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.
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:
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.
(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.
I’m writing about one hundred things I’ve learned about being a product manager.
We’re product managers. We’re in charge of the future direction of our products. But when we start thinking about the requirements for a new product version, I bet we all make the same mistake when deciding what goes in.