There are levels to this...
How different levels of product positions approach iterations
This week, we're diving into a real-world scenario to illustrate how different levels of product managers approach a project.
The number one mistake new product managers make is expecting their company to manage their career growth, provide all the education about the discipline, and clarify product-specific expectations. Instead, they need to understand that their career development is their own responsibility. It requires personal effort and initiative to learn from those around them, and to continuously expand their knowledge by exploring various product management approaches and insights.
I think it’s important for current product people or those interested in the career to understand the various levels of product managers and the expectations. I dedicate a chapter to this in the Product Protégé Guide as well as highlight various tasks product people take in previous newsletters.
Let’s jump into the use case
The project in question involves iterating on an existing search feature on our website.
Leadership recognizes the need to invest in this area, influenced by competitive Harvey ball analysis and consultant recommendations.
However, they have left the details of what and how to iterate open.
Let's see how various product management roles would tackle this challenge.
Analyst of Product Management
As an Analyst of Product Management, the starting point is understanding the strategic vision and goals. Analysts would:
Seek clarity on the strategic vision and goals: They need direction on what the leadership team aims to achieve with the search improvement.
Support in User Story Writing: Analysts can draft user stories but would require oversight to ensure these stories align with both content and criteria.
Refinement Sessions: Participation is crucial, but they will need support to ensure they comprehend and refine user stories effectively.
Tool Setup and Monitoring: Analysts require guidance on the necessary tools for monitoring user feedback and setting up analytics to track performance.
Example Questions They Might Ask:
"What is the ultimate goal of improving the search feature?"
"Can you provide examples of user stories from previous successful projects?"
"Which tools are best for monitoring search feature performance?"
Associate Product Manager (APM)
APMs have a bit more experience and autonomy. They would:
Question the Why: They would begin by asking why this investment in search is crucial, though they might lack the perspective to answer this themselves.
Draft User Stories and Epics: APMs can write user stories and some epics but need review and approval from more experienced product managers.
Lead Refinement Sessions: They can handle refinement sessions independently but may require feedback on their ideas and execution.
Stakeholder Interaction: APMs should be able to communicate effectively with co-creators and stakeholders to ensure alignment.
Example Questions They Might Ask:
"Why are we prioritizing search improvements now?"
"What specific pain points are users experiencing with the current search functionality?"
"How can we ensure our improvements will be competitive in the market?"
Product Manager / Sr. Product Manager
Experienced Product Managers take a leadership role in these projects. They would:
Define the Problem Clearly: Start by identifying the specific problems with the current search feature.
Collaborate on a Pitch Deck: Work with co-creators to develop a compelling pitch that outlines goals, strategies, and expected ROI. This would also help them understand the current health of the search experience with it’s current KPIs.
Customer Feedback and Surveys: Ensure that they gather and analyze customer feedback before and after making changes.
Write Epics and User Stories: Personally draft detailed epics and user stories, ensuring they align with strategic goals.
Track and Report Progress: Regularly update stakeholders on progress and performance metrics.
ROI: They would be very clear on what the KPIs that are currently monitored and which specific metric they are trying to improve (NPS score, Search relevancy, Search to Add to Cart Rate, etc)
Example Questions They Might Ask & Work to Answer:
"What are the key pain points our customers face with the current search?"
"Have we conducted recent user surveys or interviews to gather feedback?"
"What metrics will we use to measure the success of the new search feature?"
Lead Product Manager
Lead Product Managers oversee the broader strategy and long-term vision. They would:
Develop a Search Roadmap: Create a detailed roadmap for search improvements, outlining short-term and long-term goals.
Graduating Capabilities: Plan for how the search team and the search feature will evolve from its current state to a best-in-class team and solution.
Implement Decision Trees: Use decision trees based on user feedback to guide iterative improvements.
Run A/B Tests: Conduct early, low-effort A/B tests to gauge user responses and gather data.
Tell a Compelling Story: Craft a narrative that communicates the value and strategic importance of the search improvements to leadership and stakeholders.
Example Questions They Might Ask:
"What does a best-in-class search experience look like in our industry?"
"How can we use A/B testing to validate our hypotheses before full-scale implementation?"
"What will be our key performance indicators for success at each stage of the roadmap?"
By highlighting how each role tackles the same project, we can see the unique contributions and perspectives each level of product management brings to the table. This approach ensures that every aspect of the project is thoroughly examined and executed with precision, ultimately leading to a successful enhancement of our search feature.
Until next week!
Jason
