“Roadmap” is the most overused word in product management because everyone asks for one. Every stakeholder wants a roadmap because it addresses different needs for different people. Executives want to know the strategy, sales want to know the timeline, and what no one seems to realize is that a roadmap doesn’t solve a problem or deliver a requirement.
Peer review is about quality—a structured approach to understanding whether or not your ideas fall into the category of worthwhile, meaningful or correct, and the benefit of colleagues evaluating product requirements and definitions.
Recently I helped two companies implement peer review.
You may remember the last time, I posted on selecting product management frameworks the big questions were which is the right one, how to implement a black and white concept in your team and what are the keys to getting a return on the investment?
Last time we determined that Product Management Frameworks can’t be implemented in in black and white; your team has been in place for years there are pre-existing processes that are not easy to change.
In 2012, a financial technology (FinTech) company found itself in a quandary. The product management team was stuck using an ad-hoc approach to get new products and enhancements to market. Amidst its nearly 100 product managers, the product leadership team admitted they didn’t know what type of essential product management framework process to adopt and use.
Prior to my career as a product manager, I was a quota-carrying, territory-based sales guy in business-to-business accounts. I was on the receiving end of product management training many times. Of course, the product managers are enthusiastic—they need to be, but I didn't like the training because they weren't answering the Top 10 Sales Questions.
How many times have you heard the word “interlock” in a software company? The concept is simple, but few know what it is and even fewer know how to launch products interlocked across the entire company. Yet, it is probably one of the most important processes you can master, especially for early stage companies.
A few years ago, a friend of mine recommended the book TopGrading by Brad Smart, Ph.D. One “a-ha” moment for me was the cost of hiring and retaining a team member that doesn’t work out (or is retained for less than two years). The costs are staggering; $100,000 for every $10,000 of compensation.