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Descriptions of each topic are at the bottom of the page. We appreciate your feedback!
Breaking agile tenants in product development
I'm curious to learn about how people break agile tenants in their varying roles from product managers to consultants and effectively guide their development teams.
Can we make DevOps the ultimate product?
DevOps is usually treated as entirely behind the scenes, and purposely hidden from the “consumer eye.” But what if we embraced it for what it truly is: a potentially significant boost to development velocity, scale, and happiness. Done right, it can reduce friction in setup, deployment, versioning, data management and more. Maybe it’s time to treat DevOps like a real product, except our consumers are really our internal peers and teams. Let’s chat through the outcomes when you switch your mindset, and how to break common DevOps problems into cohesive feature epics, technical user stories, a true release roadmap, and maybe even some UI's!
How to set up your product teams for success
As a Product Manager, how can you divide up and manage work to enable your team to be most productive and deliver the most value to customers? We can discuss:
What steals time from a Product Experience team?
Focusing on fewer objectives to have a bigger impact.
Visualizing and communicating work internally and externally.
Improve creative problem solving
You and your team deserve an environment that promotes creative and innovative thinking. In this session, you'll learn how to build an inclusive environment that increases collaboration, active listening, and creative thinking using the fundamentals of improvisational theater. (Yep, you read that right!) You'll leave with tools and techniques to better solve the challenges that you and your team face.
Managing expectations: the key to a successful product
Today's products take multiple teams to build and target multiple user personas. Building products is the easy part, working with teams outside your sphere of influence and responsibility while aligning everyone on a common goal can be more challenging. How do you manage expectations and competing priorities in order to deliver a product on time that is profitable and solves the customer's needs while keeping everyone happy? I'll share some of my experiences, answer questions, and open the floor to others that would like to share their experiences as well.
No one needs your product!
Customers don’t need our products... they need a solution to their problem. They don’t necessarily care what that solution is. As Product Managers, we often don’t spend the time needed to really get to our customers’ core problem. We often start solving before we uncover the true need, and our products miss the mark. What can PMs do to uncover needs and root problems before ever starting to design a solution? We’ll learn from each other on Voice or Client, observation, or other methods for uncovering needs early in the process.
Power vs Influence in the organization
How to identify people with power and people with influence in your organization and how to work with those people to advance your product agenda.
Risk mitigation posture of product management
Maintaining a posture toward risk identification, mitigation, and issue resolution allows a Product Manager to resolve challenges before they derail a product. Additionally, applying a simple weighting score helps to focus energy on the risks and issues that are most likely to occur and are expected to have the most significant impact.
The fastest way to build an MVP OR using the word no
I tried to build a startup in my spare time. It was a great learning experience even if it didn't have the outcome I wanted. It was a business failure but a life success. I recently looked at the code and realized all the mistakes I made. I built too many features. I prioritized the wrong things while building it myself. The biggest obstacle to building a Minimum Viable Product is figuring out what the MINIMUM VIABLE PRODUCT is and what it is not. It's oftentimes smaller in scope than you think. And the best way to get a real Minimum Viable Product is to learn when to say no. This session will delve into the lessons learned from this experience.
The good, bad, and ugly of data viz in product
Together let's explore the different ways we employ data visualization in our products and find out where and why we succeed and fall short. This interactive session will go through a number of products in the market where we can learn the good, bad, and ugly of data visualization in product.
Time to put the BS in product - behavioral science that is
Behavioral science is something product people cannot ignore. In this session we will go through a number of behavioral science concepts that are vital for product people to know, understand, and be able to use for good. We will go through a couple examples of products that have utilized behavioral science for good and evil.
Surviving the product acquisition
Your company may decide to purchase a product from another company and it is going to be YOUR job to ensure that everything goes smoothly - even though you may not have been consulted about the acquisition. Learn what factors you need to consider, what steps you need to take, and what groups you have to involve to ensure that the new product is a successful addition to your portfolio.
Your beta test is canceled. You are now GA. Now what?
Imagine that: Your careful plan to nurture your new exciting product via a beta test plan has been canceled. It could be that the company needs to accelerate revenue, or the word got out and sales is excited. Your mind is racing. You know you may only have one shot with the client for your new product to be adopted and you may worry that the product is not ready. You also know that increased usage will benefit your product in the long run.
This has happened to me twice and I wanted to discuss with the audience:
1) What the Product Manager IMMEDIATE next steps should be.
2) What strategic, operational, product, non-functional, and pricing considerations should be taken into account.