for hyper-scale.
  • Persuasive Copywriting - Copywriting is the simplest and most direct way of impressing your customers. Persuasive copywriting = three means of persuasion + copywriting. Three means of persuasion are emotion, logic, and credibility.
  • 6 Elements to Create Sticky Ideas - Why some stories managed to spread quickly, live long and prosper? In Made to Stick, Heath brothers summarize six elements to create sticky ideas -- Simple, Unexpected, Concrete, Credible, Emotional, and Story, SUCCES for short.
• People Management
  • Tips for First-time Managers - Julie Zhuo, the vice president of product design at Facebook, based on her own experiences as a first-time manager, gives some useful advice on how to become a good manager in her book The Making of a Manager.
  • Managerial Leverage - Managerial leverages can maximize the output of an organization. Those leverages are information gathering, information-giving, decision-making, nudging and being a role model.
  • Task-Relevant Maturity - A manager’s most important responsibility is to elicit top performance from his subordinates. Unfortunately, one management style does not fit all. A fundamental variable to find the best management style is task-relevant maturity (TRM) of the subordinates.
  • Managers and Bozos - Steve Jobs coined the phrase “bozo management”. Bozos referred to the professional managers who know how to manage but don’t know how to DO anything. It turns out the best managers are great individual contributors who never ever want to be a manger but decide to be one.
  • Responsibilities with RACI and DACI - When the organization grows too big, it becomes unclear that who should do what and who should decide what to do. RACI and DACI are here to clarify those responsibilities.
  • 3 Skills to Boost Group Performance - It is a common misbelief that the performance of a group hinges on the average capacity of its members. The truth is, the interaction and communication among group members are much more impactful. From the book The Culture Code, we conclude three skills to improve group performance: creating a safe working environment, showing your vulnerabilities, establishing a common purpose.
  • Making progress 30km/day - The Amundsen team successfully reached the South Pole first and won the competition with the Scott team. The success of the Amundsen team lies in their abundant resources and making progress 30km per day no matter what the weather is.
  • Good to Great - Leading a company to leap from good to great is like pushing a giant flywheel to breakthrough. Disciplined people, disciplined thought and disciplined action are indispensable.
  • Bikeshedding - Bikeshedding refers to the fact that members of an organization give disproportionate weight to trivial issues. To overcome the bikeshedding, we should have a clear agenda of the meeting and not mix complex topics with easy ones.
  • Ownership - The authors of the book Extreme Ownership were once task unit leaders of US Navy SEAL in Iraq. They draw on their experiences in the battlefields and conclude five rules for successfully leading a Navy SEAL team, providing useful references for any organization.
  • Building momentum for startup - The acceleration of rockets takes a propeller, and the acceleration of startups take the similar. There are two propellers: 1. Listen to the customer. 2. fast execution. How to achieve these two? Here is the answer from Suhail Doshi.
• UX Research
  • How Dropbox scale its design research - Dropbox's design research team grew from 4 members to 30+ today. How do they scale the efforts healthily, even when the headcount for the team is limited? More researches usually mean more harm if they are done improperly.
• Communication
  • Nonviolent Communication - Judgments and violence are tragic expressions of unmet needs. Nonviolent communication can improve communication quality by valuing everyone’s needs. It is NOT about being nice or making others do what we want.
  • Tailoring the arguments for persuading the decision maker - To improve the chances of success in persuading decision-makers, the way of message delivering should be considered carefully. There are five decision-making categories and they should be treated with different strategies.
  • Bullshit Detector - North Americans bullshit the most. Develop your mental device to detect deception, dishonesty, corruption, fraud, insincerity, hypocrisy and falsity.
  • Small Talking - Initiating a conversation with strangers is the biggest social fear. Actually, people often appreciate it when you make an effort to speak with them. Here we provide some ideas on how to start a small talk, what we should talk about and how to end it in a courteous way.
  • Exactly What to Say: Keywords for Impacts - There are several keywords and templates of sentences that can help you influence people. For example, a sentence like “I’m not sure it’s for you, but” is a non-intrusive recommendation. Saying “are you open-minded to do something” can encourage people to do something.
• Managing Self
  • Time Management: Principles - It is very inspiring to learn time management from system admins (SAs) because we share the same challenges such as endless interruptions, simultaneous projects, and rush requests. SAs’ principles of time management may solve your problem of time management.
  • Time Management: Focus - Focus is the best friend of productivity. A fundamental work we can do to stay focused is to de-clutter our brain. Always be aware of stress and sleep level. Remember an un-distracting environment is necessary. Deal with interruptions effectively.
  • Time Management: Routines - Routines are useful tools in time management since they enable us to think once and do many. A routine can be anything in real life that has certain patterns. Try to develop your own routines!
  • Time Management: Cycle System - The key to perfect follow-through is the cycle system. It is called the cycle because it repeats every day and the output of one day is the input to the next. Three tools are used in the process - a to-do list, a calendar and a list of long-term goals.
  • Time Management: Cycle System in Action - The cycle system enables people to follow through. It suggests every day should start with your to-do list, hours needed and plans. The secrets also lie in writing down goals and scheduling things with the calendar, instead of your brain.
  • Work-life balance - Some job and career choices are fundamentally incompatible with being meaningfully engaged on a day-to-day basis with a young family. We should be careful with time frame and approach balance in a balanced way.
  • How to Get Rich? - How to get rich without getting lucky? Naval Ravikant summarized a few tips for you. Seek wealth instead of money or status. Understand that ethical wealth creation is possible. Ignore people playing status games. You’re not going to get rich renting out your time. You must own equity.
  • Taking truly restful breaks - People will burn out when having too much pressure. A truly restful break can help them to recover willpower and the power of attention. To take truly restful breaks, you need to fully switch off, take short breaks early and often and get out of the office.
  • Loving long with healthy diets - American Journal of Medicine says, disease, not age, is the most significant cause of death among over-100-year-old patients. And diets tend to the primary reason for disease. People often underestimate how food affects their physical and mental health.
  • Productivity Tips from Professionals - MIT surveyed nearly 20,000 professionals from around the world - 50% from North America, 21% from Europe, 19% from Asia, and the rest from Australia, South America, and Africa. Takeaways are ...
• Business Model
  • Stages of Company Building - Initial Product > PMF > GTM Scale & Consistency > Org Building > Enduring Public Company
  • Economic Moat - An economic moat is the ability to maintain advantages over its competitors. It can provide protection for business’ long-term profits and market share. Technology is not an economic moat as it will always be duplicated.
  • Why Startups Have to Innovate? - Why startups have to innovate? Anna Karenina principle answers this question. Each successful company earns a monopoly by solving a unique problem whereas all failed are the same. If a startup does not innovate but copy from the market leader, people will not buy it.
  • Intangible Economy - The intangible economy is rising. It has three characteristics: Intangible assets can expand rapidly. Intangible assets are high-risk and irrecoverable investments. Intangible assets are easy to be duplicated.
  • Infinite Game - Business can operate like an Infinite Game and the ultimate goal of participants is to stay in the game as long as possible. In order to achieve that, businesses should get back to long-term thinking. In the book The Infinite Game, the author suggests companies need to have a Just Cause, build trusting teams, be flexible to changes, and learn from worthy rivals so as to gain advantages in the game.
• Leadership
  • Definition of Technology Leadership - We engineers often boast about leadership without a clear definition of what we are saying. Here are the definitions to distill the clarity from those chaotic ramblings of the mass.
  • Technology Leadership Radar - How to evaluate the performance of a technology leader? Each company or individual has its own answer with engineering rubrics. And those rubrics usually focus on a specific role - IC (Software Engineer, Product Manager, Designer) or Engineering Manager. Is there a grand unified framework to evaluate the potential business impact that a technology leader could make?
  • Start with Why - People don’t buy what you do. They buy why you do it. Simon Sinek coined a phrase ‘Golden Circle’ which has three tiers, from core to exterior - why, how, and what. However, average leaders think from what, how, to why.
• Corporate Ladder
  • Sponsor - Successful Caucasian men receive more career guidance than women and multicultural professionals even though more women have mentors than men. The reason is mentors can not help with promotions but sponsors can.
  • 12 Habits that can Boost Women's Promotion - There are 12 habits American women think would be helpful to their promotions. For example, remember to claim your achievements often because others will not notice and reward your contributions unless you say it. Also, you need to be aware that expertise is not the only criteria.
• EP Doc Templates
  • EP Doc Templates - Templates make it easy to think and design clearly and rule out blind spots. (Though it may also introduce blind spots...) Here is a collection of templates that help you build better products.
  • PRFAQ - PRFAQ means press release and fequently asked questions. People at Amazon adopt it to write down requirements and important features of yet to be developed products.
  • ADR - ADR means Architectural Decision Record, a mini-doc to capture significant architectural changes that are not worth a full design doc.
  • OKR - A simple template for OKR with guiding policies.
  • Investment Memo - Template for writing an investment memo to capture the learning process before spending a large amount of money.

A key role of product management (PM), whether as the product-focused founder (CEO, CTO) or the PM leader, is making sure product development efforts are ==focused==.

• finite resources to market needs in the march towards product-market fit
• working furiously to maintain a competitive lead

Is process a bad thing? My guiding principle or golden rule of process is to never ask for something from someone that does not directly help them to get their own work done.

Product Roadmap in Telemetry​

Telemetry Framework​

When the tool overwhelms it isn’t used and so it doesn’t matter - e.g. a giant Gantt chart. The telemetry spreadsheet is more helpful.

This tool is the right level of complexity for projects from 10 to 5000 people in my experience.

benefits: it is a resources allocation guideline

• Any given person can look at their own work and know where they are and where it fits in
• At any time, one can see how much of the time (resource) overall is going to support a given project or goal
• Know which tasks are too far out, too big
• Know which resources are over-constrained