You and Your Design Team

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Aus dem Kurs von University of Virginia

Digital Product Management: Modern Fundamentals

689 Bewertungen

University of Virginia

Digital Product Management: Modern Fundamentals

689 Bewertungen

Not so long ago, the job of product manager was about assessing market data, creating requirements, and managing the hand-off to sales/marketing. Maybe you’d talk to a customer somewhere in there and they’d tell you what features they wanted. But companies that manage product that way are dying. Being a product person today is a new game, and product managers are at the center of it. Today, particularly if your product is mostly digital, you might update it several times a day. Massive troves of data are available for making decisions and, at the same time, deep insights into customer motivation and experience are more important than ever. The job of the modern product manager is to charter a direction and create a successful working environment for all the actors involved in product success. It’s not a simple job or an easy job, but it is a meaningful job where you’ll be learning all the time. This course will help you along your learning journey and prepare you with the skills and perspective you need to: Create the actionable focus to successfully manage your product (week 1) Focus your work using modern product management methods (week 2) Manage new products and explore new product ideas (week 3) Manage and amplify existing products (week 4) This course is ideal for current product or general managers interested in today's modern product management methods. This course was developed with the generous support of the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.

Aus der Unterrichtseinheit

Achieving Focus and #Winning

As a product manager, you and your team will always have more ideas and more requests than you can possibly manage. Making matters still more complicated, part of your job is to develop and then ‘sell’ a particular view of what should happen with your product to diverse stakeholders (engineering, marketing, etc.). How do you do it? Success requires an actionable, testable focus. The successful product manager identifies vivid, testable customer outcomes and creates focus around them. This week we’ll show you how to interface effectively with all your stakeholders to create that actionable focus.

You and Your Design Team4:51

You and Your Development Team4:41

Product Manager vs. Product Owner8:10

Greg Cohen on PM vs. PO?8:27

What Is Data Science?3:12

You and Your Data Science Team6:18

Meet Enable Quiz, Our Startup Company Example3:58

You and Your Consulting and/or Support Team5:04

Focal Tool: The Customer Journey4:17

Nastia Root on Creating a Strong Interface with Support4:59

You and Your Sales and Marketing Team7:55

You and Your Finance/Accounting and Legal Teams4:53

You and Your Project Manager3:25

You and Your Management Team4:24

Week 1 Takeaways1:02

Treffen Sie die Kursleiter

Alex Cowan
Faculty & Batten Fellow
Darden School of Business

In this video, we're going to take a really practical view of

the design process that you can use and

we're going to talk about how do you amplify that, how do you make it better

through your interface with the design resources that you have.

If you remember, this dimension of desirability is our independent variable

and that comes from a strong understanding of the customer and

an iterative approach to designing solutions for them.

That's how we really initiate action here at the interdisciplinary center.

Without that,

we can't create this sort of place that you want to get to as a product manager.

The design resources that you have access to will probably vary a lot,

at least across companies.

This idea that we need to be more thoughtful and innovative about our

products, and lets use the tools of design to do that is a relatively new idea for

a lot of companies, and they're still working through on how to do it.

So how idea those, so it's often kind of this big hot mess and

the best thing you can do is sort of be your own designer or one of your designers

to a certain degree at the really foundation level of these tools of design.

One of the ways this interface goes wrong and

something you can watch for is that we love our designers.

If I hear a product manager or a manager say, I just love my designers.

A lot of the time, it's kind of like a fake love.

Because the designers are saying, okay,

I'll help you make this thing that you just decided to make look nice.

But they're not asking the hard questions about desirability and

that's usually is the product manager's fault.

They need to create an environment where those questions

are getting asked early on and why does that not happen?

I think a lot of the time, it's hard.

I mean, you want to just get your job done.

Get the product out the door.

But if you're creating something that nobody wants, you can't feasibility,

you can't viability your way around that.

So if our designers are asking a lot of hard fundamental questions and

you're creating an environment where that happens, you're doing a good job.

This is a view of some of the most important tools from the design process

and roughly in sequence how to apply them, it's called venture design.

And I think this is a helpful thing for you to understand as a product manager,

I encourage you to practice using all these design tools.

Personas and problem scenarios are ways to grout, and

encapsulate your understanding of the customer in a way that's actionable for

really all the disciplines your going to interface with.

Problem scenarios and alternatives, likewise are a way to diagnose.

We talked about finding the right problem.

This is a way to encapsulate those things in a way that,

again is actionable and testable.

Value proposition design and doing customer discovery and

experiments against that, ideally with product proxies like that duct tape

cellphone on the bicycle is basically lean startup.

This is another really critical tool of sort of expanded view of what the design

process is.

And then finally, once we're going to build the solution, the creation of users

stories in prototypes is really great way to collaborate with your design team and

your development team to build really good product.

One thing that you may encounter is that your organization that they've got this

and they've got this, but they kind of like don't really do lean startup.

And part of that is because back when from the late 90s

up until around the time lean started came up in 2012.

If you did this, if you went out and you learned about your customers and

you did this, you did good product design, solution design, you're doing a good job.

And then the lean startup came out and

there was this recognition that our proposition is entering a hypercompetitive

marketplace with lots of alternatives, and very low switching costs.

So yeah, we really do need to do this if we're

going to consistently deliver valuable product.

Because if our competitors do this, they're going to have iterated on

what's valuable to the customer five times before they release product to our one and

that's just not a way that you will consistently be able to lead the market

and deliver valuable products.

So if you find that's the case, practice leans startup.

Taking operational view of it.

We'll talk about it, of course.

And again, kind of lead that change.

Your designers will understand that tool and be able to help you with it,

because all fundamentals are there.

But you may need to initiate it.

We've talked about an operational view of design, how to make sure that you're

asking those hard questions about desirability with your designer.

Good luck and I think that you'll find these tools are especially helpful for

initiating the kind of environment that you need to succeed as a product manager.

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