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A product is an item or service offered on the market that meet the needs or wishes of customers. In terms of items, it can be digital such as an app or physical such as a water bottle.
This can mean different things depending on the company. A product can be what a company delivers to their customers, for example Canva. A product can be something internal to improve productivity, for example an intranet site. A product can be a service that a company offers to its customer, for example a consulting company.
Sometimes described as a mini-CEO of a product, product management is the intersection between technology, customer and business needs. In very simple terms, there are two main responsibilities: product discovery and product delivery.
Product discovery is the process of uncovering customers’ needs and business context and using that knowledge to evolve the product. The purpose is to ensure the right product-market or product-customer fit now and into the future. Alternatively, Marty Cagan defines the purpose of product discovery as: “...to quickly separate the good ideas from the bad. The output of discovery is a validated product backlog.”
There are multiple ways to conduct product discovery, including customer/stakeholder interviews, market research, development of persona/user journey, prototyping and testing.
Product delivery is about delivering the most value to the customer. This involves working with the developers, designers and other stakeholders to deliver product outcomes. Typically, product is delivered using agile, however products can be delivered in any way that best suits your team. Other delivery methods are kanban, waterfall, scrum or lean startup. The advantage of agile is that, in principle, it should lead to small continuous delivery of value instead of larger build and deploy increments. Tools that can be used to help align delivery to value are OKRs, user stories and acceptance criteria.
There are no set rules for product management. Developing product is complex and there are multiple ways to achieve the desired outcome. The skill itself is how you develop the product, for example, it could be knowing which tools to use or what questions to ask or which principles to lean into and then learning and adapting as you go. Beyond product discovery, strategy and delivery skills, essential skills also include the ability to derive customer insights and the ability to influence people (including stakeholders, business executives and teams).
As there are no rules to product management, product is often referred to as a mindset. This mindset is customer-focused and with an emphasis on why are we building the product. Who is this product for? Will the product provide the customer real value? What problem is it going to solve?
Free courses include:
A Certified Scrum Product Owner (CSPO) is a certified course to learn the fundamentals of product ownership. Scrum Alliance offers a two-day course for approximately $1200.
Marty Cagan is seen as a thought leader in the product industry. His books include:
Our very own Adam Mullet wrote "From No to How: Get Buy-in and Lead Change." A great introduction to product from his own experiences and interviews with experts.
Local events include ProductTank Perth/Brisbane/Sydney/Gold Coast/Melbourne/Canberra, which can be accessed on Meetup. Most of their meetings are recorded and can be found online.
There are annual Leading the Product conferences in Melbourne and Sydney.
In terms of global events, ProductCon London and New York host talks from product leaders and will typically give access to their events online.
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