The Dangers of Thinking of Products as Features

Posted by on Feb 25, 2015 in Blogs and News, PMP |

Warning Sign

This post was originally published on Product Talk.

It’s easy to spend the majority of your time talking about features. You track features in your backlog. You schedule features on your roadmap. Your customers request features. Your sales team complaints about missing features. Almost everyone thinks of products as features. But if you want to build better products, you need to stop thinking about products as a collection of features.

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Product Manager – Strategic or Not?

Posted by on Feb 11, 2015 in Blogs and News, PMP |


This post was originally published on Tyner Blain.

Are product managers really involved in strategic discussions, or are we just order takers? Adrienne Tan has poked the beehive and started a great discussion with this article. Joining in from here, hopefully adding folks to the conversation. Check it out, and chime in here or on the brainmates blog.

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Your Customers are not Lab Rats

Posted by on Jan 29, 2015 in Blogs and News, PMP |

Your Customers are not Lab Rats

This post was originally published on On Product Management.

Everywhere you turn these days, someone is talking about running experiments and tests to understand your customers or target market.

They say things like:

  • use experiments to validate your ideas
  • A/B test responses to interface designs
  • build minimal solutions that can be built and released quickly to get ongoing feedback.
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Why Do Products Fail?

Posted by on Jan 22, 2015 in Blogs and News, PMP |

Why Do Products Fail?

This post was originally published on Tyner Blain.

Why do products fail? Trying to organize all of the reasons that your product might fail is a Herculean effort. Understanding how your product did, will, or might fail will help you focus on what you need to do next.

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Portfolio Management: Important, but Not Urgent…Yet

Posted by on Jan 8, 2015 in Blogs and News, PMP |

Portfolio Management

Product Portfolio management is one of those important but not urgent activities that we never seem to have time to do. It is often thought of as an academic exercise; however, good product managers and product team leaders know it should be done, but struggle to organize the effort. If they take the initiative, the activity can unravel very quickly into an over heated debate about which products should be in what quadrant and why.

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