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Bogdan Onyshchenko: Як стати кращим Продакт Менеджером? 11 порад з особистого досвіду.

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Lviv Startup Club
Lviv Startup Club

This document provides 11 tips for becoming a better product manager from personal experience. The tips include starting to say "no" to focus efforts, having a single product backlog as the source of truth, managing stakeholders effectively through grouping, being aware of company politics, being involved in many areas of product development, making decisions based on data and empirical evidence, delaying releases if work is unfinished, planning one's own agenda, focusing on the product success over personal success, and committing to continuous learning from mistakes.

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Як стати кращим Продакт Менеджером? 11 порад з особистого досвіду. Богдан Онищенко 29.05.2021
Start saying „No” to people
Saying “No” to people • Your capacity to develop new things is limited. The appetites of your customers and stakeholders are infinite. Saying “No” creates focus. • In order to refuse taking something in your backlog you must establish a transparent criteria for selection/ordering of backlog items. • If you don’t start saying “No” – you will spend more and more time on the things that will NEVER be done.
Product Backlog Release Plan Product Roadmap Budget forecast Product Backlog Separate Project Plans
One Product Backlog to rule them all • There must be only one Product Backlog, which is a single source of requirements for all your developers and single source of truth for your stakeholders. • Roadmaps, reports, release and project plans should derive from a Product Backlog. • Challenge bureaucratic procedures that produce waste and you will spend less time doing it.
Stakeholder management • All animals stakeholders are equal, but some animals stakeholders are more equal than the others. • Try to break stakeholders into groups and minimize the time needed to manage them.
Stakeholder management
Politics always exists and is important Dies in Season 1 Dies in Season 7 Lives
Politics always exists and is important • Almost all organizations have politics involved in such areas: strategy and decision making, budgeting, promotions etc. • Primary objective of a Product Manager is delivering maximum possible value to your customers/users. You will only be able to do so if you’re aware of the ‘rules of the game.’
You should be omnipresent PRODUCT DEVELOPERS STAKEHOLDERS CUSTOMERS/USERS Product Vision and Roadmap Backlog Refinement Budget Experiments Sales and up sales Understand the trade offs Value measures Focus groups Competition research Utilizing latest technology Company goals A/B Testing Marketing trends Iteration planning Prioritization User interviews
You should be omnipresent • Product Management domain is extremely wide. It’s advised to get involved in as many areas as possible. • It allows having sufficient empirical data to support making best decisions at any given time. • If Product Manager is not empowered enough or neglects part of responsibilities – there’s a risk of making critical decisions based upon incomplete or misleading data.
Last Responsible Moment
Last Responsible Moment • LRM – a strategy of delaying commitment and keeping important and irreversible decisions open until the cost of not making a decision becomes greater than the cost of making a decision. • Works perfectly fine for Product Managers that can decide later, having as much data as possible to support the decision.
Lower daily involvement as product grows
Lower daily involvement as product grows • Currently the trend is to define products as wide as possible. This allows a Product Manager to have THE BIG picture available. • Understandably, such Product Manager won’t have as much time to spend on daily routine. Those things must be delegated.
Data Driven Decision Making
Data Driven Decision Making • Run frequent experiments and validate your assumptions early. This will lead to more focus and less waste. • Each product release must be evaluated against existing metrics. Product Manager should understand its’ impact. • Further course of product development must be guided by empirical evidence, not guesses or wishful thinking.
Never release undone work
Never release undone work • Every single bug that gets to the customer implies reputation losses, adds technical debt, reduces transparency and undermines trust. • It’s better to be honest and delay a release rather than rush it with bugs inside.
Plan your own agenda • Don’t let others plan your agenda for you • Make sure to plan your day/week with minimum necessities • Let part of your agenda be emergent • Leave time for creativity and learning
It’s about your product, not you • Stay humble. You succeed if your product succeeds and vice versa. • The goal is to make a product better. So, foster an environment where learning is more important than being right. • You and your team will make lots of mistakes. Make sure the cost of those mistakes is low and outweighed by valuable learnings.
Вебінар “Запитай професійного Скрам тренера” 9 червня Тренінг Professional Scrum Product Owner (PSPO I) 11 – 13 червня
Bogdan Onyshchenko: Як стати кращим Продакт Менеджером? 11 порад з особистого досвіду.
Bogdan Onyshchenko: Як стати кращим Продакт Менеджером? 11 порад з особистого досвіду.

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Bogdan Onyshchenko: Як стати кращим Продакт Менеджером? 11 порад з особистого досвіду.

  • 1. Як стати кращим Продакт Менеджером? 11 порад з особистого досвіду. Богдан Онищенко 29.05.2021
  • 3. Saying “No” to people • Your capacity to develop new things is limited. The appetites of your customers and stakeholders are infinite. Saying “No” creates focus. • In order to refuse taking something in your backlog you must establish a transparent criteria for selection/ordering of backlog items. • If you don’t start saying “No” – you will spend more and more time on the things that will NEVER be done.
  • 4. Product Backlog Release Plan Product Roadmap Budget forecast Product Backlog Separate Project Plans
  • 5. One Product Backlog to rule them all • There must be only one Product Backlog, which is a single source of requirements for all your developers and single source of truth for your stakeholders. • Roadmaps, reports, release and project plans should derive from a Product Backlog. • Challenge bureaucratic procedures that produce waste and you will spend less time doing it.
  • 6. Stakeholder management • All animals stakeholders are equal, but some animals stakeholders are more equal than the others. • Try to break stakeholders into groups and minimize the time needed to manage them.
  • 8. Politics always exists and is important Dies in Season 1 Dies in Season 7 Lives
  • 9. Politics always exists and is important • Almost all organizations have politics involved in such areas: strategy and decision making, budgeting, promotions etc. • Primary objective of a Product Manager is delivering maximum possible value to your customers/users. You will only be able to do so if you’re aware of the ‘rules of the game.’
  • 10. You should be omnipresent PRODUCT DEVELOPERS STAKEHOLDERS CUSTOMERS/USERS Product Vision and Roadmap Backlog Refinement Budget Experiments Sales and up sales Understand the trade offs Value measures Focus groups Competition research Utilizing latest technology Company goals A/B Testing Marketing trends Iteration planning Prioritization User interviews
  • 11. You should be omnipresent • Product Management domain is extremely wide. It’s advised to get involved in as many areas as possible. • It allows having sufficient empirical data to support making best decisions at any given time. • If Product Manager is not empowered enough or neglects part of responsibilities – there’s a risk of making critical decisions based upon incomplete or misleading data.
  • 13. Last Responsible Moment • LRM – a strategy of delaying commitment and keeping important and irreversible decisions open until the cost of not making a decision becomes greater than the cost of making a decision. • Works perfectly fine for Product Managers that can decide later, having as much data as possible to support the decision.
  • 14. Lower daily involvement as product grows
  • 15. Lower daily involvement as product grows • Currently the trend is to define products as wide as possible. This allows a Product Manager to have THE BIG picture available. • Understandably, such Product Manager won’t have as much time to spend on daily routine. Those things must be delegated.
  • 17. Data Driven Decision Making • Run frequent experiments and validate your assumptions early. This will lead to more focus and less waste. • Each product release must be evaluated against existing metrics. Product Manager should understand its’ impact. • Further course of product development must be guided by empirical evidence, not guesses or wishful thinking.
  • 19. Never release undone work • Every single bug that gets to the customer implies reputation losses, adds technical debt, reduces transparency and undermines trust. • It’s better to be honest and delay a release rather than rush it with bugs inside.
  • 20. Plan your own agenda • Don’t let others plan your agenda for you • Make sure to plan your day/week with minimum necessities • Let part of your agenda be emergent • Leave time for creativity and learning
  • 21. It’s about your product, not you • Stay humble. You succeed if your product succeeds and vice versa. • The goal is to make a product better. So, foster an environment where learning is more important than being right. • You and your team will make lots of mistakes. Make sure the cost of those mistakes is low and outweighed by valuable learnings.
  • 22. Вебінар “Запитай професійного Скрам тренера” 9 червня Тренінг Professional Scrum Product Owner (PSPO I) 11 – 13 червня