DELIBR PRODUCT MANAGEMENT GLOSSARY
Product management is a difficult and wide-ranging area to learn, and there are a lot of different terms that pop up from time to time. To make handling this a little bit easier, we have put together a glossary with some of the key terms to learn.
Agile values refer to the 4 agile values outlined in the Agile Manifesto. Drawn together in 2001, it is a set of guiding principles for product development teams. The values are formulated so that each of them states that one thing should be valued more than another.
Agile values refer to the 4 agile values outlined in the Agile Manifesto. Drawn together in 2001, it is a set of guiding principles for product development teams. The values are formulated so that each of them states that one thing should be valued more than another.
Affinity grouping is the collation of individual ideas into similar themes. It is often used in brainstorming sessions, in which individuals record their ideas on a post-it or similar, and all collective ideas are then subsequently grouped into clusters with shared affinity. Affinity grouping helps identify a few different idea clusters that can then more easily be prioritized and taken action upon.
Affinity grouping is the collation of individual ideas into similar themes. It is often used in brainstorming sessions, in which individuals record their ideas on a post-it or similar, and all collective ideas are then subsequently grouped into clusters with shared affinity. Affinity grouping helps identify a few different idea clusters that can then more easily be prioritized and taken action upon.
Acceptance criteria is a pragmatic approach to agreeing on how to confirm that a user story has been developed. The given-when-then format is common to use for describing how the product should behave in different scenarios, but the type and format of acceptance criteria used varies depending on situation.
Acceptance criteria is a pragmatic approach to agreeing on how to confirm that a user story has been developed. The given-when-then format is common to use for describing how the product should behave in different scenarios, but the type and format of acceptance criteria used varies depending on situation.
A/B testing is a quantitative research method that product managers can use to compare two alternatives. The idea is to have one alternative A and one alternative B and to randomly select what user goes where, and then compare which alternative performs best.
A/B testing is a quantitative research method that product managers can use to compare two alternatives. The idea is to have one alternative A and one alternative B and to randomly select what user goes where, and then compare which alternative performs best.
AIDA stands for Attention, Interest, Desire, Action. It is a marketing funnel framework that looks at the journey of prospective customers until they sign up. As product managers (PMs) naturally gravitate towards what happens after customers sign up, this is an especially relevant framework for them to think about. A PM should know how user come to their product and why.
AIDA stands for Attention, Interest, Desire, Action. It is a marketing funnel framework that looks at the journey of prospective customers until they sign up. As product managers (PMs) naturally gravitate towards what happens after customers sign up, this is an especially relevant framework for them to think about. A PM should know how user come to their product and why.
Amazon 6-pages is a method pioneered by Jeff Bezos at Amazon. The idea is that powerpoint slides and presentations are a waste of time, and that it is better to first express and elaborate the thinking on a topic in writing, and then to begin meetings with participants reading that text, and only after that to have a well-informed discussion.
Amazon 6-pages is a method pioneered by Jeff Bezos at Amazon. The idea is that powerpoint slides and presentations are a waste of time, and that it is better to first express and elaborate the thinking on a topic in writing, and then to begin meetings with participants reading that text, and only after that to have a well-informed discussion.
Assumption Mapping is a method product managers can use to evaluate the risks with a product or feature before building it, to guide experiments to conduct and adaptation of the solution.
Assumption Mapping is a method product managers can use to evaluate the risks with a product or feature before building it, to guide experiments to conduct and adaptation of the solution.
The Business Model Canvas is a framework that is helpful when trying to quickly get a holistic and strategic perspective on a particular business. It is a template that ensures thinking across the value proposition, the customer, as well ass operational and financial aspects.
The Business Model Canvas is a framework that is helpful when trying to quickly get a holistic and strategic perspective on a particular business. It is a template that ensures thinking across the value proposition, the customer, as well ass operational and financial aspects.
Buy-a-feature is a prioritization tool when refining a product. It is based on a game format whereby stakeholders are provided with a fixed amount of money to spend on the features they prefer. Each feature is proportionally priced on its estimated development cost.
Buy-a-feature is a prioritization tool when refining a product. It is based on a game format whereby stakeholders are provided with a fixed amount of money to spend on the features they prefer. Each feature is proportionally priced on its estimated development cost.
Backlog grooming, also commonly known as backlog refinement, is a regularly recurring session to keep a product team's backlog in ship shape. Namely that the backlog up-to-date and to ensure that there are sufficient backlog items ready for upcoming sprints.
Backlog grooming, also commonly known as backlog refinement, is a regularly recurring session to keep a product team's backlog in ship shape. Namely that the backlog up-to-date and to ensure that there are sufficient backlog items ready for upcoming sprints.
A concept review is a high-level evaluation of different or competing concepts, where there is already some sense of how they could be implemented. It is typically attended by product managers (PMs) together with a product's stakeholders and the objective is to identify those concepts that should be greenlighted for further investment and be built.
A concept review is a high-level evaluation of different or competing concepts, where there is already some sense of how they could be implemented. It is typically attended by product managers (PMs) together with a product's stakeholders and the objective is to identify those concepts that should be greenlighted for further investment and be built.
Customer journey mapping is a method for understanding the experience of a user, including not only during actual use of a product, but also covering adjacent experiences. A customer journey map brings together and illustrates all the touchpoints a user experiences for a certain scenario, both physical and digital, and also includes an attempt to describe the thoughts, feelings, and overall satisfaction of the user throughout.
Customer journey mapping is a method for understanding the experience of a user, including not only during actual use of a product, but also covering adjacent experiences. A customer journey map brings together and illustrates all the touchpoints a user experiences for a certain scenario, both physical and digital, and also includes an attempt to describe the thoughts, feelings, and overall satisfaction of the user throughout.
The 3Cs is a method stating that user stories have have three critical aspects, Card, Conversation, and Confirmation. The Card is just the name of the user story, the Conversation is everything that is said, and the Confirmation are the agreed criteria for when the user story should be considered done.
The 3Cs is a method stating that user stories have have three critical aspects, Card, Conversation, and Confirmation. The Card is just the name of the user story, the Conversation is everything that is said, and the Confirmation are the agreed criteria for when the user story should be considered done.
The customer development process is a 2 phase, 4 step customer centric framework and provides a systematic approach to validating assumptions about your product that will actually meet customer needs.
The customer development process is a 2 phase, 4 step customer centric framework and provides a systematic approach to validating assumptions about your product that will actually meet customer needs.
The Double Diamond is a framework originallty used by designers for developing physical products, that has gained popularity in software development. It can help product managers first ensure that they solve the right problem, before diving in to thinking about the solution.
The Double Diamond is a framework originallty used by designers for developing physical products, that has gained popularity in software development. It can help product managers first ensure that they solve the right problem, before diving in to thinking about the solution.
Dual-track agile is an Agile approach whereby discovery and delivery in the product management process are split into 2 parallel tracks.
Dual-track agile is an Agile approach whereby discovery and delivery in the product management process are split into 2 parallel tracks.
The Design Sprint is a method that condenses the tenets of Design Thinking into a fixed one-week schedule where a team works together with set agenda and artefacts to use each day. The focus across the weekdays are: Understand the problem space and set a goal, come up with a multitude of different solutions, decide and elaborate on the solution, design prototype test, validate solution in test with real users.
The Design Sprint is a method that condenses the tenets of Design Thinking into a fixed one-week schedule where a team works together with set agenda and artefacts to use each day. The focus across the weekdays are: Understand the problem space and set a goal, come up with a multitude of different solutions, decide and elaborate on the solution, design prototype test, validate solution in test with real users.
DAU stands for Daily Active Users and MAU stands for Monthly Active Users. DAU / MAU is the ratio between the two, and is an expression of how engaged users are with a product. A ratio of 1 means that all users come back every day, i.e. incredible engagement, whereas a ratio of 1/30 is as bad as it gets.
DAU stands for Daily Active Users and MAU stands for Monthly Active Users. DAU / MAU is the ratio between the two, and is an expression of how engaged users are with a product. A ratio of 1 means that all users come back every day, i.e. incredible engagement, whereas a ratio of 1/30 is as bad as it gets.
The 4 Ds of time management is a framework to help you down-prioritize doing tasks that come your way, based on 4 different tactics. It is sometimes also known as the 5 Ds, but the last D is not really a tactic. The Ds are: Delete, Delegate, Defer, Diminish, Do.
The 4 Ds of time management is a framework to help you down-prioritize doing tasks that come your way, based on 4 different tactics. It is sometimes also known as the 5 Ds, but the last D is not really a tactic. The Ds are: Delete, Delegate, Defer, Diminish, Do.
Every step of a product's development from start to finish is known as end-to-end development. This can be applied to an end-to-end iteration of the product management process, going from strategy -> discovery -> ideation -> prioritisation -> definition -> refinement -> development -> evaluation.
Every step of a product's development from start to finish is known as end-to-end development. This can be applied to an end-to-end iteration of the product management process, going from strategy -> discovery -> ideation -> prioritisation -> definition -> refinement -> development -> evaluation.
In the world of agile software development, teams use epics and user stories to refer to requirements that deliver value to end-users. The main difference between the two is that user stories are small, lightweight requirements while epics are larger. his, in turn, means that developing one epic is a bigger investment than one user story. Because the investment is bigger, teams generally go through a more rigorous process of defining, validating, and rolling them out compared to individual user stories.
In the world of agile software development, teams use epics and user stories to refer to requirements that deliver value to end-users. The main difference between the two is that user stories are small, lightweight requirements while epics are larger. his, in turn, means that developing one epic is a bigger investment than one user story. Because the investment is bigger, teams generally go through a more rigorous process of defining, validating, and rolling them out compared to individual user stories.
The Eisenhower Matrix is a method for prioritizing tasks. It is sometimes also referred to as the Urgent / Important Matrix. The main benefit of the matrix is the introduction of the distinction of urgent vs important, helping the user to avoid pursuing things that seem high priority because they have a near-term deadline.
The Eisenhower Matrix is a method for prioritizing tasks. It is sometimes also referred to as the Urgent / Important Matrix. The main benefit of the matrix is the introduction of the distinction of urgent vs important, helping the user to avoid pursuing things that seem high priority because they have a near-term deadline.
Feature usage denote different ways to measure the engagement of a feature after it has been deployed. Measures can include number/share of users that have tried the feature, frequence of use for users that use the feature, as well as specific measures relating to how the feature is used.
Feature usage denote different ways to measure the engagement of a feature after it has been deployed. Measures can include number/share of users that have tried the feature, frequence of use for users that use the feature, as well as specific measures relating to how the feature is used.
Feature factory is a derogatory term to describe organisations focused on churning out features rather than solving problems for customers.
Feature factory is a derogatory term to describe organisations focused on churning out features rather than solving problems for customers.
The Four Big Risks is a framework to help product managers consider what could go wrong, before moving ahead to actually develop a feature. The four risks are: Value risk (users won't buy or want to use it), Usability risk (users won't be able to use it), Feasibility risk (it will be harder to build than thought), and Business Viability risk (it will not fit with our overall business model).
The Four Big Risks is a framework to help product managers consider what could go wrong, before moving ahead to actually develop a feature. The four risks are: Value risk (users won't buy or want to use it), Usability risk (users won't be able to use it), Feasibility risk (it will be harder to build than thought), and Business Viability risk (it will not fit with our overall business model).
Feature refinement is the step in the product management process where team and stakeholders collaborate to figure out and agree on how to build and ship a feature.
Feature refinement is the step in the product management process where team and stakeholders collaborate to figure out and agree on how to build and ship a feature.
A full-stack development team is a team that does product development encompassing both front-end and back-end from start to finish. For product managers, it is hugely beneficial to work with a full stack team, as it helps them perform develop the product end-to-end with the same team, working across the entire product management process.
A full-stack development team is a team that does product development encompassing both front-end and back-end from start to finish. For product managers, it is hugely beneficial to work with a full stack team, as it helps them perform develop the product end-to-end with the same team, working across the entire product management process.
A feature request is an ask from a user to make a certain change to your product. The three main categories are bug report, improvement suggestion, and request for a new feature.
A feature request is an ask from a user to make a certain change to your product. The three main categories are bug report, improvement suggestion, and request for a new feature.
General availability is the release of a product to the general public and is distributed through the company’s standard sales channel. This is opposed to a limited and/ or beta release, which is used primarily for testing and generating user feedback and is often done under more controlled conditions, including security testing and compliance. Furthermore, a limited release may only be available to consumers in a specific location.
General availability is the release of a product to the general public and is distributed through the company’s standard sales channel. This is opposed to a limited and/ or beta release, which is used primarily for testing and generating user feedback and is often done under more controlled conditions, including security testing and compliance. Furthermore, a limited release may only be available to consumers in a specific location.
The Hook Model is a 4 step approach to habit-forming product development. The model is about curating user behavior with enough frequency to create day-to-day habits. It is from the book Hooked by behavioral economist Nir Eyal, a top product management book.
The Hook Model is a 4 step approach to habit-forming product development. The model is about curating user behavior with enough frequency to create day-to-day habits. It is from the book Hooked by behavioral economist Nir Eyal, a top product management book.
The Ideal Customer Profile (ICP) describes the characteristics of the profitable customers. It does this by looking both at how hard and costly the customer will be to acquire and how valuable the customer will be once signed up. An ICP covers both the type of company and the persons at the company to approach, and more specifically looks not only at general characteristics, but also on situational characteristics.
The Ideal Customer Profile (ICP) describes the characteristics of the profitable customers. It does this by looking both at how hard and costly the customer will be to acquire and how valuable the customer will be once signed up. An ICP covers both the type of company and the persons at the company to approach, and more specifically looks not only at general characteristics, but also on situational characteristics.
Impact Mapping is a method for breaking down goals to make them more actionable. The method takes a desired goal as a starting point, and then breaks it down, first by actors that can impact the goal, then for each actor how they could impact the goal, and lastly what deliverable could drive each such impact.
Impact Mapping is a method for breaking down goals to make them more actionable. The method takes a desired goal as a starting point, and then breaks it down, first by actors that can impact the goal, then for each actor how they could impact the goal, and lastly what deliverable could drive each such impact.
ICE prioritization is a scoring model where a numerical value (one to ten) is assigned each to an idea's Impact, Confidence and Ease and the ICE score is deduced by multiplying the 3 values. ICE is a fast and straightforward framework for prioritising features which is an important part of the product management process.
ICE prioritization is a scoring model where a numerical value (one to ten) is assigned each to an idea's Impact, Confidence and Ease and the ICE score is deduced by multiplying the 3 values. ICE is a fast and straightforward framework for prioritising features which is an important part of the product management process.
An innovation funnel is a process used by organizations to systematically capture ideas which are then filtered through a funnel. It is usually the product manager who ultimately decides which ideas make it through and are prioritized, if at all, and how for further development. Simply put, it is a method to capture and filter innovative and viable ideas for the product manager's consideration and is part of the product discovery process.
An innovation funnel is a process used by organizations to systematically capture ideas which are then filtered through a funnel. It is usually the product manager who ultimately decides which ideas make it through and are prioritized, if at all, and how for further development. Simply put, it is a method to capture and filter innovative and viable ideas for the product manager's consideration and is part of the product discovery process.
Jira is an issue tracking tool, developed by Atlassian, for software development teams to track stories, epics, bugs and other tasks. The Jira platform includes Jira Core (basic project-management tool, designed for non-technical teams) and Jira Service Desk (an add-on developed for IT teams), but it is Jira Software that is used by software development teams.
Jira is an issue tracking tool, developed by Atlassian, for software development teams to track stories, epics, bugs and other tasks. The Jira platform includes Jira Core (basic project-management tool, designed for non-technical teams) and Jira Service Desk (an add-on developed for IT teams), but it is Jira Software that is used by software development teams.
Jira is a tool for managing the product backlog of work items for the development team. User stories are a type of item in the backlog. It makes sense to use Jira for managing work with user stories.
Jira is a tool for managing the product backlog of work items for the development team. User stories are a type of item in the backlog. It makes sense to use Jira for managing work with user stories.
Jobs-to-be-done is an approach for understanding the motivations of users of products. The approach is to remove the product from the equation, and to instead look at it as the user wanting help with a job. The approach is often used by product managers, as it gives a new perspective on the success criteria for their product, as well as who the competitors are.
Jobs-to-be-done is an approach for understanding the motivations of users of products. The approach is to remove the product from the equation, and to instead look at it as the user wanting help with a job. The approach is often used by product managers, as it gives a new perspective on the success criteria for their product, as well as who the competitors are.
The Kano model is a framework used to prioritize features. It is a good complement to other prioritization frameworks as it looks at what is expected to differentiate on the type of satisfaction a feature will drive - does it merely remove dissatisfaction or does it create excitement.
The Kano model is a framework used to prioritize features. It is a good complement to other prioritization frameworks as it looks at what is expected to differentiate on the type of satisfaction a feature will drive - does it merely remove dissatisfaction or does it create excitement.
LeSS (Large Scale Scrum) is a multi-team framework for organizations that want to scale agile across multiple teams working on the same product. At its core, LeSS is about how to apply the goals, principles, and key elements of Scrum in a large scale context.
LeSS (Large Scale Scrum) is a multi-team framework for organizations that want to scale agile across multiple teams working on the same product. At its core, LeSS is about how to apply the goals, principles, and key elements of Scrum in a large scale context.
Lean product development or lean software development is an adaptation of Toyota's lean manufacturing, to the context of developing software products. Like the original, it aims to reduce lead times and operating costs, as well as improve product quality.
Lean product development or lean software development is an adaptation of Toyota's lean manufacturing, to the context of developing software products. Like the original, it aims to reduce lead times and operating costs, as well as improve product quality.
Lo-fi / hi-fi stands for low / high fidelity, the degree of exactness with the intended final design. As product teams work with different features to potentially build, they can be much more effective is they learn to work with increasing degrees of fidelity.
Lo-fi / hi-fi stands for low / high fidelity, the degree of exactness with the intended final design. As product teams work with different features to potentially build, they can be much more effective is they learn to work with increasing degrees of fidelity.
A minimum viable product, commonly referred to as an MVP, is the minimal experiment or product required to validate whether it would be worthwhile to invest in developing a more fully-fledged version of a specific product or feature.
A minimum viable product, commonly referred to as an MVP, is the minimal experiment or product required to validate whether it would be worthwhile to invest in developing a more fully-fledged version of a specific product or feature.
A Market Development Strategy is an expansion plan put in place to introduce an organization's product or solution to users in new markets they are not yet currently serving.
A Market Development Strategy is an expansion plan put in place to introduce an organization's product or solution to users in new markets they are not yet currently serving.
A minimum lovable product (MLP) is a product or feature that is very slimmed down in terms of both design and engineering effort, but that still manages to create a strong positive response from users. It is often done as the next step after feedback has been received on an MVP.
A minimum lovable product (MLP) is a product or feature that is very slimmed down in terms of both design and engineering effort, but that still manages to create a strong positive response from users. It is often done as the next step after feedback has been received on an MVP.
MoSCoW is a method for splitting the different requirements for a feature into different categories of priority. The name MoSCoW is helpful in remembering the categories, as they are: Must, Should, Could, and Won't - corresponding to each of the capitalized letters.
MoSCoW is a method for splitting the different requirements for a feature into different categories of priority. The name MoSCoW is helpful in remembering the categories, as they are: Must, Should, Could, and Won't - corresponding to each of the capitalized letters.
A North Star is a metric with strong predictive value for the long-term success of a customer. The idea is to find a metric that corresponds with the amount of value created for the customer, thereby making it a better metric to work towards than even revenue.
A North Star is a metric with strong predictive value for the long-term success of a customer. The idea is to find a metric that corresponds with the amount of value created for the customer, thereby making it a better metric to work towards than even revenue.
Needfinding is an observational process of identifying a customer need that they themselves have not articulated or indeed are unaware of. It focuses on observing and deducing unmet needs rather than customer wants.
Needfinding is an observational process of identifying a customer need that they themselves have not articulated or indeed are unaware of. It focuses on observing and deducing unmet needs rather than customer wants.
Now-Next-Later is a roadmap format that helps product managers strike a balance of communicating to their stakeholders what they plan to work on over time, while at the same time not making specific feature promises that risk pulling them towards becoming a feature factory.
Now-Next-Later is a roadmap format that helps product managers strike a balance of communicating to their stakeholders what they plan to work on over time, while at the same time not making specific feature promises that risk pulling them towards becoming a feature factory.
The Net Promoter Score (NPS) is the most commonly used measurement of customer satisfaction. It is based on simply asking users how likely they are to recommend the product to others on a scale of 0-10, and the responses are then calculated as a score from -100 to 100, where 20 is considered good and 40 is considered great.
The Net Promoter Score (NPS) is the most commonly used measurement of customer satisfaction. It is based on simply asking users how likely they are to recommend the product to others on a scale of 0-10, and the responses are then calculated as a score from -100 to 100, where 20 is considered good and 40 is considered great.
An Opportunity Solution Tree, also known as an Opportunity Tree, is an artefact that can be used to bridge problem and solution discovery. Like the name suggests, the artefact is structured as a tree. In successive levels it cascades down from Outcome -> Opportunity -> Solution -> Experiment.
An Opportunity Solution Tree, also known as an Opportunity Tree, is an artefact that can be used to bridge problem and solution discovery. Like the name suggests, the artefact is structured as a tree. In successive levels it cascades down from Outcome -> Opportunity -> Solution -> Experiment.
One page / one hour is both a method and a pledge that teams of product managers can take together. If they do, they commit to not spend more than one hour and to not write more than one page, before bringing their thinking to the team for feedback. It is particularly useful for PRD-writing, but is also useful across many other areas, and also for other teams beyond PMs.
One page / one hour is both a method and a pledge that teams of product managers can take together. If they do, they commit to not spend more than one hour and to not write more than one page, before bringing their thinking to the team for feedback. It is particularly useful for PRD-writing, but is also useful across many other areas, and also for other teams beyond PMs.
To increase the ratio of outcomes / output is a crucial but counter-intuitive goal of product managers (PMs). To maximize customer outcomes seems straight forward, but many balk at aiming to minimize feature outputs. The key to understanding is that from the PM's perspective, the amount of feature output the development team can produce is fixed, and so the goal of the PM becomes finding the smallest version of every feature that fulfills the customer outcomes.
To increase the ratio of outcomes / output is a crucial but counter-intuitive goal of product managers (PMs). To maximize customer outcomes seems straight forward, but many balk at aiming to minimize feature outputs. The key to understanding is that from the PM's perspective, the amount of feature output the development team can produce is fixed, and so the goal of the PM becomes finding the smallest version of every feature that fulfills the customer outcomes.
OKRs stands for "Objectives and Key Results" and is a framework for goal setting. OKRs seek to resolve the tension between the qualitative and quantitative aspects of goals, by combining them using the formula: I will [Objective] as measured by [set of Key Results]. By not including any the exact action to be taken to reach the goal, the framework also encourages team autonomy.
OKRs stands for "Objectives and Key Results" and is a framework for goal setting. OKRs seek to resolve the tension between the qualitative and quantitative aspects of goals, by combining them using the formula: I will [Objective] as measured by [set of Key Results]. By not including any the exact action to be taken to reach the goal, the framework also encourages team autonomy.
Product enablement encompasses all the specific departmental learning programs and materials available in an organization that aims to improve functional product knowledge. Ultimately it is about elevating the product knowledge across the organization internally to boost employee performance. Product enablement is thus tailored for each department so they have access to the relevant product knowledge to perform optimally. Additionally, a centralized approach to product enablement ensures cross-functional teams are synchronized.
Product enablement encompasses all the specific departmental learning programs and materials available in an organization that aims to improve functional product knowledge. Ultimately it is about elevating the product knowledge across the organization internally to boost employee performance. Product enablement is thus tailored for each department so they have access to the relevant product knowledge to perform optimally. Additionally, a centralized approach to product enablement ensures cross-functional teams are synchronized.
A Products Requirements Document (PRD), also known as a product brief or a product specification, is used by product managers (PMs) to put the thinking about a feature in writing and as a starting-point for future collaboration.
A Products Requirements Document (PRD), also known as a product brief or a product specification, is used by product managers (PMs) to put the thinking about a feature in writing and as a starting-point for future collaboration.
PESO is a framework for categorizing marketing channels and stands for Paid, Earned, Social and Owned. For product managers (PMs), it is important to think about how different feature launches can be handed over to marketing in the rollout plan, and then it is helpful to make sure that different types of marketing channels are properly covered.
PESO is a framework for categorizing marketing channels and stands for Paid, Earned, Social and Owned. For product managers (PMs), it is important to think about how different feature launches can be handed over to marketing in the rollout plan, and then it is helpful to make sure that different types of marketing channels are properly covered.
A persona is an archetype for a type of user, based on grouping many similar users together and synthesizing their attributes into a single fictive user with a name. Great products are developed with empathy for the user. However, it is not possible to emphasize with a multitude of users directly. By working with personas, that becomes possible.
A persona is an archetype for a type of user, based on grouping many similar users together and synthesizing their attributes into a single fictive user with a name. Great products are developed with empathy for the user. However, it is not possible to emphasize with a multitude of users directly. By working with personas, that becomes possible.
Product marketing is a functional area that lies in between product management and marketing communications. The goal of product marketing is to make sure that the products developed both can be, and are, marketed effectively.
Product marketing is a functional area that lies in between product management and marketing communications. The goal of product marketing is to make sure that the products developed both can be, and are, marketed effectively.
The 4Ps of marketing are Product, Price, Place, and Promotion, often also called the "Marketing Mix". This framework is especially relevant for product managers, as it helps them see that their core focus area is one out of 4 closely interrelated aspects of marketing. The 4Ps can help PMs consider how they can best support the entire business.
The 4Ps of marketing are Product, Price, Place, and Promotion, often also called the "Marketing Mix". This framework is especially relevant for product managers, as it helps them see that their core focus area is one out of 4 closely interrelated aspects of marketing. The 4Ps can help PMs consider how they can best support the entire business.
Pirate metrics are a set of metrics can describe the performance of a product across the marketing funnel. They are called Pirate metrics, as the acronym AAARRR sounds a bit like "aargh", i.e. something a pirate would say. There exact letters vary, but the use of Awareness-Acquisition-Activation-Retention-Revenue-Referral is common.
Pirate metrics are a set of metrics can describe the performance of a product across the marketing funnel. They are called Pirate metrics, as the acronym AAARRR sounds a bit like "aargh", i.e. something a pirate would say. There exact letters vary, but the use of Awareness-Acquisition-Activation-Retention-Revenue-Referral is common.
A product brief, also known as a product specification or a product requirements document (PRD), is used by product managers (PMs) to put the thinking about a feature in writing.
A product brief, also known as a product specification or a product requirements document (PRD), is used by product managers (PMs) to put the thinking about a feature in writing.
QFD is a methodology for carefully listening to the voice of the customer and then translating their needs and expectations into technical requirements in order to satisfy and delight them. It was first developed in the automotive industry in Japan in the 1960s.
QFD is a methodology for carefully listening to the voice of the customer and then translating their needs and expectations into technical requirements in order to satisfy and delight them. It was first developed in the automotive industry in Japan in the 1960s.
QA Engineering aims to improve the software development process by detecting errors and preventing defects. Therefore a QA Engineer must have a robust knowledge of the product and be an integral part of the product team.
QA Engineering aims to improve the software development process by detecting errors and preventing defects. Therefore a QA Engineer must have a robust knowledge of the product and be an integral part of the product team.
RICE is a prioritization framework used by product managers to quickly identify what ideas, initiatives and/ or features to prioritize, which is an important part of the product management process. Core to the framework is the formula (Reach x Impact x Confidence) / Effort.
RICE is a prioritization framework used by product managers to quickly identify what ideas, initiatives and/ or features to prioritize, which is an important part of the product management process. Core to the framework is the formula (Reach x Impact x Confidence) / Effort.
Rapid experimentation is an agile approach to product development where hypotheses are tested and assumptions are validated by conducting frequent experiments to discover and test new ideas. Experiments are data-driven and successful ideas are quickly identified to be iterated and further optimized. The approach is often adopted by high-growth startups.
Rapid experimentation is an agile approach to product development where hypotheses are tested and assumptions are validated by conducting frequent experiments to discover and test new ideas. Experiments are data-driven and successful ideas are quickly identified to be iterated and further optimized. The approach is often adopted by high-growth startups.
A strategic roadmap is a plan that visualizes how an organization will achieve it's vision in the long term. It will include key milestones within a given timeframe and becomes a guide for prioritizing ideas and resources.
A strategic roadmap is a plan that visualizes how an organization will achieve it's vision in the long term. It will include key milestones within a given timeframe and becomes a guide for prioritizing ideas and resources.
The six thinking hats is an excellent framework by Edward de Bono for having discussions that are more structured and balanced. The idea is that all thoughts and statements can be put in one of six categories. As a pedagogical device, the categories are represented by six hats.
The six thinking hats is an excellent framework by Edward de Bono for having discussions that are more structured and balanced. The idea is that all thoughts and statements can be put in one of six categories. As a pedagogical device, the categories are represented by six hats.
Story points are a format to express estimates on how much developer time it will take to complete a user story. There is no unified definition of how big a story point is, as that varies between teams, and they are meant to be a rough and not an estimate measure, but for many teams a story points come to mean roughly one day of work for one developer.
Story points are a format to express estimates on how much developer time it will take to complete a user story. There is no unified definition of how big a story point is, as that varies between teams, and they are meant to be a rough and not an estimate measure, but for many teams a story points come to mean roughly one day of work for one developer.
The Spotlight framework helps categorize customer feedback based on the underlying issue. By looking at the type of questions being asked, it categorized feedback into three underlying issues: User Experience issues, Product Marketing issues, Positioning issues.
The Spotlight framework helps categorize customer feedback based on the underlying issue. By looking at the type of questions being asked, it categorized feedback into three underlying issues: User Experience issues, Product Marketing issues, Positioning issues.
At some companies that split the role of Product Manager (PM) into external-facing and internal-facing, the internal-facing role is called Technical Product Manager (TPM). At some other companies the internal-facing role is called Product Owner (PO). Regardless of what the role is called, the focus typically lies on the Refinement and Development steps of the product management process.
At some companies that split the role of Product Manager (PM) into external-facing and internal-facing, the internal-facing role is called Technical Product Manager (TPM). At some other companies the internal-facing role is called Product Owner (PO). Regardless of what the role is called, the focus typically lies on the Refinement and Development steps of the product management process.
Trust is the foundation for all relationships, and the trust equation describes the factors that drive trust in any personal or professional relationship.
Trust is the foundation for all relationships, and the trust equation describes the factors that drive trust in any personal or professional relationship.
USER is a framework for triage of product feedback. It can be used both for user feedback and for handling internal ideas. USER stands for the 4 steps to be applied to incoming feedback: Understand (the point of the feedback), Scrub (away if not relevant), Extract (a theme by clustering feedback and mapping to user problems), Rank (once at this stage vs other potential features).
USER is a framework for triage of product feedback. It can be used both for user feedback and for handling internal ideas. USER stands for the 4 steps to be applied to incoming feedback: Understand (the point of the feedback), Scrub (away if not relevant), Extract (a theme by clustering feedback and mapping to user problems), Rank (once at this stage vs other potential features).
A user flow is a type of diagram that shows the different paths a user can take when performing (or trying to perform) a certain task or use case. They are useful for product teams to make sure they have properly thought through all relevant scenarios.
A user flow is a type of diagram that shows the different paths a user can take when performing (or trying to perform) a certain task or use case. They are useful for product teams to make sure they have properly thought through all relevant scenarios.
Use cases is a method for capturing, modelling and specifying product requirements. It was first presented by Swedish computer scientist Ivar Jacobson in 1987. This is 14 years before the Agile Manifesto was published. By the standards of the world of computer science, use cases is an ancient method.
Use cases is a method for capturing, modelling and specifying product requirements. It was first presented by Swedish computer scientist Ivar Jacobson in 1987. This is 14 years before the Agile Manifesto was published. By the standards of the world of computer science, use cases is an ancient method.
The idea with a user story map is to be able to have a conversation across several user stories with team and stakeholders. Generally, the approach is to visually place the user stories so that they tell a bigger story together, still from a user standpoint.
The idea with a user story map is to be able to have a conversation across several user stories with team and stakeholders. Generally, the approach is to visually place the user stories so that they tell a bigger story together, still from a user standpoint.
User stories are lightweight requirements phrased in a way that focuses on the end-user and the desired outcome. They typically live in the product backlog and should be articulated in a simple language that outlines for who and how they will generate value.
User stories are lightweight requirements phrased in a way that focuses on the end-user and the desired outcome. They typically live in the product backlog and should be articulated in a simple language that outlines for who and how they will generate value.
The value vs effort matrix is a simple 4 quadrant prioritization matrix with Value on the Y-axis and Effort on the X-axis. It provides a rough gauge for product managers to quickly do feature prioritization, part of the product management process.
The value vs effort matrix is a simple 4 quadrant prioritization matrix with Value on the Y-axis and Effort on the X-axis. It provides a rough gauge for product managers to quickly do feature prioritization, part of the product management process.
Product Validation Techniques are different tests and experiments that aim to make sure that the feature described in a PRD will succeed, before investing the developer time to build it.
Product Validation Techniques are different tests and experiments that aim to make sure that the feature described in a PRD will succeed, before investing the developer time to build it.
Weighted scoring is a prioritization approach by assigning a numerical value to a list of items based on a cost-benefit analysis that is weighted against an organization's objectives. Product managers can use the framework for feature prioritization, in the product management process.
Weighted scoring is a prioritization approach by assigning a numerical value to a list of items based on a cost-benefit analysis that is weighted against an organization's objectives. Product managers can use the framework for feature prioritization, in the product management process.
