It's Not a Meeting l

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來自 University of Virginia 的課程

Digital Product Management: Modern Fundamentals

427 個評分

University of Virginia

Digital Product Management: Modern Fundamentals

427 個評分

Not so long ago, the job of product manager was about assessing market data, creating requirements, and managing the hand-off to sales/marketing. Maybe you’d talk to a customer somewhere in there and they’d tell you what features they wanted. But companies that manage product that way are dying. Being a product person today is a new game, and product managers are at the center of it. Today, particularly if your product is mostly digital, you might update it several times a day. Massive troves of data are available for making decisions and, at the same time, deep insights into customer motivation and experience are more important than ever. The job of the modern product manager is to charter a direction and create a successful working environment for all the actors involved in product success. It’s not a simple job or an easy job, but it is a meaningful job where you’ll be learning all the time. This course will help you along your learning journey and prepare you with the skills and perspective you need to: Create the actionable focus to successfully manage your product (week 1) Focus your work using modern product management methods (week 2) Manage new products and explore new product ideas (week 3) Manage and amplify existing products (week 4) This course is ideal for current product or general managers interested in today's modern product management methods. This course was developed with the generous support of the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.

從本節課中

Amplifying an Existing Product

If you want a product that does more than make a big splash, you’ll need to apply what you’ve learned here every week, every sprint to keep that product fresh and relevant. It’s not hard to let a great product get sidetracked and become irrelevant to its users--this happens all the time. Some figures show the portion of features on successful products that are regularly used to be well under 50%. Yikes! In this week, we’ll look at how successful product managers keep their products fresh and focused on valuable outcomes for their users. You’ll learn how to put a focused, sustainable, program in place to keep your product competitive.

Managing a Channel or Modality1:58

Nastia Root on Being a Growth PM5:11

It's Not a Meeting l5:14

It's Not a Meeting II7:49

Course and week close: Let's Not Make This Good-Bye0:34

與講師見面

Alex Cowan
Faculty & Batten Fellow
Darden School of Business

You're the product manager for a successful existing product.

Probably, your network of collaborators is growing,

they're more people that you're working with and a big part of

your job is to create that happy interdisciplinary intersection,

that's a great product,

and a profitable product,

and a durable product.

How do you do that? Well, for most of us meetings are too long and too many.

If an employee in the USA,

the fully loaded cost is $10,0000 a year,

then that is $56 an hour.

If we get six people together for an hour,

that costs the company $336.

Many people will schedule several of these a week and, maybe,

they spend a couple of grand in meetings every week,

and yet they probably don't have the spending authority

to buy 100 bucks under other circumstances.

Meetings are these weird kind of paradox of modern work life.

And so here, we're going to talk a little bit about how as

a product manager you can create better interactions among these people,

spend less time and create more valuable outcomes for everybody.

In the spirit of the way we've been working,

I'm going to organize these around a few problems to be solved.

And there's six of them.

We'll step through each of them here.

Sharing project visibility. How do we do that?

Well, if you have been around agile at all,

you are probably familiar with these three questions,

which are answered at the daily standup.

The daily standup gets like kind of made fun of because it's

one of these things in agile that if a company does it,

they say we have achieved agile, which is,

of course, kind of a silly thing to say or think.

But it is useful,

I mean, it's there for a reason.

And the deal is if you don't know you have a small agile team of dedicated team,

of somewhere on the order of 5-10 people let's say,

they are the ones that answer these questions.

If they need to discuss anything specific,

they take that offline after the meeting.

Other people in some dispositions of agile are allowed to attend

this meeting but they're not allowed to butt in and start asking questions and stuff.

And so this is a pretty effective way to share visibility.

If each person takes just a few minutes to answer these questions,

and you're a 5-10-person team,

it's not going to be a long meeting.

And why do they called it daily standup? Because people stand.

The goal is not to sit around and chat,

it's to share this visibility and then get out and start doing some actual work.

Another great thing, if you're in

the unfortunate circumstance of

not having a dedicated team that you're working with on your product,

a great thing to do is to create a project room.

So even if everybody is unfortunately working on a couple of different things, maybe,

you can get everybody to agree that

from 2:00 PM to 5:00 PM that's when we work on our project together.

And you can create a project room,

you can put your story map,

if you remember up there,

with your storyboard squares.

Maybe you have a Kanban board where you are moving your story

across from idea to completion.

These are, in agile,

things that we call information radiators.

And so the project room can be a great place to kind of

organically or sort of share project visibility by osmosis.

We talked about, the story map is just such a great tool

to help you on this job of deciding what to build and how to build it.

Stories are not a specification,

they are an input into the development process to

drive better discussions about what to build and how to build it.

And that's really important because people

understand a lot less of what we tell them or what we write for them than we think.

There's this great study that I first saw in the book, Made To Stick,

by the Heath brothers where one party taps out a song.

That wasn't very good,

but say I tapped out a song you would understand like Happy Birthday,

or Row Row Row Your Boat,

and the job of the counter-party that they're tapping

to is to see if they recognize the song.

And the amazing result of this study,

I think it was done at UCSD,

was that 74%, if I remember right,

of the tappers thought that, yes,

my counter-party understood what the song was,

but only like seven percent of them actually did.

So if you think about that,

what if you write all these stories and stuff and

the developers are only understanding a tenth of what you think they're understanding.

That's a pretty shocking result, right?

So this is why it is so important to co-create stories and to keep them visible.

A great way to do it, for example,

is you create these storyboards or co-create them,

write the epic stories and then use the storyboards and

the epics to work with your development team in a story writing workshop.

Just a session you guys block out to do this together,

where they write the child stories and you guys iterate through them together.

Even if you get the exact same quality of story that you would have written by yourself,

you may have made

a 10x difference in how well they're actually understood when they go and implement them.

So I would really consider that as you're deciding what to build and how to build it.

The asymmetry of information,

the variability of understanding is probably a lot greater than you think,

and that good product manager works really hard to resolve that.

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