¿Qué hace un gerente de producto (product manager)?
¿Que hace un Gerente de producto?
Es el CEO del producto dentro de la compañía, defendiendo los intereses del cliente y creando un producto rentable y de calidad world class.
Aprendí que un buen PM tiene 4 capacidades o áreas de trabajo para desarrollar:
- Research products, market and competitors (be the best)
- Research custumers (customers have to love de product)
- Product definitions and strategies (MVP) (Provide superior value for customers)
- Test as a real user (Provide superior quality for customers)
Frases que me gustan (y ayudan a definir el rol)
- Lead the design and development of our product.
- Going beyond merely writing requirements and user stories.
- Interact directly with customers and prospects, both individually and in group forums like webinars and user conferences.
- Experts in the field, chart a course forward.
- Ensure that the product experience delights customers from start to finish.
- Balance customer needs and competitive strategy in designing market-leading products.
- Collect and analyze customer and market data to determine product priorities.
- Design products that provide powerful business value but are also intuitive and easy to use.
- Work closely with customers, field personnel, and engineering team, while taking into account competitive and industry best practice consideration, in developing and driving product roadmap
- Gather requirements from customers, prospects, sales, and professional services consultants, and write detailed product specifications for the engineering team
- Act as subject matter expert and arm the sales and services teams for success.
- Communicate product capabilities and plans to internal and external audiences.
- Experience designing, developing, marketing, or supporting software applications, ideally on the web. What makes web software great? What drags it down? Help us lead the way to a software utopia.
- Engaging presentation, oral, and written communication skills. Really. Take a whiteboard and dry erase marker and persuade a roomful of people to share your vision.
Bonus points for:
- Technical or business degree.
- Experience with Agile development processes, with both local and remote engineering teams.
- Ninja-class skills in Excel, databases, or PowerPoint.
Glosario
- MVP: Minimum Viable Product
- Stories: cada story es un flujo (valor agregado al cliente). Al terminar la story, tiene que verse algo funcional (“se ve el botón, pero no funciona, está bien”.
- Bug: algo que no funciona como fue definido.
- Chores: setup de database etc. no es investigación.
- Business aceptance task: probar la funcionalidad.
Etapa Planificación
Paso 1: Armar el doc con la definición- Valor al user: que se va a hacer “integrar con MP” “vamos a ayudarlo a tener más medios de pago”
- Valor a la compañía: “vamos a tener un incremento de ventas etc.” “generalmente, se pone como metricas para monitorear.
- Wireframes (mockups): sencillo. dibujado en papel y foto si queremos. gomockingbird. armar el flujo. decir donde impacta “VIP, Envíos, Herramientas etc.”
- Cambios organizacionales: “contratar gente”, “nuevos procesos de customer service”.
Paso 2: juntarse con UX y Tech lead.
Paso 3: Stories detallar texto, presentación, bocetos
Monthly/daily active users (MAU/DAU): knowing how many users are actively engaged in your product is critically important. Equally important is how you define what an active user is. You’ll know a user is active if they are getting tangible value out of their engagement.
Average session time: one of the most telling metrics for whether or not a user is happy and engaged is to look at how long they spend with your product. Barring user experience issues that slow down users, the more time users spend with your product, the better. Note that for site, average page view count is a possible substitute for this, but in most cases, not an ideal one. Page views could very well denote an issue site architecture, or do not capture any interactive activity driven by AJAX or other calls that don’t require a new page view.
Monthly/daily retention rate: you can bring them in the door, you can turn them into active users, but are they leaving in droves after that? Retention rate (with average session time) is one of the best indicators of product quality and whether the user is getting the value they seek from your product.
User sentiment/net promoter score (NPS): while average session time and retention rate can be calculated quite precisely, there is no substitute for what a user says they think and feel about your product. Understanding user sentiment can point out problem areas in your product, and net promoter score is a good way to gauge the passion your users feel for your product by asking whether they would recommend it to others.
User/customer acquisition cost (UAC/CAC): if every one of your customers generates $1 of revenue, but costs $2 to acquire, then clearly one of three things must occur: increase ARPU, decrease UAC/CAC, or stop trying to acquire this kind of user/customer. Ignoring this metric and focusing only on ARPU misses half of the picture.
User/customer lifetime value (ULV/CLV): for ongoing optimization, comparing ARPU and UAC/CAC makes sense. For understanding the long-term effects, and comparing them with ongoing costs associated with retaining users, user/customer lifetime value is important. For the day-to-day, use ARPU. For a feel-good, long-term metric, use ULV/CLV.
Product/feature quality: perhaps you get products out fast, but is it at the risk of quality? Users and customers want products yesterday, but they also want products that they can use. This is a good metric to evaluate how well your user experience and quality assurance teams are doing.
Team happiness: this metric perhaps doesn’t have a discrete number correlated with it, but whether a team is happy or not is important in maintaining high-quality products that get out quickly. A happy team is a productive team.
Paso 3: Stories detallar texto, presentación, bocetos
Etapa Loop
En cada sprint, el tech lead decide dividir o no la story para su administraciónIdeas de Métricas
User Activity
Monthly/daily unique visitors: before a user can become a user, they have to arrive from elsewhere and start using your site or product. Monitor this carefully to see the effects of your marketing programs.Monthly/daily active users (MAU/DAU): knowing how many users are actively engaged in your product is critically important. Equally important is how you define what an active user is. You’ll know a user is active if they are getting tangible value out of their engagement.
Average session time: one of the most telling metrics for whether or not a user is happy and engaged is to look at how long they spend with your product. Barring user experience issues that slow down users, the more time users spend with your product, the better. Note that for site, average page view count is a possible substitute for this, but in most cases, not an ideal one. Page views could very well denote an issue site architecture, or do not capture any interactive activity driven by AJAX or other calls that don’t require a new page view.
Conversion and Retention
User/customer conversion rate: once visitors come to your product and try it out, how often are you able to convert them into an active user? Conversion rates measure this, and again, rely on the definition of “active user.” Make sure you define this carefully as to not mask user non-activity as engagement.Monthly/daily retention rate: you can bring them in the door, you can turn them into active users, but are they leaving in droves after that? Retention rate (with average session time) is one of the best indicators of product quality and whether the user is getting the value they seek from your product.
User sentiment/net promoter score (NPS): while average session time and retention rate can be calculated quite precisely, there is no substitute for what a user says they think and feel about your product. Understanding user sentiment can point out problem areas in your product, and net promoter score is a good way to gauge the passion your users feel for your product by asking whether they would recommend it to others.
Revenue
Average revenue per user (ARPU): to have the company continue to exist, and reward shareholders and employees, every for-profit company must generate revenue. How efficient your revenue generation is can be measure by average revenue per user. This metric is most effective when compared against user/customer acquisition cost.User/customer acquisition cost (UAC/CAC): if every one of your customers generates $1 of revenue, but costs $2 to acquire, then clearly one of three things must occur: increase ARPU, decrease UAC/CAC, or stop trying to acquire this kind of user/customer. Ignoring this metric and focusing only on ARPU misses half of the picture.
User/customer lifetime value (ULV/CLV): for ongoing optimization, comparing ARPU and UAC/CAC makes sense. For understanding the long-term effects, and comparing them with ongoing costs associated with retaining users, user/customer lifetime value is important. For the day-to-day, use ARPU. For a feel-good, long-term metric, use ULV/CLV.
Team
Product/feature velocity: how effective and efficient a team is correlates to how quickly new products and features can hit the market. You could produce great products, but if those products are slow to come, the company gets left behind. This is a good metric to evaluate how well your software engineers are doing.Product/feature quality: perhaps you get products out fast, but is it at the risk of quality? Users and customers want products yesterday, but they also want products that they can use. This is a good metric to evaluate how well your user experience and quality assurance teams are doing.
Team happiness: this metric perhaps doesn’t have a discrete number correlated with it, but whether a team is happy or not is important in maintaining high-quality products that get out quickly. A happy team is a productive team.
Herramientas
- Seguimiento: http://www.pivotaltracker.com/
- Investigación y testeo: http://www.clicktale.com/
Buenos productos para mirar
- Quora
- Digg
- Square
Sources
- Google Analytics School: http://www.google.com/intl/en/analytics/iq.html?&rd=1
- http://www.allankelly.net/static/writing/OnManagement/OnMngm5-ProductManager.pdf
- http://www.pragmaticmarketing.com/resources/creating-a-strategic-product-plan
- http://www.product-arts.com/resourcemain/articlemenu/4-whatpmdoes
