This is what you missed from our AMA session with Laura Soler Nieves, Senior Product Manager at GoPro. Laura’s high-energy session gave us a peek into her mind. She covered how to stay the course on your product roadmap, shared some gems on strategy, and advised on whether or not it’s worth it to prioritize high value but high effort features. If you want more from Laura, make sure to check out her webinar on Tuesday, June 7.

Meet Laura

Laura Soler Nieves, Senior Product Manager at GoPro

Laura Soler Nieves is a Senior Product Manager lending her talents to the GoPro Product team.She is currently working on the cross-device and platform experience for GoPro products. Prior to this, she spent two years as a Senior Product Manager at AT&T. There she was in charge of a large number of UX/UI features and capacities as well as the planning and development for AT&T VRIO Latin American and SKY Brazil. She also oversaw the strategic product vision for the search, engagement and recommendation capability across a variety of platforms (including ROKU, iOS, Andriod, and Google Play).

Sometimes the most valuable features take lot of development time. Do you think that they should still be the first priority?

Great Question! The way I would approach this would be:

  1. Can we deliver value through a phased approach? Meaning, break down the feature to be developed into smaller pieces that can be developed and released more frequently? So that you can at least begin to deliver value to the user soon, as well as test and gain feedback.
  2. Can those smaller stories be released without other stories of maybe equal or lesser value and together still move the needle toward improving the user experience or meeting the goals you have set out meet?

I think it’s important to take a step back and ask… What is the user experience we want to deliver this next quarter or year? What do we want the user to achieve with our product this next quarter or year that they haven’t been able to before?

How do you ensure that you execute your roadmaps as stated over the long run?

  1. I would create a Rubric listing your features and areas of focus for your product, sorted by priority to your business/NSM. (North Star Metrics/Delivering the most value to the user.)
  2. I would then have a meeting with your team and stakeholders every 2-3 weeks and make sure that the roadmap continues to be align with that rubric.
  3. If it is not, have trade off discussing with your team and align on any discrepancies or reason why the roadmap is focusing on other areas of the product

Sometimes that is because of technical debt, bug fixing or increasing awareness or usability of features that ultimately improve the product’s performance.

Which program can I apply to in order to become a Product Manager?

PRODUCT SCHOOL Duh! :sonrisa_burlona:

Product School offers certifications and expert knowledge that is truly helpful in your journey to become a PM. I say this because Product School helped me in my journey as a PM to Sr. PM. I always watch their YouTube content and it has truly enriched my PM skills. You can also find content on LinkedIn.

How do you typically go about creating Product Strategy? What’s your high level process?

person sitting in front on chess board with face resting on hand. the chess board is in the foreground, in focus, the person is in the background, out of focus

Here is my approach from a quick high level take on this:

  1. I would want to get clear on what is the Mission & Vision for the company / Product? The North Star?
  2. What is the problem or problem space this product solves or will solve for the user? What does success look like or what will it look like for the user?
  3. Why should we invest in solving that problem?
  4. What are leading indicators that the problem is solved? User successes?
  5. What would a minimum viable product look like that can address those leading indicators?

How do you develop a data analytics strategy for your products?

Great Question! From a PM’s perspective:

  1. I would start by analyzing What are we trying to answer and Why? Is it success, failure, engagement, usability, awareness, etc. 
  2. How will that information help us make informed decision? How is this information important to our North Star Metric / KPIs?
  3. To address events to measure, ask yourself… What would be a leading indicator of ____ of #1 question above?

How do you convince leadership to provide funding and resources?

Everyone as a PM at some point will experience resourcing limitation. So you are not alone :sonrisa_burlona:.
As for a quick answer…

  1. It’s important to identify what features / roadmap will deliver the most value to the user and why. Being clear on this and on what are the unmet needs your product is solving, will help you then identify what is the work that MUST get done and why.
  2. Then see if with your limited resourcing can you achieve the work from step 1 above… If not, get clear of what will be the user experience and business impact if you do not deliver that roadmap or features.
  3. Be clear on what exactly do you need to develop those features and product
  4. With that information go to stakeholders and discuss the options.

How do you customize CV as per job description? Can you recommend some resources?

IMO the best approach is to understanding how does the company of the role your are applying to currently deliver value for their users or how they impact the lives of their users and adjusting your CV to highlight how you have delivered value in your current or previous roles and/or showcase similar experiences. I would Google or search in LinkedIn PM Resume Posts, as well as in YouTube -> Product Resume. Also search in Product School’s Blog history.

We are developing a user generated content content creation platform where users can create content and perform live shows and monetize their art by way of gifting and ticketing in live shows. What’s the best way to find Product-Market Fit (PMF)?

  1. I think it would be important to get clear on… What are the current ways users are creating content and going live as well as monetizing their art?
  2. Talk to those users, dive deeper to identify an unmet need that is not present in their current way of trying to share their content and monetize their content.
  3. What frustrates them? What can be done faster, easier? What prevents them from sharing their content and monetizing their content?
  4. Why is it important for them to share their content and monetize their content?
  5. With that information… then have a “how might we?” session with your team?
  6. Address answering that question as “How might we do this better for this specific part of the process that is what frustrates them the most… “

Once you are clear on the above, it’s about creating and testing an MVP with a subset of your desired audience to validate if you are actually solving the problem for that user. That will validate your PMF.

Any parting advice?

THANK YOU ALL! for sharing your questions :cara_ligeramente_sonriente: Great Questions :ojos_estrella: I will continue to answer any of the questions I may have missed. You can also reach out to me at LinkedIn:+1:Product School is an excellent resource to use to continue to further your knowledge and skills as a PM. Search through their blog, and recent live sessions for extra content. Other suggestions:

  1. Search for the top Product Leaders or mentors of your desired area within product that you like the most
  2. Follow them on LinkedIn and Twitter
  3. To find recent post or content I suggest searching under #product #productmanagement on Twitter or Linkedin
  4. Medium is another great source for articles and content

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