Having the title of product manager doesn't necessarily mean you are really managing the product.

There are a wealth of resources about prioritization methods out there (including this blog), but PMs keep struggling with it. Why is that?

Report templates, and guided steps to create them, so Product Managers spend less time in status meetings and more time out of the building

When we stop to think about our internal product communication strategy we can be more effective in getting the message across and spend less time doing it

Key best practices for using customer feedback, drawn from conversations with 14 product leaders

A deep dive into why focusing on Problems helps make our jobs as Product Managers easier, and how to grow this culture among stakeholders around us.

How to deal with a common kind of stakeholders that we may refer to as the ”Sinatra” type. You know, the ones insisting on doing things “their way.”

Estimation is a hard problem. It frustrates the team and stakeholders. A simpler process can help. Here's what works and what doesn't after switching to it.

A set of Trello template boards that you can use to manage your product backlog as a 3-dimensional entity instead of just a list

Deadlines can make us move forward in a very powerful way, bringing focus and motivation. However, the good and bad parts are separated by a very fine line

Organizing a large product backlog is tough. This is due to the amount of stuff we keep in it and the list form it usually takes.

You're a Product Manager working with some stakeholders on your next release. They're busy and unresponsive. Here are 4 steps to handle that situation

What customers value the most are Results. Not our Products and definitely not our Software. That's why Product and Process thinking alone is not enough.

As Product Managers we must always remember that our role is to look outwards at least as much as we look inwards

Kathy Sierra's latest book is a must-read for any product person. Sustainably successful product are those that help their users succeed at what they need

As Product Managers we focus on delivering value to our users. But customer value is a measure of benefits vs costs. How can we translate that to software?

Building software involves a bunch of humans communicating in different "languages". If we don't try to close the gaps, we'll keep building the wrong things

Product Management is balancing constraints and execution concerns. The hard part is on the contraints (requirements, prioritization, deadlines, team, etc)

The New Product Canvas is a tool to help product managers make decisions about entering formal product discovery with a product idea.

These productivity tools can help product managers manage their time better.

Product management, for the most part, is not heady or glamorous. Most PMs are toiling with little recognition but love it anyway!

Making rational, informed decisions about investments in your offering portfolio should be a standard practice in organizations. It's not.

Moving back burner projects forward can be difficult. By reseting our expectations and managing our work carefully, it is possible to make progress though!