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.
If you’ve got 15 minutes handy, here’s an engaging and useful overview of Agile Product Ownership by Henrik Kniberg over on Crisp’s Blog. I also love the sketching tool he’s narrating over! (it’s ArtRage if you were wondering)
With the investment of a few hours’ effort, I doubled the speed of this WordPress blog and no coding was needed. This is great news if you’re a little intimidated by performance tuning. In this article I’m going to walk you through the steps I took.
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.
I’m originally from Edinburgh, despite the distinctly foreign-sounding surname. Running across the Firth of Forth from South Queensferry are road and rail bridges. The rail bridge is the older of the two and is a distinctive rust-brown colour, which settles it into its context both by blending in with the surrounding hills and countryside on sunny days, and by contrasting with the grey mist and clouds on overcast days.
There is a popular myth that in order to protect its metalwork from the salty ravages of the nearby North Sea, the bridge needed to be painted to keep it proofed against corrosion. The task took so long that, by the time the painters finished one job, it was immediately time to begin over.
It occurred to me recently that I’ve spent the best part of the last nine months getting to grips with our financial reporting so that we’d be able to define realistic targets for each of our thirty-odd software products and data sets. Now that I’ve just finished, I have seemingly a short lull before I have to begin over again.
Do you find it difficult to set appropriate financial targets for your product? Recently I’ve been attempting to simplify the process as part of my planning for my company’s next fiscal year and wanted to share an approach I’ve found helpful with you. I’ve created a straightforward spreadsheet, which you are welcome to download and adapt for your own purposes. Continue reading →
I once worked with a chap who managed an online service, which charged by amount of data stored. The service was popular and growing its revenues, however the P&L model assumed that data was stored compressed, when in fact the reverse was true. Thus, the more popular the service became, the more it lost money on running costs…
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.