Product Management Essentials | Mauricio Rubio | Skillshare
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9 Lessons (1h 26m)
    • 1. Introduction

      0:57
    • 2. What is a Product

      14:30
    • 3. The Role of a Product Manager Part1

      5:50
    • 4. The Role of a Product Manager Part2

      7:54
    • 5. Product Management vs Project Management

      8:16
    • 6. Metrics and Analytics

      17:54
    • 7. Roadmapping in Product Management

      10:15
    • 8. Product Roadmap in Jira

      12:05
    • 9. Product Roadmap in Trello

      8:38

About This Class

This Product Management Essentials Course has been designed to help you hit the ground running in your Product Management Journey; whether you're preparing for a Product Management interview, getting ready to launch your career in Product Management or exploring the fascinating world of Product Management this course has been designed from the ground up with a focus on quality, solid fundamentals & the right amount of information that you really need to excel as a Product Manager.

We will unpack key Product Management concepts, you'll see real world examples of Product Management in action & you'll hear directly from successful Product Managers. But we'll go beyond that into tools that Product Managers use in their role as well as the tips & tricks that characterize successful Product Managers.

My name is Mauricio and I'm a Product Manager, but like a good Product Manager I'm used to wearing many hats. I manage my own Products now reaching hundreds of thousands of people all over the world in over 180 countries & I have helped many companies successfully launch their own products. I have also lead teams as a Product Manager and have even coached and hired other Product Managers. So I understand what it takes to excel in the job and I will teach you everything I know about it. No catch and I'm not going to hold back. On the contrary, I will openly share with you what has worked for me and what hasn't. If there is one thing you should know about me, is that I'm here to help you and I will do everything in my power to ensure you become an outstanding Product Manager. This course, is only the beginning. By the time you complete it, I will share with you free additional educational resources to continue strengthening your Product Management skills.

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Why you're here

  • You understand that being a Product Manager puts you in a position of HUGE POTENTIAL

  • You understand that Product Managers earn over $100 THOUSAND DOLLARS per year & would like to get into this amazing role

  • You want to explore more about Product Management

  • You're curious about Product Management

  • You've heard about Product Management but you don't really know what it is or what it entails

  • Somebody recommended this course to you

  • A colleague at the office said this is a must take course for you

  • You want to ace your next Product Management Interview

  • You want to step with confidence into a new Product Management role

  • You want to learn from others who have walked the path & can share valuable insights and information

  • You want to leverage on the templates, resources, vast expertise and experience from a seasoned Product Manager

What will I learn in this course?

  • What you need to know to become a Product Manager

  • Product Management Essentials & Fundamentals

  • Product Management Skills

  • Product Management Tools

  • How to kick-start your career in Product Management

  • How to succeed as a Product Manager

  • Key Product Management Concepts

  • Product Roadmapping

  • Experimentation

  • Metrics & Analytics

  • Market Research

  • Stakeholder Management

  • Job Market & Opportunities

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Why take this course and not another one?

  • It's a Crash Course. So no bs, no fluff, only the good stuff :)

  • It was developed by a seasoned and highly successful Product Manager -feel free to refer to my bio and track record

  • You will increase your chances of getting the job

  • It includes a ton of resources, templates and freebies

  • It was created by the founder of The Product & Project Management Knowledge Base -thePMKB

  • It was created by the author of The Mini Book of Agile and founder of AgileKB

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This course is specifically for:

  • Beginners

  • Aspiring Product Managers

  • People interested in Product Management

  • Anyone looking to get a job in Product Management

  • Anyone wanting to transition into Product Management

  • Entrepreneurs

  • Professionals

This course is NOT suitable for:

  • Intermediate to advanced students

  • Experienced Product Managers

  • People that prefer quantity over quality. 

  • People that like lengthy and theoretical explanations. 

  • People who aren't prepared to go through the entire course and take notes.

  • People who expect things to work out without any effort or preparation.

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Why get into Product Management

  • To earn over $100 THOUSAND DOLLARS per year

  • Because it's a highly fulfilling job and no two days are alike

  • Because you're naturally passionate about building products

  • Because you have a natural ability for solving problems

  • You want to influence the strategic direction of a product

  • You enjoy working with people from all areas of the business

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Pledge to All Students (both current & future students)

  1. Students First. I will never compromise your experience to make money. Never, ever. Yes, this is also a business but to me teaching goes way beyond making money. I already have a full time job and fortunately don't rely on teaching to survive. You are always at the forefront of my courses and I want to ensure you have a unique, valuable and memorable experience. I promise. 

  2. 24x7x365 Support. You can contact me 24 hours a day, 7 days a week, year round, even on holidays, Christmas and New Years Eve; I will get back to you quickly (in a few hours tops) and deliver outstanding quality of service in my support. I promise. 

  3. Humbleness, kindness and social responsibility. I believe in giving back to you and the world. So think of me as your own real-life human "Siri." If you need advice or support just ask. And if I can do something to help you in your journey, I will. I promise.

  4. Australian Made. Recognized in the Industry as a symbol of quality and excellence. All my courses are Made in Australia with high tech and professionally edited. They also include my secret sauce: a lot of passion & love! I also apply in my courses everything I've learnt from years of experience working with technology, projects, entrepreneurs and people all over the world. I promise.  

  5. Quality over Quantity. I will strive to make courses concise, to the point and relevant. Time is one of our most valuable assets and we need to invest it carefully. So I won't make a course long for the purpose of displaying it has more hours; only when strictly necessary. To me it's about quality and if I can deliver that in 5 minutes and save you time, I will. I promise.

Transcripts

1. Introduction: Hey guys, welcome to the Product Management course. This course has been designed for beginners in mind and pretty much anyone who aspires to become a product manager. So if you have any interest in the world of product management, then these courses for you. When I disciplinary CEO and I'm a product manager. And you may know me from products such as your education or agile KB. In these cores, I'm gonna teach you everything you need to know about product management. The key concepts, tools, fundamentals on essentials, into things such as product roadmapping, what a product manager doesn't on day today, how we build successful products, metrics and analytics on much more. Now you heard me talk about product growth mapping, and that's exactly what you're going to be doing in your class project. You're going to build a product roadmap from scratch. But don't worry, I'll show you how to do it and I'll walk you and handhold you through the whole thing as part of the scores. So I look forward to seeing you soon. Cheers. Bye. 2. What is a Product: Hey guys. So I think we're all pretty familiar with the concept of a product. And we use products on a day to day all the time. And we are used to the concept of product associated to a particular tangible things such as milk, your shoes, clothes, lamps, Watches, et cetera. That's generally what we think of when we're thinking about products. We're thinking about those things that we buy for ourselves, for our friends, for our relatives, or for our family that are sitting around their house on stuff like that. That reality is, even though that is correct and that is part of the definition of a product. Products also in bull, things such as software applications or subsections of applications. And in the world of product management, we generally consider subsections of obligations, products because sometimes some of those applications or some of those software that are being used in the world of technology can be so big and so complex that they need to be broken down into subsections or sub-products that then are actually considered products themselves and are actually managed by separate product managers. All right, here is an example of a product that you're prolly already very familiar with. Headphones, right? So headphones represent pretty much the traditional type of product that I was talking about earlier. And people working on these type of product are regularly and constantly working on how they can enhance them. For example, the product manager behind this product that you're seeing on screen, he's probably thinking how they can improve the audio, how they can make sure that the comfort of people wearing them is better. How they can actually make it nicer. We did color like what colors do people prefer? Why would they buy black headphones and not red ones on stuff like that? Or perhaps they should actually offer multiple different colors and different sizes. So that's the type of thing that the product team working behind these headphones would be thinking about. They might be thinking also about things such as connections like Bluetooth on other things such as the packaging of the product, et cetera. All right, so this is a perfect example of the type of product that is considered or that we would consider kind of like the traditional type of product like we've talked about before. But like I mentioned earlier, There's also other categories in the world, in the big world of products, and that includes things such as applications. You might be familiar with these very popular application which is called Spotify. So Spotify is basically an application that allows people to listen to music on their smartphone or their computer, right? So these application is managed by a product manager that he's responsible for enhancing the features and functionalities around it, such as the playback buttons where the buttons are located, that color of the buttons. Why you would have an interface in a particular order and stuff like that. All of these things are actually, there's actually a product team behind all of these applications. We're making sure that you have the best possible experience that you can have and that you keep coming back to the application. Because the more engaged with the URL with the application, the more successful we will consider the product in terms of the world of product management. And we'll talk later about engagement. Metrics and analytics and what that means for you as a product manager. But let's jump into another example that you're probably also familiar with, which is called Microsoft teams. So Microsoft themes for those who are not familiar with it is an application that allows you to chat, share files, create teams for your colleagues and for yourself to work in and to collaborate in the digital world while you're working on projects or assignments or tests, right? And because Microsoft Teams is such a big producting itself in Microsoft, they don't create Microsoft Teams. A single product under a single product manager, they've actually subdivided the product. So they'll have a manager focusing on the desktop version of Microsoft Teams. They'll have Product Manager of focusing on the mall version of Microsoft Teams. And there also be another separate product manager working on the web and the cloud version of Microsoft Teams. Obviously, all of those three product managers are sitting under the Microsoft umbrella. They are part of the same company, working with the same product, only different aspects of that product, which is why they are actually treated as separate products within the company, even though as a whole you could actually consider it a single thing. So that's why it's important for me to explain this part. Because you'll often see proxying the world of technology broken down into smaller chunks that are managed separately by separate product managers. And that just has to do with the amount on the complexity of the work in bold. And it also has to do with the nature of the product itself, right? Like for instance, the experiencing a mobile application of Microsoft Teams, He's probably relatively different to what you're gonna experience if you're using the desktop version. And I don't mean that you would look and feel is going to be very different or that the functionality is different. But there might be different needs that are rise from the use of the brock when you're using it on your desktop, then when you're using it on your mobile phone, right? Because on a next up you have a bigger screen, you have a keyboard. You're probably typing with both of your hands, right? But when you're using the moral obligation, it's a smaller screen. You're sometimes or often typing with just one of your hands or just holding, holding the phone with one of your hands and so forth. So the functionality and the user requirements and the user needs priorities, et cetera, are on dot-product vary from the different versions or aspects of that product. And I'm gonna show you another example to better explain this concept when we are talking about the world of technology. Now, obviously we haven't just seen technology products or application products in this part of the course. But as you know, this course has been mainly focused for IT, right? For Information Technology. So for branching the world of technology, such as software applications, et cetera, right? But that doesn't mean that what you're learning in this course is solely and specifically for the world of IT, Not really the basic principles and fundamentals of product management. Apply regardless of the industry. Alright, so let's get into these other example that I think is really interesting because there's a couple of things I want to show you in this particular example, number four, right? So you're basically seeing here on screen the results of a search I did on Google, right? And I just looked for used cars in New York, right? And this is the result that came up when I searched for used cars in New York. I want you to pay close attention to the thing that I have highlighted and pointed with arrows. So that you can actually understand that even though Google, when you think about Google, US and end-user generally think of a single thing on your, in your mind, you're probably considering Google as a single product in the company. So the guys actually working at Google wouldn't consider Google a single product. And the reason for that is that there are actually multiple aspects of that big product called Google and which you are seen on screen right now, right? So for example, in these results, you're seeing paid ads at the top, right below that, you're seeing maps. Below that, you're seeing reviews on, underneath that your scene organic, natural search results, right? So all of these different things involved different teams on different product managers because the aspects and the nature of these different things, he's quite different, right? To give you a perfect example, if you look at the first search result on the top, the keywords are, are relevant, but are not necessarily as relevant as a natural search results which are influenced by what we call SEO or search engine optimization in the world of search engines such as Google, right? The first one of the top, somebody paid for that ad. And they specifically selected a country. The language, you know, the search terms, the keywords that we're using, the search for that add to pop up in the search result like it is right now. Okay? So that is quite different to the bottom search results, which is the result of organic searches coming from the Google engine, which is obviously not something people are paying for, but he's just Google trying to put on the top the most relevant information that people are trying to find based on a bunch of different variables and algorithms that together become that secret sauce or secret recipe, which makes Google so special in the sense that it matches somebody looking for something, someone that has that information published somewhere in the internet right? Now. If you go to the middle section where we have maps on reviews, again, that is quite different to paid ads or natural search results because the reviews, for instance, are more related to, you know, we're talking there, thinks about a scale from one to five stars, the location, the number of people who have left a comment about their experience. Pictures of the, of the particular venue. And then in the map section, you're actually looking at an actual map, right? Like an actual physical map. And you're seeing there the locations between the buildings and roads, the types of roads, et cetera. And again, the information that needs to be considered and the user needs for that product are quite different from their reviews and from the paid ads and from the natural search items below. Now, don't get me wrong. Obviously, you're seeing all of this information pulled up together under Googling assert because there are there is a relationship between those different products and how you interact with them. And that's why you see that result when you actually type that used cars in New York in the search bar, right? But what I am trying to convey to you is that there is a kind of like a behind the scenes aspect of a product. And then what we would call the front end, which we would call kind of like the backend of the product. And then the front end, which is what the end user like you are seeing here right now. So you'll probably are not even aware and you don't need to be aware, of course, that there are actually multiple product managers managing all of these different aspects within Google. But back at Google, the company, I mean, that he's actually working on these, on treating this as a product that users are going to use. Well, there's actually not a single product manager managing all of these, but there's actually multiple product managers managing each of these subsections of the application. And obviously they are working together to ensure that ultimately you have a good experience when you're searching for things in Google. Alright, so just to recap, what are the characteristics of a product? Basically, it is something that serves a purpose, right? It is there to do something to meet a market need or to meet something that you're trying to achieve or satisfied with dark particular product. Ultimately, the characteristics of a product are well-known to you naturally, intrinsically, but I'm placing them here so that you can actually, I guess absorb what that means in the world of product management. Like for instance, one of the things that we look at when we're looking at products is that it tends to seek to drive revenue and or engagement, right? So product stone axes just for the sake of existing. Generally when a company creates a product, they are ultimately trying to achieve and meet a goal. And the vast majority of times when they are creating a product there ultimately, ultimate goal is to create revenue and increasing revenue and continuous growth over time. So obviously, the company would want to see more sales or time coming from that product, right? On occasion, a product might be actually a free product, but then dot-product is steel serving a purpose. It's still meeting a market. Market need, our market demand. And it might be for, for instance, helping position the company or you might be driving leads to other products from the company and so forth. Or alternatively, it could be generating revenue in directly by, for instance, ads on stuff like that. Alright, so when we are working on where and we have product managers working on these different products at different companies. They are basically ultimately trying to improve and enhance them over time to ensure that as an end user or as a customer, you are actually continuously engage with the product. And you actually come back to either use it more or you come back for more copies of the same products. So you essentially buy more of those products either for someone you know, someone you love or for yourself, right? And that's why we also see iterations of products over time. Like for instance, you might get an iPhone now, and then in a year's time there will be a newer version released, the iPhone with new features, new functionality, and more advanced and enhancements on improvements that you're going to want to purchase to satisfy that need that you as a customer and user have around how that product helps you communicate to your job, take pictures, videos, et cetera, or whatever it is, right? And that is why these characteristics, I guess to wreak up, help define what a product is and the nature of the product itself. All right guys, I'll see you on the next one. Cheers. Bye. 3. The Role of a Product Manager Part1: Hey guys. So in this part of the course, I wanted to talk about the role of a product manager, their responsibilities, what you're normally would do the day-to-day on basically what it means to be a product manager. And this is one of those really exciting roles because there are no two days are like generally, the live and the day-to-day of a product manager varies. And he's quite exciting and challenging. And you're always seeking to work on making improvements, to make the product better, to enhance it, to improve it, to sell more of the product, to engage more of your costumers, to have a better relationship with stakeholders that have interactions with that product and so forth. So part of being a product manager involves also leading a product team, what we call a product team. So these are the people that are working on the product. And they could be developers, they could be the signers, that could be architects, business analysts, and so forth. The point is that you'll have a different group of people working with you on that particular product. Now, those people will not necessarily report into you, but it is quite common that product teams actually report into the product manager. Now, that will vary from company to company. And in some structures, you will see product managers that don't actually have anyone underneath them. I seem there's no actual formal structuring the org chart, reporting into them. Whilst in some other companies, you will see a product manager who actually has a product team underneath them, reporting into them, right? So it will vary. The point here is that it doesn't really matter either way, whether the people report into you or they don't. You will be working closely with people from very different backgrounds, very different skill sets. To us a team do enhancements, improvements, new features for a particular product. So that's why I said that this is such an exciting role and it's one of my favorite things about being a product manager is that I'm always working with different people to continuously deliver value for the end users, for the customers and the for the business. Now, another thing that you do as a product manager is basically you own what we call the product roadmap. And in another part of the course, we'll talk a lot more about the product roadmap and what do these. But in a nutshell, it basically maps out what you were going to be doing on a particular product in a set timeframe. Alright? So it kind of gives you a guide and gives you a visual representation of what you're going to be delivering in the near future for that product. And this allows you to actually communicate your key stakeholders and other people who are interested in what's happening on the product, with the product, on what you're going to be delivering. Now, other key aspects of product management are things such as research. As a product manager, you're going to be regularly looking at your competitors, similar companies, similar products, what their doing, their strategies and so forth. So we're generally looking at market trends and the competition. And that helps us get ideas about things that we can do in our own product on stuff like that. You'd also helps us keep on our toes and just leverage on what we can see out there in the market as well. Why customers, for example, are floating to a particular product, or why there's a new feature that they like so much and so forth. And in another part of the course, we'll actually talk a little bit more about a thing such as AB testing and market trend analysis. And some of those are things that we do as a product manager. But basically eat involves looking at other strategies, other companies, other products, what other people are doing, what gets customers and users excited of different products, and how you can apply that into your own product. So ultimately, as a product manager, you are basically responsible for the product success and the future direction of the product. And don't get me wrong. As a product manager, it doesn't mean necessarily that you actually shape everything that happens with the product. You're more of a facilitator during that process, right? Because you don't just own the product yourself, right? You're basically there to lead and to facilitate the conversations of people who actually on the product or the company that owns a product. But you obviously of course feel, feel, and are basically ultimately responsible for the product itself and for the strategic direction that that product takes. And that's why getting that input and getting that feedback from your customers, from the market, from internal stakeholders, from your product team will allow you to excel and succeed in the role as a product manager. All right guys, I hope these initial part of what the role of a manager ease was very exciting and very interesting for you because I'm sure you're gonna find a lot more in the next part of the course, right guys, I'll see you in the next one. Cheers. Bye. 4. The Role of a Product Manager Part2: All right guys. So let's talk a little bit more about the role of a product manager and what else, who's involved in being a product manager? One of those themes is testing. And testing allows us to actually put things to the test and to see whether something's going to work or whether it's not going to work, or whether it's actually working as we expected, right? And for these generally, in though realm of product management, we generally have test environments and we'll talk a lot more about that in another part of the course when we're specifically talking about testing. But basically what that means is that we have a separate replica of the live version or the live eastern that everyone who's actually using or the live, you know, product itself. But in a test environment which allows us to actually test, change things around and stuff like that without actually impacting the end user and customer experience when they're actually using the real version of the product, the production environment in their real life, et cetera, right? So in testing, you know, part of what we do as product managers is making sure that we've actually covered all aspects or a particular user story, you know, case study or scenario that we're trying to validate that allows us to bring that hypotheses into a conclusion and to get to the results that we're trying to achieve, right? Also, bought off testing might involve checking out that a particular new feature that we're about to release is working as expected and that there are no glitches, bugs are side effects of us releasing the new feature into the product. So that's one of those interesting aspects that you will play and one of the things that you will do in your role as a product manager. Now, other things that we do involve looking at analytics, right? So as a product manager, we are very fact-driven, data driven, right? We're not going to release a new feature if there's actually no market need for that new feature, right? If you recall before we talked about market research on doing your due diligence on all of that. That gets reflected into analytics, right? And like that, you know, when we release new features, a lunch new features, for example, one of the things we're going to be looking at is engagement, right? So we might look at, for instance, if, let's say we released a new functionality in, let's say a chat application. We might look at how the users are interacting with that or they're spending more time on it. Is that new feature making there chatting experience easier, faster, better. And we'll look at metrics around that and we look at the analytics. And based on that, we might make tweaks and adjustments that feature itself. Or we might consider that feedback for future additional new features or enhancements to the product, right? So the point here that I'm trying to make, the point that I want to get over the line is that an important part of product management ease data analytics. We're not going to be doing things without actually looking the facts. As a product manager, big bard of us, being successful in the role is making sure that we are actually looking at the right metrics. And then we are basing our decisions on those metrics and on those facts. That way we can direct a product. And channel the team's energy in the right direction. Alright? Another really important aspect of the role of a manager is understanding business needs, right? And this is why as product managers were regularly meeting with different parts of the business, different stakeholders to understand what they're trying to achieve through the product, right? Because if we can understand those needs and what they're trying to achieve, you will make it easier for us team to direct our energy and our efforts in that direction so that we can get to the results that we're trying to achieve, right? That's basically it. And that might involve doing things like trade offs. And that might involve negotiating with those stakeholders. And we might need to look at the timing of releasing those new features or the new functionality or those improvements, et cetera, in the product. So we can actually align strategically our deliverables in a particular timeframe or timeline, right? And that's where prioritization becomes quite important and critical, right? So depending on the nature of the product or what you're trying to achieve when you're prioritizing the release of new features. Or if it is like, for instance, I released with a completely new product. You might be looking at things such as revenue. You might be looking at things as such as engagement, strategic strategy, the importance of that product, the impact on the market, and so forth, before you make a decision on which feature to release first or which new product to release first and so forth, right? That won't be something that you will do as a product manager yourself, but you will be a facilitator in that process and in those conversations within your product team. And also beyond that, within other parts of the business, on other key stake holders, right? So being able to comprehend customer insights and that feedback from customers RC are making those decisions. Whether it relates to analytics, barry, sensation, testing of features, et cetera, is highly important, highly critical skill that you need to develop as a product manager, you need to very, very clearly understand those costumer insights and customer needs so that you can actually meet them. And the lever, the expected outcomes of the product. And that might be things that you do by interviewing them, surveys. Or you might do a focus group where you gather a couple of your customers or users and then asks them questions about particular topics that you're trying to understand in your product development process or in your design process are in your redesign, et cetera, right? You might be looking at their behavior, their interaction with the product, what they like, what they don't like, et cetera. So some of those strategies that I mentioned will help you understand better so that you as a product manager who basically act as a bridge between design development and the end user. Sure that those three things work harmonically in the same direction, right? So those three things, if you are basically the glue, the breach between those three things. Because those three things actually need each other to achieve success and to achieve a desired outcome. But at times, they might be in opposing directions or they might be actually, there might be actually conflicting in some, in some ways on your role as a product manager is to seek that balance that delivers the best outcomes for the different parties involved and that ultimately deliver a better product experience. Alright guys, I hope that clears up a little bit about the role of a Berg manager, and I look forward to seeing you in the next one. Cheers, bye. 5. Product Management vs Project Management: Hey guys. So in this part of the course, we're gonna talk about product management versus Project Management. And I often get asked about this. And I wanted to take a moment to explain this to you guys because it is such an important thing to understand. Product management is not the same as project management. They are two different fields to different separate roles and they serve different purposes. Having said that, there is certain overlap between the two roles, and knowing about product management would be helpful if you were a project manager and would help you be better in the project manager role and vice versa. So if you want to be a better product manager, knowing about project management is actually quite important. And if you're a project manager and you have product management skills or knowledge, that will certainly help you in your projects. Now, on the left-hand side of your screen, you're seeing a product roadmap or just roadmap. And on the right-hand side of your screen, you're seeing a Gantt chart, or Gantt, or simply a timeline. Now, on a glance and looking at these two things quickly, they might seem similar to you, but they're actually quite different and they again, serve different purposes. Normally, you use product roadmaps in the world of product management and in the world of project management, you actually use Gantt chart or Gantt charts or timelines. Now like I said, they serve different purposes. When you're talking about a product roadmap, you're generally looking at features, new functionalities, enhancements, new product launches, et cetera, that are going to be delivered over a period of time. But generally the fear of time, essentially a continuous period of time. So products continue on, product teams continue to work on their products on an ongoing basis to enhance their product and continue to sell new features, new versions of the product, et cetera, right? Whilst projects generally have a very specific start and finish dates. And the reason why we develop project timelines in the world of project management is because we've got to get through different phases of the project in order to achieve our project goals and objectives. So now I'm going to show you a summary table that is basically going to show you the key differences between management on project management, some which we have just covered a moment ago. Alright, so let's go right now to that. Okay, so on the left-hand side you have product management and on the right-hand side you have project management. Like I said, these two fields are actually separate fields on separate roles, but they do have certain overlaps. Having said that, there are also some key differences between them, alright? And another thing that is important to note also that sometimes add to this confusion is that when we talk about product managers, we also use the acronym PM, right? You'll hear people call product managers just PMs. And in the world of project management. We also call Project Managers, BMs, alright, so don't worry, don't get too much into good, don't worry too much about that and don't get confused about any of that. The point is, there are two different fields, even though they might have the same initial capital letters, these have different purposes and they're actually separate the distinctive roles in companies. All right, now, let's go now from top to bottom on the product management side of things and the project management side of things as well, right? So product management, focusing on product success, right? So basically as a product manager, you're trying to meet a specific goal and specific objective or a specific set of goals and objectives. And that's going to be expressed in the world of product management in terms of metrics, right? Or sometimes we also call them KPIs, key performance indicators, right? While seeing the world of project management where focus generally on project deliverables. And specifically those deliverables are tied to a set budget and a timeline. So we're basically trying to do something in a particular point, a particular point in time in our particular duration, right? And to give you right now a real-world example of these two key differences. Let's say for instance, that we are rolling out Microsoft teams at a company, right? So if we're rolling out Microsoft Teams that accompany, that is going to be treated as a project, right? So it's going to have a budget to get that project implemented, and there's going to be a timeline. So let's say, for instance, six months to get Microsoft teams across the different employees of the company, right? So you might hire a consultant or you might hire a project manager to assist you with the implementation of Microsoft Teams. But that company, essentially buying Microsoft teams from Microsoft has accompany they're paying a subscription or some licensing. And then there are again paying either a consultant to come in and implemented for them or they're, they're going to be paying a project manager with internal resources from the, from the company to actually deliver that project, right? And of course sometimes they do a combination of both. So there's sometimes companies who hire preeminent that have the internal resources to deliver the project. And obviously the PMI is also part of the company internally, but they might have some consultants and third party, third parties, external vendors coming in to help them with the implementation. Now if we're looking at that from the product management side of things, that's actually quite different. So in the product management side of things, microsoft Teams is actually a product within Microsoft. And there is a product manager sitting up Microsoft leading the whole development, the sign enhancements and new features that are being rolled out for Microsoft teams as a product, right? So for instance, got broad manager over there. It might be working on some extra functionality. And they might be also liaising with the product team to add additional integrations within Microsoft Teams. And they might also be working on the next version of the Microsoft Teams app in the Android store or in the Google Play Store or in the Apple App Store. And they're constantly bringing in feedback from customers, from end users and building that into a new product into, I guess on the next version or the next iteration of that product. But it's an ongoing process like we saw before when we were looking at the Roadmap. He doesn't really end every year. There's new things that are happening is still the same product generally steel the same product team. While seeing the world of project management. Generally the team gets assembled for the delivery of the project. And then when you go to the next project, you're likely going to have a very different team. Alright, so that's a real-world example that I wanted to provide. Well, we were talking about Microsoft Teams us up products and also the implementation of Microsoft Teams us up project, right? So those are, that's a really good example, real-world example of the key difference between product and project management. Like I mentioned before, when we're talking about projects, they tend to have very specific start date and finished it. So the nature of projects, by definition, it's actually a temporary while seeing the world of product management. It's something that he's ongoing. We don't really stop. All right, guys. So I think this table pretty much sums it up and I could keep going on and on, on the differences between product and project management. But I think you get the picture. And like I said before, don't worry, the more you get into the world of product management, the better your Understand the difference it has with project management. And of course, I'm always here and it will always around an available. If you have any questions, don't hesitate to ask. Alright guys, I'll see you in the next one. Cheers. Bye. 6. Metrics and Analytics: Hey guys. So in this part of the course and we're gonna talk about metrics and analytics. And this is really important for any product manager, EDs bark, of one of those core key skills that you need to have a product manager. And he is one of the most important aspects of product management. And the reason being that as a product manager, one of your most important roles and responsibilities, he's achieving success. Now, what does success look like? You'd actually varies from company to company. And what helps you define that as a product manager, as a part of a product team, our metrics. So you basically want to hit specific targets or metrics that you and your team have defined that are, that you are ultimately going to be responsible for. And obviously, when you're defining metrics for your product, you're not working on your own, but you actually have a strong connection with management, strategic goals and objectives, and the goals and objectives that the company has also set for itself. So by now you're probably wondering what is a metric? A metric is basically a number that tells you something about the performance of a product. It generally is expressed in the form of a ratio or a percentage. Like I said, it helps you describe how well you're doing in order to achieve your goals and the goals of your, on your product team. That's basically what a metric is. And I'll give you examples of metrics in a little bit. But I also wanted to talk about analytics because you'll often hear the terms used interchangeably, metrics and analytics as if they were exactly the same thing, but they're actually not the same thing. So the word analytics comes from the word analysis. And obviously that means the analysis that comes from that number, the metric and what you do with it. Okay? So the metric is kind of like the what and the analytics is kind of like the what for what you're going to be using those metrics for. So combined, they are both really important aspects of product management. Metrics and analytics. Both are things you will use to ensure you can achieve product success. And the goals and objectives that you and your product team have set for your particular product. So when you're thinking about metrics or key performance indicators as they're also called. There are generally five beak categories. Growth, engagement, retention, happiness, and revenue, right? These are the five top categories in metrics in the world of product management. And when you're thinking about growth as its name implies, you're basically thinking how much your product is growing over time. So think about metrics, such as number of new users, number of active users, percentage of active users per month, and so forth. Another example of growth metrics would be in a mobile application, the number of downloads the application has. The Apple App Store or the Google Play Store. Both of those numbers would allow you to identify how much your product is growing. And obviously, the bigger, the better. So you want to have as much growth as possible. And one of your roles as a product manager will be to help drive that growth of that product and make sure that more people are using it, more people are buying it and so forth. The second category which we talked about was engagement. And these has to do with the level of interaction and the amount of interaction that an end-user has with your product. So let's go to Udemy, for example, right? And let's use this as a real-world example. So one of the things that one of the metrics that Udemy would be interested in is the amount of minutes watched per student, the average amount of minutes watched per month per student. That would be a good example of an engagement metric because that means that the higher the number of minutes watched on Udemy, good means the students are actually spending more time on the product or on the application. And obviously that's something that you want as a product manager, one of your objectives when you have developed a product to make sure that you can create as much engagement as possible. So similar to the growth metrics like we talked before in the example of Udemy as a product. They are actually interested in having more new students every month. And that's why they're going to have a bunch of metrics around that. For example, you know, number of new students per country, per region, right? So they might have, you know, specific targets and they're gonna be hitting for each of those different markets. And they might also be looking at, for example, the percentage of growth per month. So for instance, they might have a metric target off, we're going to have at least a double-digit growth per month on the different markets across the world. So that would be a growth metric. Like I said before, we were talking about engagement. It has to do with the interaction and the amount of interaction that the end user has with the product, right? So those are two of the categories. Now when we go to the third category, which is retention, like its name implies, it relates to you having the users stay with the product, TO come back to the product. You keep them, they continue to use the product. That is what we refer in the world of product management, retention. So ideally, of course, you don't want your example of your students going to skill share or Coursera, Udacity or one of those other, you know, online learning applications, you actually want them to stay on Udemy and continue to study there as you are trying to retain them, you are trying to keep them continue to use dot-product. So that is an example of retention, right? And when we're talking about retention, there's a bunch of different metrics that you could come up with around that. Like for instance, how many of you are or what percentage of your total users. Actually logging in again every month, right? So you might have metrics around that and you might be looking at that every six months and on every 12 months at ten or you want to be actually assessing how much, how many of those users continue to come back to your product over time? And for instance, another example could be you might take your total users. And also you might take, you know, you might analyze Henan reassess after a period of time, how many of them are, let's say enrolling in a new course in the example again of Udemy as a product, right? How many of them are actually enrolling in a new course? And if they're not enrolling in a new corps, then you might have actually lost him like you for instance, if you actually check, let's say, number of logins or percentage of logins over time. And you see that as a 0 or it's a very low number than you might think are more like a 0. You might think that you actually lost in there actually non-interacting. So you might check how they enrolled in a course, how they bought on your cores. Have they created a course on IV? None. None of those metrics are ticking the box. Then obviously you're not retaining your students in the application, right? The end users, your ultimate, ultimate goal with this particular category of metrics is that you want to keep them engaged and you want to keep them coming back to the product. So you want to retain them. If you lose them, that's obviously not a good thing, right? Because then they're actually spending their time or their consumer consuming other products, which means, which means they're actually producing more money for those other companies, right? And then let's talk about the fourth category in the world of product management and metrics. We choose happiness. So happiness, like its name implies, has to do with the level of satisfaction that the end users have with your product. And you might have seen this in examples off when you get emails from companies that say, how likely are you to recommend this to another company or to another person? How likely are you to recommend this product to another person? And you get those smiley faces on one to ten and stuff like that and you just write them, right? That is an example of happiness. Or you might just gave me a thumbs up or thumbs down. And then the company might do a percentage to create a metric, right? Because like we talked before, I'm metric is basically just a number that tells us something about a product. So they might actually turn that into a number of, you know, percentage, a ratio that tells us off the total users enrolled in a course this month. 50% of them rated as 5-stars, 40% of them rated it as four stars and so forth. So that is telling us a level, the level of satisfaction with the product. Another example would be a mobile application. So if you're looking at a mobile application and you're looking at the ratings on the Appstore, then that is also a good example of happiness goes. You'll see generally that when people are downloading an app if they like it, they'll leave a higher, obviously number of stars. And they'll say, I love it, it's a great product and so forth. If they don't like it, they'll might give it a one star, two star and say, hey, this product is not good for you. A didn't help me achieve what I was trying to achieve and so forth. So happiness metrics are really also important for us as product managers, particularly when we are actually launching new features. Because we want to check and assess whether the end-users are happy with the new things that we've launched, whether it's helping them or whether it's actually not meeting your objectives or not helping them like we expect it. Another way in which you can assess happiness metrics would be, would be by looking at results from support. So you might actually contact your help desk and, or your customer service team and capture, you know, the number of phone calls and the total, the total complaints over the total number of phone calls. And that'll give you an indicator percentage to tell you how satisfied or dissatisfied users are with your product. So this also, again is another very important category. And then last but not least, the final category is revenue, right? So obviously everything that we are trying to do role of product management leads to these a final category of metrics, right? And these might be things such as average number of revenue per user or per customer, or in the case of the Udemy sample, average revenue per student. So how much money is each student that he's enrolled in? Udemy in a course on Udemy bringing the company. So that's an indicator that we want to increase over time, right? So obviously we want to have a higher spend pair and user in our products. So we are constantly working on driving that higher. So when we were talking about the happiness metrics in the case of dissatisfaction or people not being happy, we want to drive that metric down right downwards. In the case of revenue, we want to dry it upwards. So higher, higher is better, right? So depending on the nature of the metric and what you are trying to accomplish, he will be better that it's higher or going up, or it will be better that it's actually lower or going down, right? So for instance, when we talked about the engagement before, the category of engagement, let's talk about minutes watch, which will also applies to something like, let's say YouTube. You obviously, AS a product manager working at YouTube, you want to increase the number of views, the number the people watching a particular video or the total leaders that you haven't yet platform because that helps drive growth for the product. And you also want to, for instance, in the case of Instant Gram, when you're talking about, let's say, metrics around engagement, you want to see people posting because boasting more often means that they're actually spending more, again, more time on your product. C. So all of these different categories. And metrics within each of those categories are actually intertwined. And you are basically trying to accomplish similar things with them. Ultimately, you're trying to increase the overall engagement with the product you have. You want to have more people using the product. You want to have their satisfaction higher. You wanna have them coming back to use your product. And you want to help them drive revenue for the business and afford the product itself, right? So that's why we create metrics around each of these categories to help us achieve those goals. Now, there might be some metrics that are fairly common across different types of products and the industry, cheese industries such as, for example, number of new users or new customers and stuff like that. But of course, there are also metrics that are going to vary depending on the category or the industry or the type of product that you've created. But most importantly, depending on the goals that you and your team have set for your product in alignment and in agreement with management, right? So this is why I think it's important to understand that even though there are some commonalities, it doesn't mean that you're going to be seeing the same metrics across any type of products. But there are some that tend to be fairly consistent regardless of the industry or the type of product. Now, I also wanted to mention that depending whether you have joined a big company or a small company, you might actually be arriving to a place that already has metrics and they might just give you their responsibility, okay, so you're in charge of these particular set of metrics and your responsibilities to improve this one, increased DS1, et cetera, right? So that it's really very common where you're going to companies that have a mature product in the market, or companies that are quite established and have been around for a while, which is probably the vast majority of companies that you are going to end up as a product manager. But if you start your own product or your own company, or you're working for a very small startup, they might not have those metrics defined. Might look at you as a product manager to come up with recommendations on which metrics you are going to be monitoring and controlling and analyzing. And then we go back to the analytics side of things. So in the world of analytics, which like I said before, it's more like the what for. So the analysis of those metrics. There are some things that you can do manually by observation or deriving your own conclusions. But there are also some things that can be done automatically through different systems or different applications that provide analytics for you. I'll give you an example right now let's talk about Google Analytics. So Google Analytics is this little bit of code that you insert on, for instance, your website. And it'll tell you the number of new visitors, visitors that you're getting, the age range where they're coming from. So all of these information will be compiled for you automatically by Google. And they're going to provide to you, you know, graphs, pie charts, and stuff like that, which are all basically analytics, are basically insights coming from those metrics like we talked before. So there are a bunch of tools out there for metrics and for, you know, for analytics. And when I'm talking about metrics, generally I'm talking about dashboards. So when we talk about the word dashboard, if you're not familiar with it, it is basically a set of metrics that are consolidated into a one pager or a centralized view that allow you to add a glance, understand though how well your business or your product is performing. So that's all what a dashboard is. Thats basically, what do you do with a dashboard? And again, there's a ton of different tools out there which you can use. And I'm going to provide examples of that in the tools section of the course so that you can go and review that on your own. Alright guys, I'm sure you're gonna get a lot of these, this part of the course. And now you have a really good understanding of metrics, like we talked about before. There are a couple of key categories, but it doesn't mean that you can't come up with metrics outside of those, but those are the most common and widely used across all industries. And like I mentioned, depending on the type of company that you are joining as a product manager, they're going to have those metrics already established for you. And you're going to be responsible for some of them in your role as a product manager to ensure that whatever it is that you've defined a success for your product, what that looks like, it's going to be tied to those metrics. And that's why it is such a big part of you being a product manager. Because reaching those goals and objectives is one of those key aspects of your role. All right, guys, I'll see you on the next one. Cheers. Pipe. 7. Roadmapping in Product Management: Hey guys. So one of the most exciting things that you're going to be doing as a product manager is creating product roadmaps. So water product roadmaps. Basically product roadmaps are a visual representation of the future releases that you are going to be doing for a particular product. So whenever you are planning to make an important deliverable and important new feature going into the market for your product. That is something that you are going to incorporate into your product roadmap, such as the one that you're seeing there on the right-hand side of the screen. Now, I don't I want you to know that there isn't a single product roadmap template or tool that you should use. There are plenty of product road mapping tools out there. There are some free ones that you have to pay for, and there are also a ton of different templates that you could use. And I'm actually going to share in a moment a couple of examples. And I'm also going to provide those templates for you to you for free as part of the course, which you can use in your role as a product manager when you're creating product roadmaps. So like I said, the product roadmap, he's a visual representation of what you're going to be releasing. New things that are coming out for the product that allow you to also have a single point of conversation with your stakeholders. And it also allows you to work together with your team on priorities and remain focused on those key deliverables that you want to take to market. Now, a product roadmap is not a static document. I also want you to learn that a product roadmap, he's a living breathing document that you're constantly going to be iterating, improving and enhancing over time as you're working your product development. So for instance, you might have something that you have planned for releasing Q3 and then a new bar on another part of the business asks you to release something new that wasn't originally part of your plan. So you might look at what you were planning to delivering Q3, and you might shift some of those things to Q4 or to the next year and then add that particularly new priority for the business in Q3. So that's something that our product manager does on a regular basis. We're generally looking at our product roadmap, which allows us to plan ahead and also allows us to remain focused on priorities. Burnt roadmaps are generally done with at least a year in advance. A view if at least a year in advance, we're generally looking at at least a year of development of your product. But sumproduct teams do product roadmaps for 23 and even up to five years ahead of them working on things. Now obviously as you deviate more into the future, those things can potentially, will have a higher risk or a high probability of changing. But it still serves as a, as a document or a reference for the product team and for the business of why'd you having the planning, the pipeline of things or you're going to be releasing. But like I said before, most product teams work with a year. A view of a year in advance or, or one or two years in advance of the work that they're doing. Now, what you put into the roadmap incorporates those things that you have been working with your designers or developers and the rest of your team to deliver. And it could be something new, it could be a new feature, new functionality. It could be a completely different version of something. For instance, in your product roadmap, you, let's say you currently have a mobile application in iOS and you currently don't have a mobile application for Android. So part of your roadmap might incorporate like, let's say in March, we're actually going to release them android version of the same product. Or for instance, you might have a desktop version of that product, but you don't have a Cloud version. And a future release might involve actually you creating a Cloud version or putting it out there for the market. So that is something that would also go into your product roadmap. Product roadmaps are one of those really fascinating things in the world of product management. And I use them all the time. They're super relevant for conversations with your stakeholders. There are also very important for converse conversations internally within your product team. Alright, now I'm going to show you here a couple of other examples of product roadmaps, such as this one, which is like again, like I said before, it's just a visual representation of things that you're going to be delivering over time in a particular point in time. And this is just another template. This is a PowerPoint template and I'm gonna be sharing with you in the resources section of the course where you can download all the different things that I'm going to be, I guess providing to you such as templates, et cetera. And this is one of them that I'm going to be sharing with you and I'm sure you're gonna find it helpful. Here is another one, right? So you can see here Q1, Q2, Q3, the year, the milestone that is being delivered. It says there milestone, you don't have necessarily to use milestone. It can be actually something that he's going to live, a particular product feature or functionality or an entirely new version of the product like we talked before, such as, you know, a different version of a moral application, cloud version, desktop version or whatever it is. Now on later in the course, I'm going to be providing not just templates, but actually real-world examples of product roadmaps that you can actually go on C on your own so that you can see what product managers do when they create these things. And like I said to me, they are simply fascinating because it's just such an important part of the role of any product manager because he that allows you to have that vision of where you're going to, you know, it's kind of like that map, that maps out what you're going to be delivering over time and allows you to have a vision of that product. What it's actually going to be looking at, what is actually going to look like in a year's time into the future. So I find that super exciting. And here's another example, again, off the product roadmap. And you're gonna be hearing later as well when we talk about, you know, your, your end users, how you feeding to feed their input or feedback into the product roadmap as well. That's also something that is super important for any product manager. Obviously, you're not going to be building product roadmaps, just sitting on a desk on your own, you actually have to incorporate into the product roadmap, the feedback and the valuable information that you're getting from the business, from your different stakeholders, from the costumers, the end-users, and also from your own internal and external research about things that you can do to improve the product or to make that experience of the users that are interacting with your product even better, okay, so like I said before, there isn't a single way of creating a product roadmap. Some people do them in Excel, some people do them in PowerPoint. Some people do them in applications such as Trello or road monk. And there's a ton of different ways of creating a roadmap, which I also find is something that you are going to come across often as a product manager. And that is that there isn't a single way of doing things. There's generally multiple different ways or multiple different templates or multiple different tools that you could use to create or generate exactly the same thing. Which one you use is actually entirely up to you as a product manager. And obviously the one, the ones that you use are the ones that you prefer, might be ones that have a better impact on your business stakeholders. Or, you know that you feel you have a captive audience where you're presenting them, or also that your team and yourself preferred just because it's easier for you guys to work together using a particular tool application or template. Now, I also want to share that it's not rare to z, for instance, Bragg managers using, you know, they might have something in the cloud. Let's say they might be using an application, but then the, when they're going into a meeting with investors, are we the business, they might actually, I guess, take that information and place it into a more visual way, such as, you know, one of the slides that we just saw a moment ago. So those are examples of product roadmaps and templates that you can use, which are very visual, very appealing for meetings. Like I said, we can invest source or a particular business stakeholders that might want to go into a tool like JIRA or Trello or something like that to see your product roadmap and would actually prefer just something more, I guess, corporate or business, such a, such a Powerpoint presentation. So like I said, on occasion, you might be taking information from different sources, putting it in different artists representing, representing that same information using different tools, work templates. But generally speaking, you will have one single source of truth for your product roadmap. And if you're a business and stakeholders and team are comfortable using that single source of truth. Well, then why would you transfer the information from one template or one source to another that will just create more work for you, right? So I don't mean to convey that that's something that you would do. Generally. Normally you just have that single source of truth and people are just happy looking at that single source of truth. But on occasion, you might actually have to tailor that information too different types of audiences that you're going to be interacting with as a product manager. And that's where you might actually be using different templates or tools to present the same information. Alright guys, in the next part of the course, I'm going to show you some real-world examples so you can embedding these concepts that we just covered in this lecture on this part of the course around product roadmapping. I'll see you in the next one. Cheers, bye. 8. Product Roadmap in Jira: Hey guys. So in this part of the course, I want to show you a real-world example of a product roadmap, JIRA. And as you can see here, we have the whole year from January until December, and we've divided that into product roadmap by quarters, which is typically something you would do when you're developing a product roadmap. So you have here Q1, Q2, Q3, and Q4. That stands for quarter one of the year, quarter two of the year, quarter three of the year, and quarter four. So the whole year divided in groups of three months, right? So the first group is January to March, second April to June, July to September, and the fourth quarter, October till December, right? So vertically, you have here the quarters of the year, right? On horizontally, you have different groupings or categories, which in this case are basically streams will work, right? So this is something we've created specifically for this, right? Obviously that the groupings in the categories could vary depending on the type of product that you're developing, right? But you can see here we have archiving, audit requirements, data governance, discovery portal, publishing, and essential maintenance. In this particular case, doors as those are the streams of work for this product that we're building. And that's why we've called them with those names. And that's why we regroup the different work that we're doing in those different big streams of work. Now because we're working through these using Agile in our development process. You can see here that we have the different sprint, sprint one, spring to spring three, spring four, et cetera, up until spring 15, which is our core and Sprint. Now, these roadmapping functionality in JIRA allows you to add this label here so you can see from which day till date is the sprint, right? And what you're seeing here as well below are the different epics that are part of these product of what we are building, right? And you can't fully read the name of all of these because it's something's shortens it. And that's just something because of space constraints in the tool itself. But if you couldn't read the whole name, if you just hover your mouse over it, like like so, you'll be able to see the full name, oh, CFL, index and clean up. And the sun for example, says solution DCE, and then he can't read them. But if you hover your mouse over the solution, the signing unprocessed documentation Part one. Alright. So the different colors here that you're seeing just basically indicates different types of epics. And then, like I mentioned before, because of the grouping that you have horizontally, this is just categories of the work that you're doing. So everything that is underneath, underneath archiving, even though it might have a different color or a different name, relates to the archiving stream of work. So these are basically all different epics. So different chunks of work that we need to get done so that we can actually develop the archiving functionality in this product. Okay, so all of these epics that are here will allow me to actually get done the archiving functionality that I need to complete, okay? Now, if I actually opened up any of these, for example, this one only and VP for Research Office. Let me just right-click that and open that in a new tab. So we're opening up these epic here, only, MVP for research. And when I open it, you can see here all the user stories below it that are part of these epic, right? So as you know, JIRA colSums goals on issues, but this is just a system terminology, but there are actually user stories, okay? And if you hover your mouse over this, your mouse over this icon here, these green icon you can see it's a story, it's a story. This red one here is a bug. Okay, so it's a bug. So all of these actually, all of these different user stories are part of these. Only MVP for research epic, right? As you can see here, that's why it's called here. And epic. And archiving is the stream of work, which in Gira we referred to it as component. Okay. So you are seeing here the product roadmap for the whole year. So one of the reasons why product roadmaps are so important, so valuable and so great for stakeholders is because at a glance, look at this in a single page, in a single view, you can see everything that's going to get done throughout the year. What specifically is gonna get done when it's gonna get completed? And how is the workload distributed across the different months of the year when things are going live as well. Alright, so that's really cool. So you can see here, for example, if we went down here to the discovered plural publishing, we are, we have here two epics related to the data portal outbreak. Okay, you can see them down here. I'm going to make this a little bit bigger so you can see it better. Now in these examples that you're seeing on screen where using the roadmapping functionality by easy agile. So this is part of the G ROM marketplace. And I'm just gonna right-click on that. 9. Product Roadmap in Trello: Hey guys. So in this part of the course, I want to show you a really interesting case and that's a product called Seeing him, right? And seeing how here, as you can see, is basically a neo bank. So it's an Australian Neil bank that is designed so that people can use everything digitally and not have to go to a physical place to manage their money and their banking, et cetera, right? So he's one of those new players and it's a financial technology application that allows people to open a bank account transfer, money, make payments, etcetera directly from their mobile phone or from their computer. Now, I wanted to show you this real-life example just to show you also brought roadmap in Trello. Trello is a free tool which you can use from Appalachian as well. So from the same company that makes JIRA, which also by the way has a free version, but also a prey paid version like Trello. But the one that they're using here, I just wanted to show you this product roadmap because very interesting, it's a real world, real life example, which you can see yourselves by just going through this link and then click in here on products roadmap, ok. But before we go there, I just wanted to really quickly show you the seeing homepage here. When, when so build your own bank, et cetera, they'd been in the news rollover. Really interesting case. And I wanted to show you this case because this is not an ITK, is actually from the banking industry as an example, a real-world example of how you can apply product rote mapping to a product in the banking industry. So this is not IT, this is not a technology product, but actually from the financial industry, a banking bank and Neil bank up products from the financial industry. And that's why I wanted to show you this example. So you can see here a pro growth, not mine. I really love how these companies applet there very agile. They are playing Agile principles and everything that they do. And they're constantly releasing and launching new products and new services. So I'm gonna go here to products and then just click on roadmap. And OK, it's showing here a little bit of the scene how roadmap check out the scene had roadmap. And you can see here the example of the roadmapping Trello. And it just says here, We share a product roadmap. So just click here. And then it will take you here to Trello, to the product roadmap. Here you go. So about these board, so it gives you a little bit of an example. I'm just going to close this. And you can see here about these robots are a bit of an explanation for you to read. I'm not going to read that for you now. You can read it yourself, but you can see here what they've delivered, delivered October to December, and then January to March 2020, April to June, July to September, right. So they have here Q, this is basically Q1, Q2, Q3, Q4, and beyond. Alright, so you can see here new functionality in 2021, right? So like I said, you are seeing here you can sign up for free. But this is a really cool thing about about Trello and product roadmapping. Or you can be very visual and very simple. One of the examples before we saw, we saw something a little bit more, I guess complex him the build anything the development which was that JIRA roadmap. Not that I thought it was super complex, but he was I guess I had a little bit of a different structure to it, a little bit more robustly. So the way I would describe it when I compared Trello and JIRA, they're really good products. They're from the same company, but Trello is a little bit more minimalistic and gyrus all a little bit more robust, more powerful, okay? But you can see here they also have the same concept. They have different colors for a stream of work that relate to the same thing. So for example, this one is related probably to background delivered. This one here says delivered, okay. Okay, when it does it's a background delivered. But the Zen confirmed. Confirmed. Ok, so there isn't targeted, sorry, they're using different colors to illustrate different conservator or stream seeing their inner work. And then they have here the different deliverables, which would be pretty much for us, the different epics of what we're trying to achieve, right? Security upgrades. If I click on this one. Okay, it'll tell you a little bit more information. If they've written more information. Referral rewards. You can see here they move the card, et cetera. It's being led label is called confirm a 166 votes on a 166 people voted for this to get, to get this done. So, like I said, this is another beautiful way in which you can do your product roadmaps by using Trello. And like I said before, it just us and it illustrates the same thing that we talked about, the free foreign in the course which I've product roadmap just basically gives you a visual representation or what's going to be achieved in the foreseeable future of the development of a product. All right, and here you can see that they've, they've done it developing columns for each quarter. So Q1Q2, but they haven't called it Q1 to just call it Gentoo, March, April to June, et cetera. And they put below all of the different cards hearing Trello to represent the different deliverables or epics, as we would call them in JIRA sort as it would call them in Agile. And then here they've also added, I guess a queue, a few icons just to make it a little bit more visual for people. And they've allowed, it, allowed you to vote here as well. So they've added these voting functionality here. And this is a public road bump, which she means anyone can see it. But I think that this is really cool because as you can see, these really, really, you know, company, these really, this is a real-world company that I'm showing you, essentially using Trello to build a roadmap and the explain here how they use it and what's the purpose of aid, et cetera. You can read more about that as well. Hearing the about, if you click here, read this first is going to describe a little bit more about the roadmap. Here's an attachment as well which you can read. So I thought that this is a really cool example of non-IT product that is using Trello to develop their product roadmap. And I'll put a link so you can see this yourself and go through it in more detail. But as you can see, it's very simple, nothing fancy, nothing super sophisticated. He's just showing you visually what you're going to be delivering over time in a year. So work and beyond. So they put here 2021, so beyond 2020. So this is also something that I think is really helpful when you're working on a product that he's not discarding any new ideas or any new things that come up. If something new comes up and, you know, you know, you're not going to deliver it in the short term or in the shorter, short to medium term, then you want to capture that in your future product roadmap, right? Like here, shared accounts. They're not doing shared accounts now for these bank, but they will do them and they're planning to do them in 2021. So this helps you all sort of manage expectations with stakeholders because sometimes you're gonna get stakeholders asking you for things or customers or RAM users. And you just gotta capture all of that great feedback and valuable feedback. And so you don't lose it. You can put it either in the parking lot or in a future state of the of the product. So like in this scenario that we're seeing, we're putting any of the part of the roadmap for 2021. Now, we haven't gotten to this stage here in this example that we're seeing whether they've actually broken 20-20 wanting to the different quarters and whether you're gonna do Ferraris, et cetera, although they do have it ofcourse organize hearing that probably the top ones are the higher priority once in these in these product roadmap. But next year what you would see or what you would see some other product managers do is they've actually taken to 2021 and spread it into different quarters like the default 20-20 and decent I or they haven't gotten to that stage yet. And these team in particular, the senior team, has decided to focus initially on the year on hand, getting all of this done and then afterwards probably towards the end of 2020, they'll spend some time breaking these down further into different quarters, into different months of the year to plan out their product roadmap for 2021. Alright guys, I hope you enjoyed this example of how these Neil bank is using Agile principles and the product roadmap concept to develop and build the bank as a whole their products and the services of these Neil, Neil Bank here in Australia. So I think this is one of those really good examples because it's a real-world example of a bank using Agile and product management to develop the future of the bank. The products and the services that they offer. Alright guys, I'll see you on the next one. Cheers. Bye.