DigMS: Product Managers & Product Owners

(Adapted from Ashli’s 2027 NYT Best Seller PM Doesn’t Stand For PowerPoint Master.)

A Guide to Responsibilities

What makes a good PO?

A good PO has to be able to unblock themselves and know how to troubleshoot next steps.

• Prioritization:

• Clear communication: You articulate the product vision with infectious enthusiasm, inspiring both users and developers.

• An open mind: You recognize each problem has a range of solutions. You collaborate with the PM to present the practical resource expense and impact of the different options based on insight gathered.

• Info Gatherer: You don’t need to know the right answer. You gather and present data effectively, so decision makers have the proper insights for an educated decision. You can translate the knowledge of SMEs to engineering team info.

Product Owner vs. Product Manager

Here's a breakdown of their differences:

Think of it like this: The PM sets the destination, while the PO charts the course and steers the ship.

• Product demos: Showcasing the product's progress and functionalities to stakeholders and gathering valuable feedback.

• Stories and epics: Clearly defined user stories and epics that communicate the planned features and functionality to the development team.

• Product documentation: Keeping meticulous records like user stories, acceptance criteria, and product backlogs ensures consistency and clarity for the team.

• Meeting and workshop facilitation: Leading team meetings, sprint planning sessions, and user research workshops keeps everyone aligned and engaged.

Connections

• Support: Resolving customer issues and ensuring a smooth user experience.

  • Example: "Hey Support team, a user reported encountering a bug with the recommendation engine. Can you prioritize investigating this issue?"

• Scrum master: Facilitating agile processes and keeping the team on track.

  • Example: "Scrum master, during the retrospective, the team felt overwhelmed with the current sprint backlog. Can we re-prioritize some tasks to improve our velocity?"

• Engineering: Bringing your vision to life through code and functionality.

  • Example: "Engineering team, I have a question about the technical feasibility of implementing the personalized recommendations feature. Could we hop on a quick call to discuss?"mendations,

PO vs PM Success Metrics

• PO Success Metrics: User engagement, product performance, team velocity, stakeholder satisfaction, personal growth.

• PM Success Metrics: Market penetration, market share, product revenue, brand awareness, customer lifetime value.

Remember, PO and PM success metrics are interconnected. A successful PO drives user engagement and product performance, which contribute to the PM's overall market and revenue goals. Success is a marathon, not a sprint. Celebrate milestones, learn from setbacks, and strive for continuous improvement.

Bonus Tip: Network with other product owners in the company! Share experiences, learn from each other, and build a supportive community.

How Do I Know I’m doing a Good Job as a PO?

Knowing you're doing well as a product owner is crucial for sustained success and growth. Here are some specific details and examples to help you gauge your performance.

1. Smooth product delivery: Predictable sprint cycles, minimal rework, and on-time releases with high quality indicate a well-oiled development process.

2. Incorporate Influence: Ability to recognize personal strengths in story writing and how to incorporate the influence of an SME into an engineering ticket. I.e. highly UX based vs highly technical.

3. Motivated and collaborative team: Observe positive team dynamics, open communication, and proactive problem-solving, which point to a culture of trust and shared ownership.

4. Data-driven decision making: Witness the team confidently using user research, A/B testing, and other data-backed methods to inform product decisions.

5. A translator: You do a good job of keep the Product Manager out of the weeds. You allow the PM to make decisions on behalf of the business/customer and convert that context into a live product built with engineering in a digestible format.

6. Stakeholder satisfaction:

   1. Positive relationships with key decision-makers: Regular positive interactions, constructive feedback, and active involvement from stakeholders signal their trust and confidence in your work.

   2. Aligned product vision: Notice a shared understanding and buy-in to the product vision among stakeholders, suggesting consistent communication and clear goals.

7. Your personal growth:

   1. Continuously learning: Regularly participate in training sessions, conferences, or read industry publications to stay updated on new trends and best practices.

   2. Mastering agile methodologies: Demonstrate proficiency in your chosen agile framework, whether it's Scrum, Kanban, or another approach.

   3. Effective communication and collaboration: Hone your communication skills to clearly articulate the product vision to diverse stakeholders and inspire your team.

Remember, measuring success is an ongoing process. Keep these examples in mind, track your progress over time, and celebrate your achievements!

Conduct regular "pulse checks" with your team and stakeholders through surveys or informal feedback sessions. This valuable input can help you identify areas for improvement and ensure you're on the right track.

Good POs need to actively seek feedback from stakeholders and mentors to identify areas for improvement and accelerate their journey towards becoming exceptional.

Additional Resources:

• ProductPlan: https://www.productboard.com/blog/product-owner-vs-product-manager/

• Patrick McLean Blog: https://patrickmclean-88888.medium.com/the-product-owner-performance-review-908dedee6f9f

• Scrum Alliance: https://www.scrum.org/