Software product success.
ProductCamp Austin is here again! The Spring 2010 session is this Saturday, 27 March 2010 at the AT&T Conference Center on the UT campus in downtown Austin. Make sure and say hi when you’re there!
The Laudi Group and Red Canary organized and shared a great set of questions for product managers and answers from a panel of product management leaders. Steve Johnson, another leader in our space shared his answers to the same questions, and in this article, I share mine.
One of my colleagues got into a debate with one of his colleagues about the differences between goals and requirements. His opponent fired the following salvo: “[That] is not a business requirement in any company of the world…” What you call your requirements is less important than how you communicate […]
I came across a really interesting article LukeW.com, showing how making changes to the way an input form on a website increased interaction by 25 to 40%. The changes reflect the value of thinking outside-in, investing in user experience, and performance measurement. Bonus: the idea is cool.
You give your requirements to the engineering team, and they look complete. The team builds your product, you launch it and the market soundly rejects it. Why? Because your requirements weren’t complete – they didn’t actually solve the problem that needed to be solved.
Engagement – that’s what this whole product management blogging thing is about. Check out what Tyner Blain readers found to be the most engaging articles in 2009.
Why does cross-selling, the process of selling something additional to someone who is already making a purchase, work? This article explores some of the theory and rationale behind cross-selling – from qualification to motivation and profitability.
Do you know about substitute goods and complementary goods? If you’re doing any eCommerce, and are thinking about cross-sell and upsell, you should understand the basics about substitutes and complements.
Unless you live in a world filled with unicorns and rainbows, writing realistic requirements is critical. When you set unattainable goals, the best result you can hope for is a frustrated engineering team. Write requirements that are attainable, and your team will surprise you with what they can achieve.
