Adele was a key contributor in creating Pragmatic’s methodology, which many in product management know and love. She followed her passion, founding the Buyer Persona Institute, where she has come up with some pretty cool tips and tricks for research that might improve your current research initiatives.
This is a big day for product managers. Finally, a book that brings together the expertise of some of the best product managers in the biz is weeks away from bringing organizations a deeper understanding of how to structure and clarify the product management role.
It’s no longer about your product; it’s all about the problems experienced by key stakeholders. It takes a strong understanding of one's market to carefully position your organization to keenly understand not only what those problems are, but what key stakeholders are trying to achieve. For those just getting started identifying and creating buyer personas, it can be an intimidating and overwhelming process. Here are some actionable steps for getting started with confidence.
Even with all the mental crunching and dedication of various members of a team to get a feature from concept to reality, there’s always something unexpected about actually releasing it into the wild. How do you know you’re ready to let that feature fly free?
Too few organizations fail to say anything about methods, motives and sources. The ability to be transparent and fully disclose aspects of product direction can be great for customer relationship management and creating key points of difference for your brand.
ProdCampers’ of Nashville did an amazing job with sponsorships, so registration is FREE (Yes, I said FREE.). Click here to learn more about the event that’s happening on September 28 at Belmont University’s Inman Center.
If you are attending, make sure to reach out! I'd love to meet up and share insights.
When meetings hit the spin cycle it's a waste of time and energy. Directionless conversations where the scope of feedback isn't doing anything to improve the quality of the output only lead to more meetings and unclear next steps. Whether you’re a product manager or a product marketing manager, you’ve often got your name wrapped around tasks that, by nature, are highly subjective. It's easy to get stuck or lose control to the complex committees that review these items.
Pretty early in your requirements writing days you get handed two pieces of information.  Requirements are the what, not the how. There’s this bright red line drawn in the sand (whether it gets crossed all the time depends on the organization). Okay, I get it.  Don’t tell development how to implement, or how to solve the what.
- What’s the line for quality assurance then?