I’m writing about one hundred things I’ve learned about being a product manager.
We product managers are a surprisingly upbeat bunch considering that we seem to spend a good proportion of our time making compromises. We very rarely get the opportunity to deliver everything we need in a product.
This shouldn’t come as a surprise, however. We very rarely have truly ultimate say-so on the scope of a project; there’s always someone higher ranking that likes to make their mark on the world. Similarly, technology has a habit of getting in the way sometimes. Or pesky compliance issues. And so on.
As a product manager, how do you know you’re doing your job well?
Depending on your personal motivations you may want to know for your own satisfaction, to give your boss evidence at your next pay review, or to give your résumé some teeth for your next job. This article outlines the problem with traditional metrics for product managers and offers some better alternatives for measuring success: communication, ideas, roadmapping, launch and end-of-life.
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