2. Chief Technology Officer
Allen Hurst
Founder, President
Chief Technology Officer

3. What do Product Managers do?

4. Product-y Things Pricing Market Analysis Market Strategy
Marketing Plan
Marketing Content
Competitive Analysis
Win/Loss Analysis
User Research
Product Strategy
Partner Strategy
Partner Management
Product Roadmap
Revenue Analysis/Projection
Product Evangelism
Customer Satisfaction/Retention
Product Market Fit
Personas
User Experience Design
Usage Analysis
Support Analysis
Software Requirements
Customer Communication
Executive Communication
Go to Market Strategy
Customer Stories
Sales Tools
Channel Strategy
Business Analysis

5. How do ambitious product managers see themselves?
CEO of the product
All product decisions go through me
I am in charge of everything

6. How does this work out?
Frustration
Unhappiness
Conflict

7. Agile Product Management
In the Real World

8. Agenda Product Management lacks a universal definition Context
Dissonance between orthodoxy and reality
Lessons in context
Defining and conforming to context -- establishing a mindset that functions in a context
Values / Practices / Tools
Values
Practices
Expectations
Pitfalls to Avoid
Tools

9. also you want to talk about

10. ? A Product Manager is ?: sometimes, sometimes not so much
The CEO of the Product ?
The Product Owner for the development team ?
Responsible for product strategy ?
Responsible for product marketing strategy ?
Accountable to customers for the product roadmap ?
In control of the product roadmap ?
The manager of everyone involved in achieving their responsibilities ?...
sometimes, sometimes not so much

13. The Obligatory What’s the difference between a
Product Owner and a Product Manager?
Vocabulary

14. Product Manager in Context
Startup, pre-revenue
Big product for governments
Growth stage, empowered product team
Multiple products, loose definition

15. Mindset is Key
Similar to agile coaching - no power, only influence, have to work within the context

16. Values / Practices / Tools
Establish the Universal
Best Practices
A Toolbox You Can Pull From

17. Values Achieving the goal over following a plan
Adhering to strategy over the pressure of the week
Impacting results over pleasing everyone
Following leadership over exclusion from influence
Adhering to context over adopting orthodoxy

18. Winning Practices Jobs to be Done GIST Planning
Presenting the Right Roadmap

19. Jobs To Be Done
Customers don’t buy products, they hire them to do a job created by a struggle they’re encountering
Two forces promote a new choice
The push of the situation (the struggle)
Magnetism of the new solution (imagining a new way)
Two forces block change
Habit of the present
Anxiety of the new solution
Takeaways
Speak to the struggling moment
Paint a colorful vision of the new way
Mitigate the anxiety of change

20. GIST Planning

21. Roadmaps A document built for a particular audience Tell a story
Think outside the box
Dates on the roadmap?
What are you accountable for?
What are the expectations?
Are they relevant?
Managing expectations

22. GO Product Roadmap

23. Aha Roadmap

25. Time Automate all imports Send daily reports Add container work items
Increase engagement
Goal:
Send daily reports
Add container work items
Composed work items | Query work items
Improve position against Aha
Goal:
Implement GIST roadmap report
Generate | Filter
Sync all work items
Improve integration with Jira
Goal:
Sync custom fields
Time

26. Alignment: Functional Expectations

27. Functional Expectations: Product Manager
Understand your stakeholders and determine your authority and non-negotiables
Explicitly define the expectations you are beholden to and set expectations with stakeholders of the impact you are capable of in light of those constraints
Do not claim more authority than you have
Do not be a victim
Embrace your role given your constraints and take pride in the influence you can achieve
Embrace a growth mindset
Be an influence in the areas you do not have authority over by earning a seat at the table
Be a consistent strategic voice at the table, earning buy-in to a sound product strategy while loyally adjusting to the direction set by leaders

28. What to Avoid

31. Revenue Irrelevance

32. Urgent > Strategic

33. Customer > Market

34. Pricing Last

35. Loss of Relevance

36. Toolbox

37. Tools worth considering
Product Vision Board
Balanced Product Scorecard
Customer Journey Map
One-Page Project Proposals

38. Books