However, these artefacts help you get a better understanding of your product. These documents should give you an idea of the possible changes that you could make to the product. Make sure you understand what metrics your organization uses to measure the success of its products.ĭig deeper into your product by looking through the product roadmap, product backlog, and any handy product specs. Look through the product strategy, if it exists, to see what guidelines for decisions it offers. If there’s a product vision, read through it to see if it provides a good description of your product's future state. So if you’re working on a product management tool, you’ll talk about: You know you’ve made progress in this learning area when referring to the actual user personas and buyer personas that your product serves. The quickest way to do this is to shadow your customer success team and your sales teams. Of course, if your organization does not already have personas created, jump straight into interacting with users and customers. If your organization has created personas, start with those and supplement that information by talking directly with users and customers. You also need to know who your users and customers are and the problems your product is trying to solve. You need to know which situation is true for your product. In other cases, primarily in B2B, the people who buy your product are different than those who use it. In some cases, primarily B2C, the people who buy your product also use it. Buyer personas or market segments often describe them. User personas often describe them.Ĭustomers are the people who buy your product. Users are the people who use your product. So the best place to start your learning is by understanding your users and customers. Product managers ultimately focus on solving their customers' and users' problems. Let's take a closer look at each of these areas. You’re learning product management at your new company. You’re probably not learning product management in general. When you start a new job, regardless of your experience level, you have a lot to learn. The focus of your first 30 days on the job is to learn as much as possible. Let’s take a closer look at each section. You can create it in a Google Doc or if you’re a paper and pen person in your favorite notebook.Īs the name implies, organize the plan into three sections, each with a specific focus.Įach section includes the focus of those 30 days, the tasks you’re going to complete, and some potential metrics to use to gauge success. It also needs to be recorded someplace you know you’ll be likely to refer to regularly. It needs to be something that makes sense to you. The plan doesn’t need to be anything fancy. When people in the organization see you taking a self-directed approach to getting up to speed, you’ll build trust and gain your team's confidence.įinally, when you create your plan and share it with your manager, you immediately convey that you are forward-thinking and organized. The plan provides you with a clear path to becoming a contributor and leader in your new company. That helps you make better use of your time and make those first three months more effective. With a set list of things to focus on, you don’t spend much time figuring out what to do next. Putting a plan together helps you organize your thoughts and identify your goals for the first three months. There are several reasons why you should put together a 30-60-90 day plan. Why you should create a 30-60-90 day plan
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