Compete to be unique, says Ellen Chisa.
In Summary: Product competition can be scary but blindness to competition can be fatal for your product. Every MBA will tell you that the best designed product doesn’t always win, the product that scores market traction does.
For Product Managers, tracking (and beating) your competition comes down to 3 simple tactics: focus on your goal, be constantly curious about the space you are in and own the features that make your product unique.
Building the best product AND staying ahead of your competition is the secret formula of success.
Think MVP, Aha! and AARRR, says Songkick's Dan Quine.
In Summary: From Pirate Metrics to the 'Aha!' moment, the 80/20 rule to the (in)famous MVP, Dan takes us on a tour of the main methods he believes are effective for Product Managers with small teams & limited resources.
Finally, he highlights the importance of product discovery (finding out what people want) vs product delivery (building it to quality) and why Product Teams must be equally good at both. As a Product Manager you get to declare: we have finished learning about this feature, now let’s start over and build it right.
Get chunking, says UserVoice's Heather McCluskey.
In Summary: The Product Backlog can contain anything: bugs, enhancements, new features, issues, even risks. Some might require only a few hours, while others might require weeks or even months of work.
Each time you touch your backlog, you’re using up your most precious resource: time. But, as it remains the 'single source of truth', it’s in a Product Manager's interest to keep it in a format that is easy to review, re-order and execute.
Chunk your backlog work out so that you can do it in small bursts.
Your product is a utility, not a destination, says Paul Boag from Boagworks.
In Summary: It's easy to convince ourselves that people want to use our products. But the truth is they are tools for achieving a goal. People only want to use your product for the smallest amount of time.
The reason for Uber's success is simple: they create a frictionless experience. No struggling to hail a cab, find the right money, calculate a tip, ask for receipts or worry the driver is ripping you off. Uber deal with it all and more.
Instead of trying to make users care about their products, Product Managers should start investing in making their experience easy. Instead of trying to maximise user engagement, they should minimise it.
Good products, like babies, need time says VLTLabs' Mabel Tan.
In Summary: After 9 months as a Product Manager, Mabel has some great observations about the job: nobody really knows what you, most mistakes start as communication failures and (often) the best thing you can do is stay out of the way.
Although processes can be useful, you need to remain fluid and, above all, try to avoid knee-jerk mandate requests. Good product takes time and anything that needs to be delivered 'right away' is often worthless long term.