Product management has evolved. Has your company?

I popped over to Bristol recently to guest host the Threads meetup. Threads is a monthly roundtable discussion for entrepreneurs and founders of technology scale-up businesses based in the South West of England.

This month’s topic was on product management in general. For most around the table, it was a completely or relatively new concept, so our lively discussion started with the fundamentals.

If you’re also interested in learning about the fundamentals of product management, handily I have a day’s training course that covers that very topic.

Contact me if you’d like to attend product management training.

You can find the write-up, with comments from me over on the Techspark blog.

59: Find the tipping point in your research

I bet you’ve found yourself in this situation. You’re trying to get your head around the main user problem your new product is going to solve. The thing is, for every question you try to answer, several more questions arise.

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Q&A: what kinds of questions should I be asking in discovery?

I was recently asked this question:

During the problem exploration phase, what kind of questions should I be asking and how do I go from 1000 problems to the core problems that will unlock the solution?

Read on for my answer:

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Q&A: how much evidence is sufficient for decision-making?

I was recently asked this question:

Do you have a rule of thumb for deciding how much evidence is sufficient for decision-making?  I often see decisions made on the basis of a sample of one.

Read on for my answer:

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33: The Field of Dreams is fiction

I’m writing about one hundred things I’ve learned as a product manager.

I was chatting with someone the other day about what it meant to be a product manager, not so much in terms of abstract qualities, but about their day-to-day role in a start-up and whether it differed much from working in a larger company.

In a start-up, I suggested, money is tight, so a product manager has even more responsibility than usual to ensure that, by the time the expensive development work starts, you’ve already done the product discovery.  It’s crucial to have a solid idea of what the product needs to be to solve the market problems identified.

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Drowning in product documentation? Start swimming – Part 1

(Updated from the original on 3 December 2015)

Do you spend more time writing documents about your product than actually managing it?

Many companies with a product management function become all caught up in the process, drowning themselves in increasing numbers of documents. These rapidly become overwhelming to manage, contain duplicated detail and ultimately obscure the real goal of product management, namely to create successful products.

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