Jock Busuttil’s (@jockbu) series “100 Things I’ve Learned” is what he’s learned about product management over the years – usually the hard way.
Because so much of product management is about working with people, it’s important to take time to reflect on the kind of first impression you make to those people. In this latest entry for my series of 100 things I’ve learned about product management, I pass on my coaching advice to help you make the best possible impression every time.
Engineering teams are choosing to work on projects that make them look busy, but which don’t actually move things forward. What they’re usually working on is a convoluted — and arguably doomed — attempt to replatform a legacy ‘cash cow’ product.
A recent tweet by John Cutler provoked some interesting reactions. It got me thinking about whether there are underlying principles of product management that apply in all contexts.
Even if your product’s achieved product-market fit, you’re wrong if you think you never need to worry about it again.
I’m often involved in the interviewing and hiring interviewing process, so I’d like to share with you my product leader’s guide to interviewing product managers.
Starting a new product manager job can be daunting, particularly if you don’t change jobs very often. I work freelance, so I find myself in a new organisation roughly every 3-6 months. Let me share with you my tips for your first few months in a new role.
When faced with all the things you could and should be doing, it can be tremendously hard to decide which to do, let alone which to do first.
A product is often a complex combination of several products and services. Some you create yourself, some are created by others. You’re responsible for the whole lot, even if they’re not all directly in your control.
I’ve been thinking about decision-making. What makes one decision better than another?
This week I learnt the phrase ‘black art’ comes from the world of printing presses. Eventually I found a product management angle.
