Daniel Zacarias says don't confuse a backlog with a long list.
In Summary: There's a tendency amongst Product Managers to place every idea, requirement, customer suggestion and bug on the backlog. But this only serves to create an unmanageable list.
Daniel's solution is to go beyond the typical dimensions of length (amount of items), and width (range of functional areas) by adding depth as well. Depth refers to the degree of granularity of each item and makes it easier to sort each one into 'now, 'next' or 'later' boxes.
Daniel uses 4 boards in his role as a PM: Roadmap, Epics, Engineering and Kanban in addition to a Sandbox for collecting ideas.
Charles Du, UX Ninja for NASA and Apple amongst others, opens his Product Management toolbox.
In Summary: Charles organises his list of tools by when they’re used in the product lifecycle (from ideation to launch). There are tools for brainstorming, tools for flow diagrams, tools for wireframes, tools for prototyping and tools for backlog management. Some 'up-and-coming' alongside old favourites here.
Ben Schippers from HappyFunCorp on why users have different priorities to engineers in how they approach products.
In Summary: Product development is initially the exploration of what software can do, before deciding what it should do. Engineers are pioneers, working at the frontier of the possible. They enjoy playing with the technology and pushing it further.
But great products aren’t about technology, they're about helping real people live their lives better. Good product design means limiting the choices a product offers to the user. Good product management successfully resolves these 2 opposing forces.
Iulia Porneala, organiser of the Product Management Festival in Zurich dispels some myths about Agile Product Management.
In Summary: Agile does NOT equal no planning! In fact the essence of Agile means being proactive — having a plan, while being flexible enough to change that plan when necessary. By maintaining a focus on prioritisation, business value and communication, Product Managers can plan ahead but remain Agile at the same time.
Barron Ernst gets back to basics, another tribute to Ben Horowitz' landmark essay Good PM / Bad PM.
In Summary: There are plenty of posts describing the Product Manager role, but it's always worthwhile keeping an eye on how the definition of the role changes vs. what remains the same over time.
Barron believes the heart of the role is the PM's relationship with engineers (and the air cover you can provide for them) but also calls out emotional intelligence, internal politics and an affinity with how other functions (especially marketing and operations) interrelate as key.
Nils Davis says building a great product is actually the third most important thing you need to think about.
In Summary: Citing the global vitamin industry and Craigslist as examples of how bad products can still succeed, Nils believes startups should prioritise solving a market problem before they spend time building a great product.
The more important the market problem your product solves, the less polished your product has to be.
People will buy a product they think solves a big problem, even if it doesn’t.