Overview: Phase Deliverables by Stage

• Phase 1 (Foundation): Charter, Sponsor Commitment, Initial Metrics
• Phase 2 (Systems): Systems of Record, Data Culture Assessment
• Phase 3 (Standardization): Roadmap Template, Portfolio Planning, PM Enablement Checklist
• Phase 4 (Iteration): Feedback Loop, QBR Template, Process Sunset Framework
• Phase 5 (Scaling): Playbook Compilation, Ops Impact Report

Phase 1: Foundation & Alignment

Goal: Establish purpose, sponsorship, and initial success criteria.
Deliverables:

• Product Ops Charter – Defines mission, scope, and success measures.
• Sponsor Responsibilities & Commitment Agreement – Ensures executive buy-in and accountability.
• Initial Metrics Worksheet – Co-created with sponsors to set measurable goals (planning efficiency, data adoption, PM enablement).

Key Milestones:

• Charter signed off by exec sponsor.
• Sponsors publicly communicate commitment to the org.
• Initial metrics agreed and baselined.

---

Phase 2: Systems & Data Landscape

Goal: Understand the current state of data and tools.
Deliverables:

• Core Systems of Record Worksheet – Documents existing tools (feedback, analytics, project tracking, roadmapping).
• Data-Driven Culture Assessment – Captures baseline culture and readiness for data-driven decisions.

Key Milestones:

• Systems mapped with ownership assigned.
• Data readiness assessment completed and shared.
• Prioritized list of gaps / opportunities identified.

---

Phase 3: Standardization & Enablement

Goal: Drive consistency across product practices without reducing autonomy.
Deliverables:

• Standardized Roadmap Template – Creates consistent visibility for stakeholders.
• Portfolio Planning Framework – Aligns multiple teams to shared planning cadence.
• PM Enablement Checklist – Defines what “great product enablement” looks like (dashboards, templates, training).

Key Milestones:

• Standard roadmap adopted by majority of teams.
• First portfolio planning cycle run using shared framework.
• PM satisfaction with enablement measured and baselined.

---

Phase 4: Feedback & Iteration Loops

Goal: Build Product Ops as a continuous improvement function.
Deliverables:

• Feedback Loop Template – Structured process for PMs and stakeholders to suggest improvements.
• Quarterly Business Review (QBR) Template – Captures and communicates progress against metrics.
• Process Sunset Framework – Criteria for retiring or evolving processes that don’t add value.

Key Milestones:

• First QBR held with measurable outcomes shared.
• Feedback loop adopted and functioning.
• At least one outdated process formally retired or updated.

---

Phase 5: Scaling & Embedding

Goal: Institutionalize Product Ops as a trusted, value-driving function.
Deliverables:

• Full Playbook (compiled) – One-stop resource for all templates, worksheets, and frameworks.
• Ops Impact Report – Narrative + data on how Product Ops has improved speed, clarity, and outcomes.

Key Milestones:

• Playbook distributed org-wide.
• Impact report shared with exec team and stakeholders.
• Product Ops positioned as a core enabler in strategic planning.

---

In my previous post, I shared six preconditions for launching a Product Ops function. Today, I want to get tactical. Below are a set of templates, frameworks, and worksheets you can use to build a Product Ops playbook that fits your organization. These don’t have to be taken literally; you can always adjust for the culture of your org.

---

1. Charter Template

Purpose: Define the scope, purpose, and guardrails of Product Ops.

Product Ops Charter

1. Mission Statement
   - What Product Ops exists to do (Example: enabling, not owning strategy).

2. Scope of Responsibilities
   - Insights & Analytics
   - Planning & Portfolio Support
   - Tools & Systems
   - Process Standardization & Enablement

3. Out of Scope
   - (e.g., Setting product strategy, owning feature roadmaps)

4. Stakeholders
   - Product, Engineering, Design, GTM, Legal, Privacy

5. Success Measures
   - Example: Reduce planning cycle from X to Y weeks
   - Example: Improve roadmap visibility across org

---

2. Sponsor Responsibilities & Commitment Template

Purpose: Ensure executive sponsors are aligned and accountable.

Sponsor Commitment Agreement

Sponsors Names: ______________________
Roles/Titles: ________________________

Commitments:
- Provide air cover and advocacy for Product Ops initiatives.
- Participate in quarterly alignment sessions.
- Help resolve conflicts between teams when standardization is resisted.
- Approve and resource initial tools/investments.
- Act as a visible champion of Product Ops purpose.

Signature: ________________________    Date: __________

---

3. Initial Metrics Worksheet

Purpose: Co-create measurable outcomes with executive sponsors.

Metrics Worksheet

1. Goal Areas (check all that apply)
   [ ] Planning Efficiency
   [ ] Data Accessibility
   [ ] Standardization
   [ ] Product Team Enablement
   [ ] Portfolio Visibility

2. Baseline Metrics
   - Current planning cycle length: ______ weeks
   - % of roadmap with customer insights attached: ______
   - % of PM time spent on reporting/admin: ______

3. Target Metrics (next 12 months)
   - Reduce planning cycle by: ___%
   - Increase data adoption by: ___%
   - Improve satisfaction (PM survey): ___%

---

4. Core Systems of Record Worksheet

Purpose: Document existing tools and identify gaps.

Stakeholders and SMEs (people who know where the bodies are buried)
______________
______________
______________

Core Systems of Record

1. Customer Feedback
   - Tool(s): ___________________
   - Owner: ___________________
   - Health (1-5): ___

2. Product Analytics
   - Tool(s): ___________________
   - Owner: ___________________
   - Health (1-5): ___

3. Project Tracking
   - Tool(s): ___________________
   - Owner: ___________________
   - Health (1-5): ___

4. Roadmapping
   - Tool(s): ___________________
   - Owner: ___________________
   - Health (1-5): ___

5. Integrations / Gaps
   - Notes: _____________________________________

---

5. Baseline Culture for Data-Driven Design Worksheet

Purpose: Assess organizational readiness for data-driven decisions.

Data-Driven Culture Assessment

1. Frequency of Data Use in Decision-Making
   - Rare | Sometimes | Often | Always

2. Accessibility of Data
   - PMs self-serve data?  Yes / No
   - Data dashboards available? Yes / No

3. Trust in Data
   - Teams align on definitions (e.g., “active user”)? Yes / No
   - Known data quality issues? __________________

4. Current Gaps
   - _________________________________
   - _________________________________

---

6. List of Templates & Worksheets for a Full Program

Here’s a full set of assets you’d expect in a Product Ops Playbook. Watch for these to be added and built out here over time!

• Product Ops Charter
• Sponsor Responsibilities & Commitment Agreement
• Initial Metrics Worksheet
• Core Systems of Record Worksheet
• Data-Driven Culture Assessment
• Standardized Roadmap Template
• Portfolio Planning Framework
• PM Enablement Checklist
• Feedback Loop Template (for continuous improvement)
• Quarterly Business Review (QBR) Template
• Process Sunset Framework (when to retire a process)

Product Operations (Product Ops) is one of the fastest-growing functions in product organizations. When it works, it brings clarity, scales insights, and frees up product managers to focus on delivering outcomes—not wrestling with process debt.

But here’s the catch: Product Ops isn’t a quick fix. Without the right foundations, it risks being seen as extra overhead instead of a strategic enabler. Here are six preconditions before you should initiate a Product Operations function in your org:

---

1. Executive Alignment

Leaders need a shared understanding of why Product Ops exists.

• Define a clear charter.
• Agree on success measures.
• Prevent scope creep by clarifying what’s in and out of scope.

💡 Ask your sponsors to articulate—in one sentence—what they believe Product Ops is there to do. If their answers don’t align, you’ve found your first gap.

---

2. Baseline Product Maturity

Product Ops can’t replace the fundamentals. If roadmaps don’t exist or discovery is absent, Ops has little to scale.

• Established delivery cadence.
• Clear ownership of product areas.
• Ensure key product artifacts and processes exist. (Even if inconsistent).

---

3. Data Infrastructure

Ops is only as strong as the data it can use. Without accessible systems, you’ll spend more time untangling than enabling.

• Customer feedback system of record.
• Product analytics tools.
• Product scope, context respositories.
• Delivery/project tracking system.

---

4. Openness to Standardization

Teams need to see value in shared frameworks. Without buy-in, Ops looks like policing instead of enabling.

• Planning cycles aligned.
• Shared reporting or roadmap format.
• Balance between autonomy and consistency.

---

5. Feedback Loops

Product Ops is never “done.” Processes should evolve with the org.

• Structured feedback channel for PMs.
• Iterative changes over rigid rollouts.
• Willingness to retire processes that don’t work.

---

6. Right-Sized Resourcing

One “Ops person” can’t fix systemic challenges.

• Match resourcing to ambition.
• Fund the right tooling and integrations.
• Provide sponsorship beyond headcount.

---

Wrapping Up

When these preconditions are in place, Product Ops becomes a true force multiplier. Without them, it risks being a thankless exercise.

In my next post, I’ll share practical templates and frameworks—from a Product Ops charter to sponsor commitments and metrics worksheets—that you can adapt directly into your own playbook.

Here are the top 12 plays in our Scrumban playbook:

1. Visualize Workflow: Utilize a Kanban board (physical or digital) to visualize the entire workflow, from backlog to deployment. This ensures transparency and helps identify bottlenecks.
2. Limit Work in Progress (WIP): Restrict the number of tasks in progress simultaneously. This prevents context switching and improves focus, leading to faster task completion.
3. Continuous Flow: Aim for a smooth, continuous flow of work. Identify and eliminate bottlenecks to maintain efficient task progression.
4. Pull System: Teams pull tasks from the backlog only when they have capacity. This prevents overcommitment and ensures efficient task completion.
5. Collaborative Planning: Conduct short, focused planning sessions to prioritize tasks and ensure alignment between development and professional services teams.
6. Daily Stand-ups (Optional): Keep daily stand-ups concise, focusing on progress, roadblocks, and next steps. Adapt frequency and format to team needs.
7. Regular Retrospectives: Conduct regular retrospectives to identify process improvements. Use data-driven insights from the Kanban board.
8. Service Level Agreements (SLAs): Establish clear SLAs with professional services to ensure seamless integration and timely delivery of software updates.
9. Metrics and Data: Track key metrics (cycle time, lead time, throughput, WIP) to monitor progress and identify areas for improvement. Use data to inform decisions.
10. Cross-Functional Collaboration: Foster collaboration between development and professional services teams. Ensure clear communication and shared understanding of priorities.
11. Continuous Improvement: Embrace continuous improvement. Regularly review the process, identify areas for optimization, and adapt the Scrumban approach.
12. Flexible Adaptation: Recognize that Scrumban is a framework, not a rigid process. Adapt the approach to fit team and project needs. Experiment and iterate.

Specific plays

Visualize Workflow Template:

Our Kanban board will use a digital tool like Jira, Trello, or even a whiteboard. The columns represent workflow stages:

• Backlog: User stories and tasks awaiting prioritization and assignment.
• To Do: Tasks ready for development.
• In Progress: Tasks currently being worked on.
• Testing: Tasks undergoing testing and quality assurance.
• Done: Completed tasks awaiting deployment.
• Deployed: Tasks successfully deployed to production.

Each card on the board represents a user story or task and includes:

• Brief Description: Concise summary of the task.
• Assigned Developer: Name of the developer responsible.
• Estimated Effort: Time estimate for completion (e.g., story points, hours).
• Priority: Priority level (high, medium, low).
• Linked Professional Services Ticket (if applicable): ID of the related ticket in our professional services system.

2. Limit Work in Progress (WIP)

Template:

• Definition: Establish limits on the number of tasks in each workflow column to prevent multitasking and improve focus.
• Implementation:
  • Define WIP limits for each column on the Kanban board (e.g., “In Progress” might have a limit of 3 tasks per developer).
  • Regularly review and adjust WIP limits based on team performance and bottlenecks.
  • Enforce WIP limits; no new tasks can enter a column if the limit is reached.
• Tools/Metrics: Kanban board, cycle time, throughput.

3. Continuous Flow

Template:

• Definition: Focus on creating a smooth, uninterrupted flow of work through the system.
• Implementation:
  • Identify and eliminate bottlenecks in the workflow.
  • Optimize processes to reduce wait times between stages.
  • Encourage collaboration and communication to keep tasks moving.
• Tools/Metrics: Kanban board, cycle time, lead time, throughput.

4. Pull System

Template:

• Definition: Team members pull tasks from the “Ready” column only when they have capacity, rather than being assigned work.
• Implementation:
  • Developers actively monitor the “Ready” column.
  • When a developer has available capacity, they select the highest-priority task.
  • The team focuses on completing tasks before starting new ones.
• Tools/Metrics: Kanban board, cycle time, lead time.

5. Collaborative Planning

Template:

• Definition: Short, focused planning sessions to prioritize tasks and align development with professional services.
• Implementation:
  • Hold regular (e.g., weekly) planning meetings.
  • Prioritize tasks based on business value, customer needs, and technical feasibility.
  • Involve both development and professional services representatives.
  • Ensure clear communication of priorities.
• Tools/Metrics: Backlog, Kanban board, stakeholder feedback.

6. Daily Stand-ups (Optional, Adaptive)

Template:

• Definition: Brief daily meetings to discuss progress, roadblocks, and next steps.
• Implementation:
  • Hold stand-ups at a consistent time and location.
  • Each team member answers: “What did I do yesterday?”, “What will I do today?”, “What obstacles are in my way?”
  • Keep the meeting focused and concise (e.g., 15 minutes).
  • Adapt the format to team needs (e.g., asynchronous updates).
• Tools/Metrics: Kanban board, team communication tools.

7. Regular Retrospectives

Template:

• Definition: Regularly review the process to identify areas for improvement.
• Implementation:
  • Hold retrospectives (e.g., every two weeks).
  • Use data from the Kanban board (cycle time, lead time, etc.) to inform discussions.
  • Identify actionable improvements and assign owners.
  • Track progress on improvement initiatives.
• Tools/Metrics: Kanban board, cycle time, lead time, retrospective notes.

8. Service Level Agreements (SLAs)

Template:

• Definition: Establish clear SLAs with professional services to ensure seamless integration and timely software updates.
• Implementation:
  • Define service levels for responsiveness, bug fixes, and feature releases.
  • Establish clear communication channels and escalation procedures.
  • Regularly review and adjust SLAs as needed.
• Tools/Metrics: SLA performance reports, customer satisfaction scores.

9. Metrics and Data

Template:

• Definition: Track key metrics to monitor progress and identify areas for improvement.
• Implementation:
  • Track cycle time (time to complete a task), lead time (time from request to completion), throughput (number of tasks completed per period), and WIP.
  • Use the data to identify bottlenecks, measure the impact of process improvements, and make data-driven decisions.
  • Visualize the data using charts and graphs.
• Tools/Metrics: Kanban board, reporting tools, dashboards.

10. Cross-Functional Collaboration

Template:

• Definition: Foster strong communication and collaboration between development and professional services teams.
• Implementation:
  • Establish regular communication channels (e.g., shared Slack channels, joint meetings).
  • Involve professional services representatives in planning and retrospectives.
  • Share knowledge and expertise across teams.
• Tools/Metrics: Communication logs, feedback from both teams.

11. Continuous Improvement

Template:

• Definition: Create a culture of continuous improvement, where teams regularly review and refine the process.
• Implementation:
  • Encourage experimentation and innovation.
  • Regularly review the Scrumban process and identify areas for optimization.
  • Use data and feedback to drive improvements.
  • Empower teams to make changes.
• Tools/Metrics: Retrospective notes, cycle time, lead time, throughput.

12. Flexible Adaptation

Template:

• Definition: Recognize that Scrumban is a framework, not a rigid process. Adapt it to fit your team’s specific needs and project requirements.
• Implementation:
  • Don’t be afraid to experiment with different practices.
  • Adjust WIP limits, workflow stages, and other aspects of the process as needed.
  • Regularly evaluate the effectiveness of the Scrumban implementation.
• Tools/Metrics: Team feedback, process performance data.

We’re in the midst of a technological revolution, and the role of the product manager (PM) is evolving alongside it. With the rise of AI, some might wonder if the PM is becoming obsolete. But don’t worry, PMs aren’t going anywhere. In fact, their value is only going to increase in 2025 and beyond.

AI: Friend or Foe?

AI can help PMs in several ways. It can analyze massive datasets to identify trends and customer needs, predict future demand, and even automate repetitive tasks. This frees up PMs to focus on higher-level strategic thinking and creative problem-solving.

However, AI isn’t a magic bullet. It can also create challenges for PMs. For instance, AI-powered tools might generate biased data or fail to understand the nuances of human behavior. PMs will need to be vigilant in ensuring that AI is used ethically and effectively, and they’ll need to be able to interpret the results and make informed decisions based on them.

3 Critical Success Factors for PMs in 2025

So, what skills will PMs need to thrive in this evolving landscape? Here are three critical success factors:

Human-Centric Thinking: PMs will need to be strong empaths, able to connect with customers on a personal level and translate their needs into actionable product strategies. This is something that AI can’t do–at least not yet!

Data Literacy: AI is generating a ton of data, and PMs need to be able to make sense of it. They’ll need to understand how to interpret data, identify patterns, and use it to inform their decisions. While AI can find patterns, it’s truly the interpretation and action where a PM can excel.

Adaptability and Agility: The tech landscape is changing rapidly, and PMs need to be able to adapt and pivot quickly. They’ll need to be comfortable with ambiguity and be able to adjust their plans based on new information and evolving market trends.

The Future is Bright

In 2025, PMs who can master the skills of human-centric thinking, data literacy, and adaptability will be in high demand. They’ll be the ones who can leverage the power of AI while staying true to the human needs at the heart of every successful product.

I’m just starting to put together a sample PDLC for companies really dedicated to being data driven. For many companies, being data-driven is secondary to strong personalities or intuitive leaders who are willing to use past experience or very small sets of data to make decisions. However for companies that collect a lot of data and don’t know what to do with it–or how data from one place can be used by colleagues in others, this diagram might be helpful. Credit to Scott White at AirTable.

A QBR is a strategic meeting held once every quarter, where you engage in a purposeful dialogue. It’s not your run-of-the-mill status update; it’s a value-driven conversation that transcends technical details. Imagine this: you’re not just presenting data; you’re showcasing the tangible impact your product has had on the business. It’s akin to a choreographed dance—where you gather insights, discuss challenges, and chart a course for future success.

QBRs serve as the bedrock for strong product development, even as your company scales, and they unlock the recipe for exceptional customer experiences that align seamlessly with your growth ambitions.

Let’s break down the Quarterly Business Review (QBR) in a way that even the busiest person can appreciate. 🌟

1. Pre-work
   • Preparation:
     • Gather sales data, customer feedback, and performance metrics. Collect all relevant materials needed for the QBR.
   • Set the Agenda:
     • Develop a comprehensive meeting agenda. Prioritize informing participants in advance.
2. In the meeting
   • High-Five Your Goals:
     • First up, let’s revisit those goals and KPIs. Remember that time you set out to conquer the business world? Well, let’s see how close we’ve come to world domination (or at least market domination).
   • Show Off Your Superpowers:
     • Picture this: You, in a metaphorical cape, swooping in to save the day! Highlight the wins—those moments when your product made the customer’s life easier, more efficient, or just plain awesome.
   • The Nitty-Gritty Stuff:
     • Every superhero faces challenges. Share the hurdles you’ve leaped over (or maybe stumbled a bit). It’s like revealing your secret origin story—vulnerability is the new cool.
   • Opportunity Knocks:
     • Ding-dong! Opportunity is at the door. Let’s chat about growth potential. What untapped markets await? How can we level up? Think of it as plotting the sequel to your blockbuster success.
   • The Crystal Ball Moment:
     • Grab your executive crystal ball (it’s probably diamond-encrusted). What’s next? Set the stage for the next chapter. New features? Expanding into new territories? It’s all part of the grand saga.
3. After the meeting
   • Follow-Up Email:
     • Send a follow-up email to all participants. Thank them for their time, reiterate key takeaways, and attach any relevant documents or presentations from the QBR.
   • Action Items and Decisions:
     • Ensure that action items and decisions discussed during the QBR are clearly communicated. Assign responsibilities and deadlines to relevant team members.
   • Track Progress:
     • Regularly track progress toward the goals and action plans discussed in the QBR. Provide updates to stakeholders as necessary.
   • Feedback Loop:
     • Ask for feedback from participants. What worked well? What could be improved? Use this input to enhance future QBRs.
   • Review Outcomes:
     • Regularly assess the outcomes of the QBR. Did the action items lead to positive results? Adjust your approach based on lessons learned.

Remember, QBRs aren’t just meetings; they’re epic sagas where you’re the hero. So, suit up, grab your PowerPoint, and go dazzle those execs!

Product Ops isn’t one or the other.

In the realm of product operations, two critical aspects define the landscape of operational excellence. The role of developing frameworks and managing operations functions is pivotal in ensuring the seamless operation and successful delivery of products and services. These teams excel in creating scalable processes, defining key performance indicators (KPIs), and implementing best practices to streamline operations. Their role extends to managing cross-functional collaboration, optimizing resource allocation, and driving continuous improvement. By aligning operations with overarching business objectives, they ensure that the product development cycle operates cohesively and efficiently. These teams are instrumental in cultivating a culture of operational excellence and are adept at leveraging data-driven insights to enhance decision-making and performance.

On the other hand, delivery and execution specialists within product operations are the champions of precision and agility. Their expertise lies in translating strategic initiatives into actionable plans, orchestrating seamless execution, and ensuring timely delivery of products or services. Their role encompasses end-to-end project management, resource optimization, and stakeholder communication. They are instrumental in driving operational cadence, fostering accountability, and swiftly adapting to dynamic market demands. Delivery and execution specialists are the vanguards of operational agility, harnessing their expertise to drive successful product launches and sustained operational efficiency.

While both aspects of product operations share the common goal of driving operational excellence, they differ in their primary focus and core competencies. Developing frameworks and managing operations functions centers on strategic alignment, process optimization, and fostering a culture of continuous improvement. It emphasizes the establishment of scalable structures and operational methodologies that serve as the bedrock for sustainable growth. On the other hand, delivery and execution specialists are focused on tactical execution, project management, and ensuring the seamless delivery of products to the market. They thrive in dynamic environments, excelling in adaptability and precision execution.

The synergy between developing frameworks and managing operations functions, and the role of delivery and execution specialists is instrumental in shaping the success of product operations. The former lays the groundwork for strategic alignment and operational efficiency, while the latter ensures that these strategies are flawlessly executed and delivered to the market. Together, these aspects form the cornerstone of a robust product operations function, driving innovation, efficiency, and market leadership.

I created a model for the “ideal” product operations manager. The model divides the skills of a senior ops manager into 5 categories–Tools, Management, Processes, Data, and Strategy. Then each category is spilt into skills I consider required for new managers, those for managers in the middle of their job, and those skills I expect of experts.

There are five use cases for this model:

1. To develop job postings. I can select the skills that are needed for the level of manager I’m looking to hire, and I can explain to HR why compensation should be what I request.
2. To have performance conversations. I ask staff to rate themselves on each item and I separately rate them. Where there is a large gap in the two ratings we discuss why—whether they are not meeting my expectations, or if they’re underselling skills that are evident to me if not to them.
3. To have compensation conversations. I use the three levels to ensure compensation is relative to the skillset.
   1. If someone is performing skills more advanced than where they are in the payband, I use this to advocate for a raise.
   2. If someone is looking for a raise, I can point to the skills I want them to have and can tie their desire for a raise to the skills I need
4. To understand organizational development needs. I use the scores across the team to understand where we have organization-wide skill gaps. Then I can hire new staff to fill those gaps. I also look at it as an opportunity to discuss if and when an employee is ready to move beyond the role.

		Tools		Management		Processes		Data		Strategy
		Definition: knowledge of these tools comes in two measures–quantity of tools known and depth of experience with them. However, more weight is given to being a power-user of one tool over being a casual user of many		The ability to execute, communicate, and control work		Knowledge of how and when to use specific processes to achieve a goal.		Using data to communicate patterns and aid in making decisions		Ability to connect goals to actions by understanding and appropriately applying available assets to achieve ideal outcomes.
Starting
		Business Productivity Software		Project Management		Agile methodology		Data collection		Critical thinking
		(Office, Miro, etc.)		Have run several true projects as a project manager		Have used it before as team member, scrum master, or PO. Can explain the key differences between scrum and kanban		has inherent knowledge of how to collect and manipulate data in a variety of tools		Systematically analyzing information to make reasoned and logical decisions.
		Workflow management		Process Improvement		Prioritization		Reporting
		(Jira, Trello, etc)		Experience leading Lean six sigma, busisness process re-engineering or TQM-style process improvements		Knows several models like RICE, WSJF, dot voting, effort/value; and knows when to use them		Can use data to create reports for a variety of stakeholders. Familiar with Excel, PowerBi, and Tableau
		Requirements and Feature tracking		Oral Communication
		(Jira Align, Aha, ProductBoard, Dragonboat, etc.)		Is a compelling speaking and easily gets information across to stakeholders
Mid
		Roadmapping		Visual Communication		Human Centered Design		Data synthesis		Context-setting
		( Aha, ProductBoard, Product Plan, etc)		Can create compelling visualizations or can collaborate with design-focused colleagues to deliver documents appropriately polished for the audience		Training from LUMA, ideo, or other thought leaders in this area		Can review data and draw conclusions from them. Understand data cleanliness, accuracy and confidence. Can speak to statistical signigifance and business significance		Can make connections for people between the work to be done and the reason for the work. Uses story telling, analogies, and models.
		Ideation		Stakeholder management		Product and Development Lifecycles		Independently design and iterate reports		OKRs or Goal setting
		(Aha, IdeaScale, etc)		Identifying, analyzing, prioritizing, and engaging stakeholders to ensure their needs are met and expectations are managed.		Can articulate the general lifecycles of a product and of product development. Knows there a difference between the two. Can explain key roles and responibilities in each phase		Willing to look at new data sets or existing data in novels way. Initiative to create hypothesis and develop reports to test the hypothses. Willing to iterate on reports to improve usage, decision making, and delivery		Experience writing high quality goals and using the O/KR framework whereby leaders set objectives and teams define KRs.
Experienced
				Change management		Discovery, Experimentation and Testing		Coding and Development		Strategy Development and coaching
				Can create structured processes and sets of tools for preparing, equipping and supporting people to adopt and use a change to achieve a desired outcome. Builds trust and strengthens company cultures through the development of strong relationships		Can facilitate processes for each item. Articulate more than 1 method to achieve objectives of sub processes		Can code in VBA, Power Automate, R, Go, SQL, python, Javascript/D3, or similar languages to further collect, analyze, automate, and communicate information from data and reports		Can use all the above to create new strategies for a team that clarifies how goals will be achieved and why. Can coach and mentor team members and other staff.
				Coaching, mentoring		GTM and Release Management		Business decision support
				Coaching: Guiding someone to improve skills or achieve goals through feedback, guidance, and support. Mentoring: Providing guidance, advice, and support to help someone develop skills, knowledge, and achieve career goals.		Understands the concepts, phases, and stakeholders in this area. Can facilitate either and ensure releases and luanches happen on time and with consistency		Comfortable leading discusions with leaders about not only the report, but direction and or advice you have based on the data. Can speak to trade-offs, risk, confidence.
				Influencing Executives		Annual and business planning
				Can use the above communication skills, along with strategic thinking, and relationship building to develop trust, credibility, and rapport in order to collaborate with executives and to ensure larger business goals are met within shared visions.		Participates in and supports annual planning at the CPO leadership level

A colleague recently asked where to read more about Product and Product-Led Growth, so I wanted to jot down a few of the more recent articles and blog posts on the topic to share with him and others. If you know of other great content on this topic, shoot me a link, and I’ll update the list along the way.

https://blog.producter.co/producter-how-we-created-our-early-stage-growth-strategy-756f8846e2f1

https://www.linkedin.com/pulse/how-approach-product-led-growth-plg-stack-dushyant-mishra

https://www.productledalliance.com/the-logistics-of-building-a-strong-team/

https://www.pendo.io/pendo-blog/the-three-pillars-of-a-product-led-organization/

I found these (and other great articles in the #plg-recommended-reading channel on Product-Led Alliance’s Slack channel. Check it out.