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Different ways Product Managers can add value

Product Management is NOT about adding new features to your product! It's about adding VALUE! ๐—›๐—ฒ๐—ฟ๐—ฒ ๐—ฎ๐—ฟ๐—ฒ ๐Ÿด ๐—ฑ๐—ถ๐—ณ๐—ณ๐—ฒ๐—ฟ๐—ฒ๐—ป๐˜ ๐˜„๐—ฎ๐˜†๐˜€ ๐˜†๐—ผ๐˜‚ ๐—ฐ๐—ฎ๐—ป ๐—ฎ๐—ฑ๐—ฑ ๐˜ƒ๐—ฎ๐—น๐˜‚๐—ฒ ๐˜๐—ผ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ฝ๐—ฟ๐—ผ๐—ฑ๐˜‚๐—ฐ๐˜:


  • ๐˜๐˜ข๐˜ญ๐˜ถ๐˜ฆ ๐˜ข๐˜ด ๐˜‹๐˜ช๐˜ณ๐˜ฆ๐˜ค๐˜ต ๐˜ฎ๐˜ฆ๐˜ต๐˜ณ๐˜ช๐˜ค๐˜ดโ€™ ๐˜จ๐˜ณ๐˜ฐ๐˜ธ๐˜ต๐˜ฉ - This most basic, business-driven aspect of the โ€œvalueโ€ concept. It will often drive your product goals, and itโ€™s easy (and mandatory!) to measure. New features will mostly fall under this category!

  • ๐˜๐˜ข๐˜ญ๐˜ถ๐˜ฆ ๐˜ข๐˜ด ๐˜ฑ๐˜ณ๐˜ฆ๐˜ท๐˜ฆ๐˜ฏ๐˜ต๐˜ช๐˜ฏ๐˜จ ๐˜ข ๐˜ฑ๐˜ณ๐˜ฐ๐˜ฃ๐˜ข๐˜ฃ๐˜ญ๐˜ฆ ๐˜ง๐˜ถ๐˜ต๐˜ถ๐˜ณ๐˜ฆ ๐˜ฅ๐˜ณ๐˜ฐ๐˜ฑ ๐˜ช๐˜ฏ ๐˜ฎ๐˜ฆ๐˜ต๐˜ณ๐˜ช๐˜ค๐˜ด - Any product is like a house; if not maintained and fixed, it will eventually collapse. This aspect translated into quality that the client/user often doesnโ€™t get to appreciate until itโ€™s too late. To achieve this kind of value, you will have your development team fixing bugs, making products scalable, and introducing/replacing old technologies in favour of newer ones.

  • ๐˜๐˜ข๐˜ญ๐˜ถ๐˜ฆ ๐˜ข๐˜ด ๐˜ต๐˜ฉ๐˜ฆ ๐˜ข๐˜ฃ๐˜ช๐˜ญ๐˜ช๐˜ต๐˜บ ๐˜ต๐˜ฐ ๐˜ต๐˜ณ๐˜ข๐˜ค๐˜ฌ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ช๐˜ฎ๐˜ฑ๐˜ข๐˜ค๐˜ต ๐˜ฐ๐˜ง ๐˜ต๐˜ฉ๐˜ฆ ๐˜ธ๐˜ฐ๐˜ณ๐˜ฌ - Measuring stuff is often not easy and straightforward. How do you for example measure if a call was โ€œfunโ€ on Skype? This aspect of value is not only about investing time into creating tracking dashboards and implementing tracking software, but also figuring out to how to measure in the first place.

  • ๐˜๐˜ข๐˜ญ๐˜ถ๐˜ฆ ๐˜ข๐˜ด ๐˜จ๐˜ณ๐˜ฐ๐˜ธ๐˜ช๐˜ฏ๐˜จ ๐˜ด๐˜ต๐˜ข๐˜ฌ๐˜ฆ๐˜ฉ๐˜ฐ๐˜ญ๐˜ฅ๐˜ฆ๐˜ณ๐˜ดโ€™ ๐˜ต๐˜ณ๐˜ถ๐˜ด๐˜ต - If you do not have your stakeholdersโ€™ support and people in your company donโ€™t understand your decision, your work will be misunderstood. Thus, you need to dedicate time to ensure your efforts are transparent and itโ€™s easy to trace your steps and support your decisions.

  • ๐˜๐˜ข๐˜ญ๐˜ถ๐˜ฆ ๐˜ข๐˜ด ๐˜ช๐˜ฏ๐˜ค๐˜ณ๐˜ฆ๐˜ข๐˜ด๐˜ช๐˜ฏ๐˜จ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ด๐˜ฑ๐˜ฆ๐˜ฆ๐˜ฅ ๐˜ฐ๐˜ง ๐˜ฅ๐˜ฆ๐˜ท๐˜ฆ๐˜ญ๐˜ฐ๐˜ฑ๐˜ฎ๐˜ฆ๐˜ฏ๐˜ต - Encourage your development team to investigate any process bottlenecks and propose solutions. Itโ€™s up to you if you accept the investment! It might work out and bear fruit later or the change might be hardly noticeable.

  • ๐˜๐˜ข๐˜ญ๐˜ถ๐˜ฆ ๐˜ข๐˜ด ๐˜ช๐˜ฎ๐˜ฑ๐˜ณ๐˜ฐ๐˜ท๐˜ช๐˜ฏ๐˜จ ๐˜ฎ๐˜ฐ๐˜ณ๐˜ข๐˜ญ๐˜ฆ ๐˜ข๐˜ฏ๐˜ฅ ๐˜ซ๐˜ฐ๐˜บ ๐˜ข๐˜ต ๐˜ธ๐˜ฐ๐˜ณ๐˜ฌ - Sometimes the best thing you can do for a product is to make sure people who shape it, enjoy what they are doing and each otherโ€™s company. Skipping the obvious elements of empathy and being an honest man, a team that likes their work will act as junior Product Managers! They will contribute great ideas, warn you about possible dangers and, in general, will be passionate about their work.

  • ๐˜๐˜ข๐˜ญ๐˜ถ๐˜ฆ ๐˜ข๐˜ด ๐˜ค๐˜ฐ๐˜ฎ๐˜ฑ๐˜ญ๐˜บ๐˜ช๐˜ฏ๐˜จ ๐˜ธ๐˜ช๐˜ต๐˜ฉ ๐˜ณ๐˜ฆ๐˜จ๐˜ถ๐˜ญ๐˜ข๐˜ต๐˜ช๐˜ฐ๐˜ฏ๐˜ด - Sometimes you will need to work with legal and make the product worse to simply secure its future. You simply have to do it!

  • ๐˜๐˜ข๐˜ญ๐˜ถ๐˜ฆ ๐˜ข๐˜ด ๐˜ง๐˜ช๐˜ฏ๐˜ฅ๐˜ช๐˜ฏ๐˜จ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ณ๐˜ช๐˜จ๐˜ฉ๐˜ต ๐˜ฑ๐˜ฆ๐˜ณ๐˜ด๐˜ฑ๐˜ฆ๐˜ค๐˜ต๐˜ช๐˜ท๐˜ฆ - Finally, any creative, brainstorming work, making SWOT exercises: when done at the right time, can unravel great new ideas and perspectives.

Originally written by Bart Jaworski, Ph.D.

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