How do you balance your product management framework?

Product Management is not something that can be defined by a few frameworks. The subject is vast and is complex depending upon the problem at hand. No matter what framework we use the crux of the matter remains the same. 1. Identify the problem 2. Watch out for customer persona 3. Analyze current state 4. Draft current workflows if any and pinpoints 5. Create strategy for future state 6. Plan your must have features and validate it with research and feedback from users like surveys, interviews etc 7. Build the lowest common denominator prototype 8. Present it to the primary customers 9. Watch out for feedback 10. Expand the market #Framework #ProductManagement #KPKR

Your product vision and goals should align with your company's mission, values, and strategy, and should be clear, concise, and compelling. They should also be communicated and shared with your team and your customers, so that everyone understands the why and the what of your product.

This is NOT the first step to help you decide which frameworks you should use. Indeed most often when you join a team, the product vision and goals are already defined by someone and you'll make yourself enemies when your first activity is to challenge them. The first point that defines your set of frameworks, methods, approaches etc is understanding if you work on a new product in a new market (Blue Ocean, disruptive), new product in an existing market (Red Ocean, find a differentiator and do it 10x better), new product in a startup vs existing company (budget & speed consequences), or on an existing product (and in this case handling growth vs. maturity vs. product death vs. giving a new spin). THIS defines your toolbox!

Let me say this. No PM uses frameworks deliberately but instinctively.Ask your PMs what framework they used and you'll find them saying the same thing. Then what is the hype about frameworks? During initial PM journey, when you are solving 100s of case studies using defined frameworks, you develop a product sense and instinctively fall into taking quick decisions without writing them as models. This problem will never come in your life when you have a choice to take between frameworks and product vision.

Simply communicating your goals with your team is not enough. You have to involve your team in the process. If you happen to just "share" your goals with your team, you will not have them onboard. Instead, I believe we need to emphasize the fact that defining the goals of a product TEAM should be done with the TEAM. The same goals are also not shared the same way with the team as they are shared with customers, you need to adapt your goal story to different types of stakeholders so that it resonates better.

There's no one-size-fits-all, so adaptability is key. Consider your product vision, team's skills, and customer needs. Frameworks like agile, lean, and scrum offer different strengths. Evaluate them based on flexibility, efficiency, collaboration, feedback, and value delivery. It's all about finding the best fit for your unique context. ?????

Just experience. By experiencing different frameworks in different situations, you can choose the best framework for any task, otherwise, by reading and even consulting, you cannot choose the best framework in every situation, because every situation has its own details and special conditions. An outsider cannot understand your situation.

Adding to Nabil's list: Impact Mapping to connect business goals with user outcomes and solutions to build and enable strategic prioritization. KANO model to categorize user needs and set the right priorities. AARRR to measure important growth drivers and close the growth flow. Frameworks are one part of the story. The other is practices. For example always see opportunities and solutions as assumptions. Work with hypotheses to de-risk solutions instead of jumping on building the solution right away. And define success metrics BEFORE you build so that you can measure after lunch if your solution was successful and decide on the next step.

Some common frameworks that can be stated here are: North Star Framework Business Model Canvas Job To Be Done Opportunity Solution Tree RICE Prioritization Double Diamond

For my product management gig, the "Lean Startup" framework is my wingman. It's all about testing ideas pronto, learning from it, and adapting on the fly. No time for fluff—just MVPs and customer feedback. Keeps my vision sharp, goals in line, and the product evolving. It's like the agile ninja of frameworks, swift and effective! ??

Breaking our product into manageable chunks and then prioritizing based on value, impact, and effort ensures we're focused on what truly matters. Tools like user research, data analysis, and scoring models help us make informed decisions. It's the path to efficient and effective product management. ??

A major connection is missing here: Strategic prioritization. All those points that are mentioned in the article can only be done well once the pre-work is done: Dismiss everything that isn't part of the time horizon's strategy. Your OKRs for the quarter focus on activation goals? Don't work primarily on revenue. This year you focus on videographers as a persona? Only look into opportunities and solutions for this personas then and reject other personas. Etc. Only after this strategic prioritization you can apply your prioritization technique. And here you want to prioritize against confidence, risk and urgency than against anything else.

Got my work game strong! First, I lay out the battle plan. Break down tasks like a boss—clear, doable chunks. Prioritize? It's a survival skill. MVPs and crucial goals get VIP treatment. Always ready to adapt, 'cause let's face it, plans love to play the wild card. Stay nimble, tackle priorities first, and roll with the punches. That's my work mantra! ??? This is what I've learned in my past 7 years of experience in the startup ecosystem.

Effective communication, coordination, and alignment among our team members and stakeholders are essential. Clear roles, expectations, and deadlines keep us on track. Cultivating trust, transparency, and accountability within the team is our foundation. It's about fostering an environment where creativity, innovation, and continuous learning thrive. ??

I'm confused who is meant with "the team" here. You have to coordinate, communicate and align with ANYONE who's important. Your team is the cross functional team you work together on the opportunity or solution. Your stakeholders are those who have a high interest or stake in this opportunity or solution. And communication is IMHO the most important skill of a good product manager. Then come sense making, decision making and execution capabilities. Because at the end of the day you need to get shit done, and this shit is to identify and build the right thing, and communicate and align everybody on why this is the right thing and why you need to work on it now.

Execution time, baby! Teammates unite! Clear communication is the secret sauce. Regular pow-wows keep everyone on the same page. Collaborate like a rock band—each instrument (team member) bringing their A-game. Tools? Slack, Trello, whatever rocks your boat. Also, toss in some positive vibes. Celebrate wins, learn from oopsies. And, hey, don't forget the virtual high-fives. Teamwork makes the dream work, my friend! ????

We collect and analyze data and feedback from customers, the team, and the business to evaluate performance. Relevant metrics like user satisfaction, retention, and revenue guide our way. Identifying gaps and opportunities fuels our iterative and optimization process. It's all about staying aligned with our product vision and goals, constantly striving for improvement. ??

In my experience this is one of the hardest points for product teams and most teams don't do it. Because they don't know what a good success metric looks like. It's important to upskill on analytics and metrics. Because without (quantitative and qualitative) data we're flying blind.

Results talk, right? Metrics are my crystal ball. Measure what matters, whether it's user engagement, conversions, or the coffee consumption rate during crunch time. Get cozy with analytics tools, spot trends, and decode what's working. But it's not a one-time gig. Constantly tweak and fine-tune based on those insights. It's like a never-ending game of improvement. Always chasing that sweet spot of success! ???

It's a big subject, and the approach depends on the specific problem we're dealing with. No matter which method we use, the main steps are the same: -Find the Problem -Know Your Customers -Check the Current Situation -Draw the Plans -Plan for Future -Pick Essential Features -Make Simple Prototype -Show to Customers -Listen to Feedback -Grow Your Market There's no one right way to do it, so be flexible. Think about your product goal, your team's skills, and what your customers need. Methods like agile, lean, and scrum all have strengths. Look at how well they adapt, how efficient they are, how well your team works together, how much feedback you get, and how quickly you can deliver value. It's about finding what fits your situation best.

Managing products is not about constraining to one framework. Each product's path is unique, shaped by adaptability and continuous learning. Context is key. Rather than forcing your product into a fixed framework, craft a mixture of ones that leads to success. E.g. Use Lean Startup for a path of iterative development and validated learning, focusing on real insights from real users. Embrace Design Thinking as your guiding framework, which revolves user empathy and a focus on delivering an outstanding user experience. Go agile for flexibility and adaptability in product delivery through iterative development Measure success with AARRR and HEART to optimise each stage of your product's growth journey There are dozens of frameworks!

The article is nonsense. It's describing a general product management best practice flow for any product without going into nuances. In my comment under the first point of this article I briefly mention the pointes that REALLY define your toolbox and the frameworks, methods and approaches you should pick from.