A lot has been written on Medium about product management. A lot. You only have to do a search for product management or view all the posts tagged with product management to get an idea of the huge volume of knowledge available.
To help sift through all the noise, I’ve collected the 18 most liked (well, clapped) articles that are directly focused on the subject.
Jan. 2018, 17.2k claps
Customer signals are the qualitative and quantitative data sets you accumulate on how customers are using the product. This data is the “ping” from the goal, and when you hear that ping get stronger, you know you aren’t veering too far off course.
Aug. 2018, 17k claps
Most teams tend to work forwards, which optimizes for what is practical at the cost of what’s ultimately impactful.
Oct. 2015, 12.1k claps
But I always felt product management was one of the most important functions that when done well, helps make companies and products much better, and when done badly, can really hurt a company and team.
May 2019, 10.4k claps
A good strategy is a set of actions that is credible, coherent, and focused on overcoming the biggest hurdle(s) in achieving a particular objective.
Product Management with no User Experience Design creates functional products that don’t make users excited. User Experience Design with no Product Mana
Jan. 2016, 8k claps
Product Management with no User Experience Design creates functional products that don’t make users excited. User Experience Design with no Product Management produces delightful products that don’t become businesses.
Dec. 2017, 6k claps
Being data-driven is not vision. People who cling to being data-driven rarely create anything new or interesting. I also personally find it hard to explain why to them.
Dec. 2019, 6k claps
Great Product Managers know when to be involved and when to step back. They know when to let conversations happen without them. The purpose of an autonomous team is to remove as many dependencies as possible.
Nov. 2015, 5.8k claps
But the job of a product manager isn’t to understand analytics, it is to understand customers.
Nov. 2015, 5.7k claps
I view modern product development as a system of interconnected disciplines, working in a network, to deliver on a user’s desire. Product managers are the API that facilitates communication in this network.
Feb. 2016, 3.6k claps
Top highlight (on the myth that PMs don’t know what they do):
No, YOU don’t know what they do. They know what they do, they do everything.
Jan. 2017, 2.7k claps
It’s hard for me understate the importance of getting agreement on the problem you’re trying to solve before beginning work on the solution, particularly once there are many stakeholders from different parts of the business.
Jan. 2016, 2.3k claps
Good product managers somewhat amorphously bridge the gaps that exist between other functional areas working toward a product’s success.
Aug. 2017, 1.8k claps
Top highlight (on how claps mean you now have to grade how much you liked a post):
It actually now turns what should be a lightweight and fun experience into somewhat of a cognitive load on end users.
Dec. 2016, 1.1k claps
Without a strong product vision, you’ll end up outsourcing product strategy to the rest of the company.
Sep. 2016, 740 claps
Part of your job as a PM is tell people to talk to each other.
Aug. 2017, 590 claps
To learn is to read, to understand is to write, and to master is to teach.
Mar. 2016, 580 claps
Top highlight (on the difference between customers and users):
Literally no one likes to use Lotus Notes. Truly, it is a horrible piece of software. Yet guess what? It’s still a one billion dollar business for IBM.
Jul. 2017, 480 claps
Wouldn’t your product’s chances of success increase if you enlisted every customer-facing colleague as a user researcher… an extension of the product team itself?
Oct. 2016, 450 claps
Top highlight (KRs = key results):
Features are merely tactics to achieve your KRs.
Aug. 2017, (415 claps)
The main advice I would give to my “younger self?” Be bold.
Sep. 2017, 400 claps
Top highlight (on why ideas must be viable):
Successful products can come from seemingly nonexistent problems e.g. over 75 million Tamagotchis have been sold ‘just for fun’, but remember, it’s harder to sell a vitamin than a painkiller.
Jun. 2017, 380 claps
Product managers must ensure their products solve a significant need for a sufficiently large group of people in a way that’s better (or less costly) than existing alternatives.