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.
If you find yourself attempting to win over the rest of your organisation to a more user-centric, evidence-led way of working, remember how jarring change can be and actively work to soften the impact for them.
We product managers are a surprisingly upbeat bunch considering that we seem to spend a good proportion of our time making compromises. We very rarely get the opportunity to deliver everything we need in a product.
This shouldn’t come as a surprise, however. We very rarely have truly ultimate say-so on the scope of a project; there’s always someone higher ranking that likes to make their mark on the world. Similarly, technology has a habit of getting in the way sometimes. Or pesky compliance issues. And so on.
As a product manager, how do you know you’re doing your job well? This article outlines the problem with traditional metrics for product managers and offers some better alternatives for measuring success: communication, ideas, roadmapping, launch and end-of-life.