Logan Tollefson’s Post

Product Management: You've been told it's a fancy job, no it's not.. One of the most boring, mind-fucking job.. If you don't love documentation you are doomed.. If you are not curious you are doomed.. If you don't talk to customers you are doomed.. If you don't understand tech you are doomed.. If you don't understand the domain you are doomed.. You'll grow in that role.. You'll understand the domain.. You'll talk to the customer.. You'll only become a product manager after years of expertise..

In product management you follow the scientific method (specify a hypothesis, test it, review the results, document learnings, iterate). This means "unknowns" are defined by the lack of evidence NOT by the lack of confidence. Confidence frequently exists without evidence. You have a hunch, but it's still an unknown until you have evidence. That difference is subtle but incredibly important and sometimes tricky to get across to people who haven't worked in analytically rigorous environments before. Clarifying that difference to people is part of your role as a product manager.

Product managers are expected to embrace a PLG model that aligns organizations around delivering value to customers. This strategy puts the product at the forefront of marketing and sales, emphasizing a user-centric experience. customers demand eco-friendly, socially responsible, and ethically produced products. Product managers must be well-versed in environmental regulations, sustainable practices, and ethical frameworks to ensure their products meet these standards. What are your thoughts guys?

👉 𝐖𝐡𝐚𝐭 𝐢𝐬 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭? Good Morning from Judy! ☀️ 🌻 It’s been a while since I started working as a product manager at Ningxia First #Agricultural Machinery Limited Company. However, I have been finding the best ways to do my job. So I want to share something I learned about #productmanagement today. A product is something that people can use to satisfy their wants or needs. There are three components to a product: #technology, #design, and #business. Technology is what makes the product work; Design is what the product looks like and how users experience of it. Business is what sustains the product. Q: What do you think of a product manager and what exactly is product management in your opinion?

Product Ownership is one of the most crucial accountabilities in product development.

A day in the life of a Product Manager is a blend of strategic thinking and practical execution. The morning often starts with a review of emails and messages to catch up on any overnight developments. This is followed by a team stand-up meeting where progress on current projects is discussed, and any roadblocks are identified. Throughout the day, a Product Manager engages in various meetings, ranging from strategic discussions with senior management to detailed sessions with the development team. These meetings focus on aligning the product vision with business goals and ensuring the development is on track. Time is also dedicated to market research and competitor analysis, which helps in refining product features and identifying new opportunities. Feedback from customers and sales teams is invaluable, providing insights into user needs and experiences. In the afternoon, the focus shifts to documentation and planning. This involves updating product roadmaps, writing detailed product specifications, and preparing presentations for stakeholders. A Product Manager also collaborates closely with marketing teams to plan product launches and promotional strategies. As the day winds down, there is a review of the day's achievements and a plan for tomorrow’s priorities. Continuous learning and adapting to new challenges are integral parts of the role, ensuring that the product not only meets but exceeds customer expectations.

I always appreciate it when practitioners share their experiences - the good, the bad and the ugly. When people who actually do the work share their experiences, others can pick up tips, and maybe a little bit of hope that someone else is going through the same thing they are. I recently found (again) a post from Tia L. that shared some insights about being an internal product manager. Here’s some great advice that Tia shared along with my thoughts. * Focus on the problem they’ve [stakeholders] identified, not their proposed solution. Keep in mind you’ll often have to dig a little to find out what that problem is. * When you receive a request for a feature or fix that isn’t in line with the strategy, pause. - Remember that requests are feedback. There should be no guarantee - actual or implied - that every request will get done. * Be like (shatterproof) glass, not concrete. Totally transparent. - Keep everyone up to date with progress and feedback. Your users and stakeholders will appreciate knowing where things are at and your product team appreciate the feedback because it provides a shared understanding of why you’re building what you’re building. * Remember: your job isn’t solely to address problems, it is to prevent problems - One of the main reasons to apply product management ideas to internal products is to proactively treat internal systems like assets, instead of having to wait around for the next project to get funded. Thanks Tia for sharing your insights!

One of the most challenging parts of product management is to right size initiatives and how they will drive the business. Onlver time I have also realized that the most complicated projects to size are ones which might not seem big at first but unlock critical capabilities. These are flywheel initiatives that open up new businesses / categories and provide opportunities that are non-linear and this is where product judgement becomes most critical. A good PM understands the business in depth and even if we can’t put exact numbers and right size these initiatives it’s our job to identify and prioritize them to unlock massive value for the orgs. How have you dealt with prioritizing such initiatives and what do you do to ensure they are right sized?

The Impact of Adaptability and Flexibility in Product Management....... The Product manager(PM) must be flexible and open to change or shift in customer needs, changes in the market and quickly responding to new information. By so doing, product managers can build products that are more aligned with customer needs, reduce waste, and make faster data-driven decisions. Delivering Value to Customers is Very Vital.

What are your thoughts on managing a product through the life cycle as a product manager, specifically after the product is in use? Is it possible for your front line service team to manage product quality while handling the daily demands of existing customers and consumers? What role do product managers play in product quality analysis? Thoughts?