Product = Customer x Business x Technology

• addressing usability risk is part of solving for the customer;
• addressing feasibility risk is part of solving for the technology;
• addressing business viability risk is part of solving for the business

What is a Product?

Pilares de um Produto

• Right Product (responsabilidade do gerente de produto): É preciso criar o produto certo. Significa um produto que o cliente ficou feliz, ou seja, foi validado. É entender o cliente, suas necessidades e como transformar estes requisitos em um software.
• Done Right (responsabilidade do time de engenharia): O produto atende aos requisitos, foi verificado.
• Managed right: Garante que atende a todos pontos de vista.

Responsabilidade do Product Manager

• Identificar problemas do cliente e compartilhar com o time
• Comunicar: em todos os níveis, dos analistas aos diretores. É preciso saber comunicar a visão, o problema que se está tentando resolver e os requisitos para alcançar o resultado.
• Liderar um processo, um time. Queira ou não, vc precisa liderar.
• Colaborar: com time e stakeholders.
• Ser obcecado pelo problema do cliente

The life of a true product manager (fonte: https://svpg.com/ceo-product-revisited/)

• a discussion with the legal counsel to better understand potential privacy issue
• a discussion with sales, marketing and finance regarding new pricing strategies
• a discussion with industry analysts around competitive landscape
• a discussion with sales and marketing around the capabilities of the sales channel
• a discussion with finance and legal about tax implications and considerations
• a discussion with marketing around alternative acquisition strategies
• a discussion with finance around costs, budgets and planning
• a discussion with business development around contracts and commitments
• a discussion with product marketing on launch timing and sales training
• a discussion with technology leadership on upcoming re-platforming efforts
• a discussion with the CEO on the status of specific reference customers
• a discussion with the data analyst on understanding some unusual user behavior
• a discussion with customer success on issues with the current product
• a discussion with the CISO about security considerations for a new effort

Pensamentos Gerais

• O pensamento para novos produtos deve ser: (i) Not to Big (or no one can adopt it); (ii) Not too small (you’ll be dismissed as a feature, not a product; (iii) Just Right (small enough to adopt, big enough to matter).
• O pensamento de “corrigir um problema”em produto deve ser analisado em uma matriz de (Raro x Frequente) x (Pequeno x Grande).

Base

• Mapear Jornada do Cliente
  • KSF – Key Success Factors de cada etapa da jornada
  • Principais Métricas de cada etapa (impacto e dependência entre elas)
• Concorrência battle cards

Referências

• Toolkit: https://community.uservoice.com/blog/best-product-management-tools/
• Product First Company: https://blog.intercom.com/building-product-first-company/
• 10 Great Customer Questions to Customers: https://www.productplan.com/questions-product-managers-ask-customers/
• https://qz.com/work/1346948/what-is-a-product-manager-job/
• https://medium.com/@gclaps/30-product-management-best-practices-9520125ba5ad
• https://firstround.com/review/how-to-craft-your-product-team-at-every-stage-from-pre-product-market-fit-to-hypergrowth/
• https://www.mindtheproduct.com/a-guide-to-breaking-into-product-management/
• https://productcoalition.com/how-to-create-a-great-product-strategy-6318810ca4f1