Early on in my blog, I wrote one of my most popular posts – 4 key ways to spot a successful product manager – about measuring the performance of product managers. The problem is that a lot – and I mean a huge amount – has changed in product management, and my own approach, since I wrote it.
I found myself describing to Martin Eriksson at his recent book launch some work I did at the UK’s Ministry of Justice on measuring product manager performance. So here’s an update to my original article from a real-life case study.
The sales team: one of the topics about which product managers seem to vent most. The relationship between product management and the sales team can work well, but more often than not it’s a source of frustration for both sides. And if your company is in the business of selling products, it’s in your best interests to fix this problem. Here are three ways companies can build a better sales team.
I’m writing about one hundred things I’ve learned about being a product manager.
Knowledge is power for product managers, but you have to gather and interpret the right metrics. I use these seven key performance indicators (KPIs) to keep track of my customers and to identify products that need some love and attention. I hope that you can use similar KPIs to expand your customer insight and to drive better performance.
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.