THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different. PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort.

PRODUCT MANAGEMENT

If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions. Read more. 20 responses. Brandon Chu in The Black Box of Product Management. Jan 7, 2018. THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are THE FIRST PRINCIPLES OF PRODUCT MANAGEMENT The first principles of Product Management can be reduced to: A. Maximize impact to the mission: develop a product strategy that maximizes the impact to an organization’s mission given a set of inputs. B. Accomplish everything through others: PMs do not directly build or operate the product, instead they enable those around them to

do it better.

MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF A Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different. PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort.

PRODUCT MANAGEMENT

If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions. Read more. 20 responses. Brandon Chu in The Black Box of Product Management. Jan 7, 2018. THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are THE FIRST PRINCIPLES OF PRODUCT MANAGEMENT The first principles of Product Management can be reduced to: A. Maximize impact to the mission: develop a product strategy that maximizes the impact to an organization’s mission given a set of inputs. B. Accomplish everything through others: PMs do not directly build or operate the product, instead they enable those around them to

do it better.

MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF A Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

LATEST STORIES PUBLISHED ON THE BLACK BOX OF PRODUCT Managing and Developing Product Managers. If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions ABOUT THE BLACK BOX OF PRODUCT MANAGEMENT Read more about The Black Box of Product Management. Shining light on

the PM discipline.

SEARCH – THE BLACK BOX OF PRODUCT MANAGEMENT Search writing on The Black Box of Product Management Shining light on

the PM discipline.

PRODUCT MANAGEMENT

If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions. Read more. 20 responses. Brandon Chu in The Black Box of Product Management. Jan 7, 2018. THE BLACK BOX OF PRODUCT MANAGEMENT Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

STORIES – THE BLACK BOX OF PRODUCT MANAGEMENT Stories – The Black Box of Product Management. The Black Box of Product Management. Shining light on the PM discipline. More information. Followers. 19.1K. Elsewhere. Brandon Chu in The Black Box of Product Management. Oct 6, 2016. MANAGING AND DEVELOPING PRODUCT MANAGERS Human icons from flaticon.com A. Product Performance. The theoretically perfect way to assess a PMs is through the performance of the products they manage. In practice, however, that can only be one of the inputs, because of how difficult it is to measure reliably:. Products often require a long time horizon to know if they’re successful — The time it takes to build and launch a

product is

UX – THE BLACK BOX OF PRODUCT MANAGEMENT MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. APPLYING LEVERAGE AS A PRODUCT MANAGER Product managers exert the most leverage through vision and strategy — the rest is optimization. Vision and Strategy are foundational. They provide the direction, the inspiration, and enable a group of people to execute as a team. Scope and Backlog are optimizations. They accelerate progress towards a known destination. DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different.

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort. THE FIRST PRINCIPLES OF PRODUCT MANAGEMENT The first principles of Product Management can be reduced to: A. Maximize impact to the mission: develop a product strategy that maximizes the impact to an organization’s mission given a set of inputs. B. Accomplish everything through others: PMs do not directly build or operate the product, instead they enable those around them to

do it better.

MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF A Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different.

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort. THE FIRST PRINCIPLES OF PRODUCT MANAGEMENT The first principles of Product Management can be reduced to: A. Maximize impact to the mission: develop a product strategy that maximizes the impact to an organization’s mission given a set of inputs. B. Accomplish everything through others: PMs do not directly build or operate the product, instead they enable those around them to

do it better.

MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF A Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. LATEST STORIES PUBLISHED ON THE BLACK BOX OF PRODUCT Managing and Developing Product Managers. If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions ABOUT THE BLACK BOX OF PRODUCT MANAGEMENT Read more about The Black Box of Product Management. Shining light on

the PM discipline.

ARCHIVE OF STORIES PUBLISHED BY THE BLACK BOX OF PRODUCT Managing and Developing Product Managers. If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions THE BLACK BOX OF PRODUCT MANAGEMENT If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity².

PRODUCT MANAGEMENT

If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions. Read more. 20 responses. Brandon Chu in The Black Box of Product Management. Jan 7, 2018. STORIES – THE BLACK BOX OF PRODUCT MANAGEMENT Stories – The Black Box of Product Management. The Black Box of Product Management. Shining light on the PM discipline. More information. Followers. 19.1K. Elsewhere. Brandon Chu in The Black Box of Product Management. Oct 6, 2016. MANAGING AND DEVELOPING PRODUCT MANAGERS Human icons from flaticon.com A. Product Performance. The theoretically perfect way to assess a PMs is through the performance of the products they manage. In practice, however, that can only be one of the inputs, because of how difficult it is to measure reliably:. Products often require a long time horizon to know if they’re successful — The time it takes to build and launch a

product is

A BAD PRODUCT DECISION. I OFTEN WONDER IF I SHOULD HAVE I find that so little is shared by product managers about their failures, which sucks for newbies because it perpetuates the illusion that all these other PMs execute flawlessly, when in fact most are making mistakes all the time.. This is a story about a really bad product decision I made early on in my career as PM at FreshBooks. APPLYING LEVERAGE AS A PRODUCT MANAGER Product managers exert the most leverage through vision and strategy — the rest is optimization. Vision and Strategy are foundational. They provide the direction, the inspiration, and enable a group of people to execute as a team. Scope and Backlog are optimizations. They accelerate progress towards a known destination. DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different.

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort. THE FIRST PRINCIPLES OF PRODUCT MANAGEMENT The first principles of Product Management can be reduced to: A. Maximize impact to the mission: develop a product strategy that maximizes the impact to an organization’s mission given a set of inputs. B. Accomplish everything through others: PMs do not directly build or operate the product, instead they enable those around them to

do it better.

MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF A Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different.

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort. THE FIRST PRINCIPLES OF PRODUCT MANAGEMENT The first principles of Product Management can be reduced to: A. Maximize impact to the mission: develop a product strategy that maximizes the impact to an organization’s mission given a set of inputs. B. Accomplish everything through others: PMs do not directly build or operate the product, instead they enable those around them to

do it better.

MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF A Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. LATEST STORIES PUBLISHED ON THE BLACK BOX OF PRODUCT Managing and Developing Product Managers. If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions ABOUT THE BLACK BOX OF PRODUCT MANAGEMENT Read more about The Black Box of Product Management. Shining light on

the PM discipline.

ARCHIVE OF STORIES PUBLISHED BY THE BLACK BOX OF PRODUCT Managing and Developing Product Managers. If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions THE BLACK BOX OF PRODUCT MANAGEMENT If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity².

PRODUCT MANAGEMENT

If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions. Read more. 20 responses. Brandon Chu in The Black Box of Product Management. Jan 7, 2018. STORIES – THE BLACK BOX OF PRODUCT MANAGEMENT Stories – The Black Box of Product Management. The Black Box of Product Management. Shining light on the PM discipline. More information. Followers. 19.1K. Elsewhere. Brandon Chu in The Black Box of Product Management. Oct 6, 2016. MANAGING AND DEVELOPING PRODUCT MANAGERS Human icons from flaticon.com A. Product Performance. The theoretically perfect way to assess a PMs is through the performance of the products they manage. In practice, however, that can only be one of the inputs, because of how difficult it is to measure reliably:. Products often require a long time horizon to know if they’re successful — The time it takes to build and launch a

product is

A BAD PRODUCT DECISION. I OFTEN WONDER IF I SHOULD HAVE I find that so little is shared by product managers about their failures, which sucks for newbies because it perpetuates the illusion that all these other PMs execute flawlessly, when in fact most are making mistakes all the time.. This is a story about a really bad product decision I made early on in my career as PM at FreshBooks. APPLYING LEVERAGE AS A PRODUCT MANAGER Product managers exert the most leverage through vision and strategy — the rest is optimization. Vision and Strategy are foundational. They provide the direction, the inspiration, and enable a group of people to execute as a team. Scope and Backlog are optimizations. They accelerate progress towards a known destination. DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different.

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort.

PRODUCT MANAGEMENT

If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions. Read more. 20 responses. Brandon Chu in The Black Box of Product Management. Jan 7, 2018. THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF A Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

CRAIG MILLER ON BEING SHOPIFY’S CPO, MARKETING BY AN Description: In our first episode ever, I speak with Craig Miller, the former CPO & CMO of Shopify and a company legend. He joined the company when it was worth less than $100M and 70 employees, and by the time he left it had grown to over $130 BILLION and 10k employees. THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different.

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort.

PRODUCT MANAGEMENT

If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions. Read more. 20 responses. Brandon Chu in The Black Box of Product Management. Jan 7, 2018. THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF A Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

CRAIG MILLER ON BEING SHOPIFY’S CPO, MARKETING BY AN Description: In our first episode ever, I speak with Craig Miller, the former CPO & CMO of Shopify and a company legend. He joined the company when it was worth less than $100M and 70 employees, and by the time he left it had grown to over $130 BILLION and 10k employees. LATEST STORIES PUBLISHED ON THE BLACK BOX OF PRODUCT Managing and Developing Product Managers. If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions ABOUT THE BLACK BOX OF PRODUCT MANAGEMENT Read more about The Black Box of Product Management. Shining light on

the PM discipline.

THE BLACK BOX OF PRODUCT MANAGEMENT Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

SEARCH – THE BLACK BOX OF PRODUCT MANAGEMENT Search writing on The Black Box of Product Management Shining light on

the PM discipline.

STORIES – THE BLACK BOX OF PRODUCT MANAGEMENT Stories – The Black Box of Product Management. The Black Box of Product Management. Shining light on the PM discipline. More information. Followers. 19.1K. Elsewhere. Brandon Chu in The Black Box of Product Management. Oct 6, 2016. THE FIRST PRINCIPLES OF PRODUCT MANAGEMENT The first principles of Product Management can be reduced to: A. Maximize impact to the mission: develop a product strategy that maximizes the impact to an organization’s mission given a set of inputs. B. Accomplish everything through others: PMs do not directly build or operate the product, instead they enable those around them to

do it better.

MANAGING AND DEVELOPING PRODUCT MANAGERS Human icons from flaticon.com A. Product Performance. The theoretically perfect way to assess a PMs is through the performance of the products they manage. In practice, however, that can only be one of the inputs, because of how difficult it is to measure reliably:. Products often require a long time horizon to know if they’re successful — The time it takes to build and launch a

product is

UX – THE BLACK BOX OF PRODUCT MANAGEMENT MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. APPLYING LEVERAGE AS A PRODUCT MANAGER Product managers exert the most leverage through vision and strategy — the rest is optimization. Vision and Strategy are foundational. They provide the direction, the inspiration, and enable a group of people to execute as a team. Scope and Backlog are optimizations. They accelerate progress towards a known destination. DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different.

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of THE FIRST PRINCIPLES OF PRODUCT MANAGEMENT The first principles of Product Management can be reduced to: A. Maximize impact to the mission: develop a product strategy that maximizes the impact to an organization’s mission given a set of inputs. B. Accomplish everything through others: PMs do not directly build or operate the product, instead they enable those around them to

do it better.

THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort. MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF AEXAMPLES OF BUSINESS PARTNERSHIPSLIST OF PARTNERSHIP BUSINESSESP HENDEL PRODUCTS PARTNERSHIPSUNCOR ENERGY PRODUCTS PARTNERSHIPPRODUCT DEVELOPMENT FIRMPRODUCT DEVELOPMENT LLC Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different.

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of THE FIRST PRINCIPLES OF PRODUCT MANAGEMENT The first principles of Product Management can be reduced to: A. Maximize impact to the mission: develop a product strategy that maximizes the impact to an organization’s mission given a set of inputs. B. Accomplish everything through others: PMs do not directly build or operate the product, instead they enable those around them to

do it better.

THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort. MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF AEXAMPLES OF BUSINESS PARTNERSHIPSLIST OF PARTNERSHIP BUSINESSESP HENDEL PRODUCTS PARTNERSHIPSUNCOR ENERGY PRODUCTS PARTNERSHIPPRODUCT DEVELOPMENT FIRMPRODUCT DEVELOPMENT LLC Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. LATEST STORIES PUBLISHED ON THE BLACK BOX OF PRODUCT Managing and Developing Product Managers. If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions ABOUT THE BLACK BOX OF PRODUCT MANAGEMENT Read more about The Black Box of Product Management. Shining light on

the PM discipline.

SEARCH – THE BLACK BOX OF PRODUCT MANAGEMENT Search writing on The Black Box of Product Management Shining light on

the PM discipline.

THE BLACK BOX OF PRODUCT MANAGEMENT Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

TECH – THE BLACK BOX OF PRODUCT MANAGEMENT Managing and Developing Product Managers. If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions STORIES – THE BLACK BOX OF PRODUCT MANAGEMENT Stories – The Black Box of Product Management. The Black Box of Product Management. Shining light on the PM discipline. More information. Followers. 19.1K. Elsewhere. Brandon Chu in The Black Box of Product Management. Oct 6, 2016. MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. MANAGING AND DEVELOPING PRODUCT MANAGERS Human icons from flaticon.com A. Product Performance. The theoretically perfect way to assess a PMs is through the performance of the products they manage. In practice, however, that can only be one of the inputs, because of how difficult it is to measure reliably:. Products often require a long time horizon to know if they’re successful — The time it takes to build and launch a

product is

A BAD PRODUCT DECISION. I OFTEN WONDER IF I SHOULD HAVE I find that so little is shared by product managers about their failures, which sucks for newbies because it perpetuates the illusion that all these other PMs execute flawlessly, when in fact most are making mistakes all the time.. This is a story about a really bad product decision I made early on in my career as PM at FreshBooks. APPLYING LEVERAGE AS A PRODUCT MANAGER Product managers exert the most leverage through vision and strategy — the rest is optimization. Vision and Strategy are foundational. They provide the direction, the inspiration, and enable a group of people to execute as a team. Scope and Backlog are optimizations. They accelerate progress towards a known destination. THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different.

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of THE FIRST PRINCIPLES OF PRODUCT MANAGEMENT The first principles of Product Management can be reduced to: A. Maximize impact to the mission: develop a product strategy that maximizes the impact to an organization’s mission given a set of inputs. B. Accomplish everything through others: PMs do not directly build or operate the product, instead they enable those around them to

do it better.

THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort. MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF AEXAMPLES OF BUSINESS PARTNERSHIPSLIST OF PARTNERSHIP BUSINESSESP HENDEL PRODUCTS PARTNERSHIPSUNCOR ENERGY PRODUCTS PARTNERSHIPPRODUCT DEVELOPMENT FIRMPRODUCT DEVELOPMENT LLC Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. THE BLACK BOX OF PRODUCT MANAGEMENTA BAD PRODUCT DECISIONSTORIESPRODUCT MANAGEMENTRUTHLESS PRIORITIZATIONARCHIVEDEADLINES Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

RUTHLESS PRIORITIZATION. ALL HIGH FUNCTIONING TEAMS MUST A Framework for Prioritization. Prioritization in product management can be broken down into two scopes: Prioritization between projects — this is about determining what project your team should do next.; Prioritizing work within a project —this is about how efficiently you can execute a project.; As we’ll see, the way we should tackle each of these scopes is very different.

BY BRANDON CHU

Product Management is the by-product of two exponential forces being exerted on a company. Speed: The company exists in an industry where the rate of technological innovation is accelerating. Scale: Growth in the company’s product, organization, and customers are creating complexity. Speed is an exponential force because with every period of THE FIRST PRINCIPLES OF PRODUCT MANAGEMENT The first principles of Product Management can be reduced to: A. Maximize impact to the mission: develop a product strategy that maximizes the impact to an organization’s mission given a set of inputs. B. Accomplish everything through others: PMs do not directly build or operate the product, instead they enable those around them to

do it better.

THE TIME VALUE OF SHIPPING. UNPACKING “SHIPPING AS A As with the time value of money, the time value of shipping is a simple idea: delivering customer value now is worth more than delivering value later. If you choose to deliver value later, you need to account for inflation in user expectations, and your eventual product needs to be much better to compensate.. The differences in the trajectories of the customer expectation and value curves are PRODUCT MANAGEMENT MENTAL MODELS FOR EVERYONE Product Management Mental Models for Everyone. Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual and used to make faster and better decisions. Here’s an example: the Pareto Principle states that roughly 80% of all outputs comes from 20% of the effort. MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. PRODUCT PARTNERSHIPS (PT. 1/2)— THE MAKING OF AEXAMPLES OF BUSINESS PARTNERSHIPSLIST OF PARTNERSHIP BUSINESSESP HENDEL PRODUCTS PARTNERSHIPSUNCOR ENERGY PRODUCTS PARTNERSHIPPRODUCT DEVELOPMENT FIRMPRODUCT DEVELOPMENT LLC Stripe and Lyft:. Stripe powers Lyft’s payments. Stripe gets distribution, Lyft gets payment utility outside of it’s core competency. In the long term, Lyft could build its own payment processing and capture more margin, but Stripe defends against that by providing even more utility.. Spotify & Uber: MVPM: MINIMUM VIABLE PRODUCT MANAGER MVPM: Minimum Viable Product Manager. You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline. Long ago, as a young PM padawan,

it

DEADLINES. FOR AS LONG AS I’VE BEEN WORKING IN… It really is a great conference. See why so many developers build on Shopify.. Unite brings together thousands of people from our ecosystem, and on top of building the products themselves, our teams spend hundreds of hours preparing for presentations and workshops. LATEST STORIES PUBLISHED ON THE BLACK BOX OF PRODUCT Managing and Developing Product Managers. If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions ABOUT THE BLACK BOX OF PRODUCT MANAGEMENT Read more about The Black Box of Product Management. Shining light on

the PM discipline.

SEARCH – THE BLACK BOX OF PRODUCT MANAGEMENT Search writing on The Black Box of Product Management Shining light on

the PM discipline.

THE BLACK BOX OF PRODUCT MANAGEMENT Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or

TECH – THE BLACK BOX OF PRODUCT MANAGEMENT Managing and Developing Product Managers. If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity². When you start managing PMs for the first time, you are forced up a steeper managerial learning curve than in other functions STORIES – THE BLACK BOX OF PRODUCT MANAGEMENT Stories – The Black Box of Product Management. The Black Box of Product Management. Shining light on the PM discipline. More information. Followers. 19.1K. Elsewhere. Brandon Chu in The Black Box of Product Management. Oct 6, 2016. MAKING GOOD DECISIONS AS A PRODUCT MANAGER Gathering information follows a Pareto principle, meaning you can get 80% of the information quite easily, but getting the final 20% requires a lot of effort. Most decisions are not important. Let’s go through each of them. 1. The less important a decision, the less information you should try to seek to make it. MANAGING AND DEVELOPING PRODUCT MANAGERS Human icons from flaticon.com A. Product Performance. The theoretically perfect way to assess a PMs is through the performance of the products they manage. In practice, however, that can only be one of the inputs, because of how difficult it is to measure reliably:. Products often require a long time horizon to know if they’re successful — The time it takes to build and launch a

product is

A BAD PRODUCT DECISION. I OFTEN WONDER IF I SHOULD HAVE I find that so little is shared by product managers about their failures, which sucks for newbies because it perpetuates the illusion that all these other PMs execute flawlessly, when in fact most are making mistakes all the time.. This is a story about a really bad product decision I made early on in my career as PM at FreshBooks. APPLYING LEVERAGE AS A PRODUCT MANAGER Product managers exert the most leverage through vision and strategy — the rest is optimization. Vision and Strategy are foundational. They provide the direction, the inspiration, and enable a group of people to execute as a team. Scope and Backlog are optimizations. They accelerate progress towards a known destination.

Homepage

Sign in

Get

started

THE BLACK BOX OF PRODUCT MANAGEMENT SHINING LIGHT ON THE PM DISCIPLINE * Product Management Theory * Stories from Shipping

FollowFollowing

Product Management Mental Models for Everyone Product Management Mental Models for Everyone Mental models are simple expressions of complex processes or relationships. These models are accumulated over time by an individual

and…

Brandon Chu

Aug 19, 2018

Managing and Developing Product Managers Managing and Developing Product Managers If the craft of Product Management is often mired in ambiguity, managing product managers is ambiguity².

Brandon Chu

Jun 1, 2018

The First Principles of Product Management The First Principles of Product Management Some of the best PMs I know make their decisions based on first principles. A first principle is a “basic, foundational proposition

or…

Brandon Chu

Jan 7, 2018

MVPM: Minimum Viable Product Manager MVPM: Minimum Viable Product Manager You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set.

Brandon Chu

Apr 3, 2016

Making Good Decisions as a Product Manager Making Good Decisions as a Product Manager While product managers may not build the actual product, they do produce something very tangible for a team: decisions.

Brandon Chu

Jul 11, 2017

Latest

Deadlines

Deadlines

For as long as I’ve been working in tech I’ve heard this oscillating debate about the use of deadlines in projects, with

particularly…

Brandon Chu

Apr 11, 2017

Ruthless Prioritization Ruthless Prioritization All high functioning teams must prioritize. Not once a month, not once a week — but rigorously, and ruthlessly.

Brandon Chu

Mar 5, 2017

Applying Leverage as a Product Manager Applying Leverage as a Product Manager I get every new PM I manage to read (or re-read) High Output Management by Andy Grove within the first month of joining my team.

It’s a…

Brandon Chu

Nov 28, 2016

Scaling Conversational Commerce Scaling Conversational Commerce We just enabled 325,000 merchants to sell in messaging, without

building a bot.

Brandon Chu

Oct 6, 2016

A Bad Product Decision A Bad Product Decision I often wonder if I should have been fired for it

Brandon Chu

Aug 25, 2016

The Black Box of Product Management Shining light on the PM disciplineMore information

Followers13.8K

Elsewhere

About The Black Box of Product Management

Latest Stories

Archive

About Medium

Terms

Privacy