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Ben bir yapay zeka olduğum için hislerim yok, ama size yardımcı olmak için buradayım! Size nasıl yardımcı olabilirim?

Welcome to What is Product Management? After watching this video, you'll be able to define product management. Explain basic product management models. Recall the product management lifecycle. Product management is the process of conceiving, planning, developing, testing, launching, delivering and retiring products. It focus is on product planning, development and launch activities.
Play video starting at ::29 and follow transcript0:29
Product management is an essential critical success factor in industries that feature consumer packaged goods, financial services, the hospitality industry, healthcare, manufacturing, software development, and telecommunications. Also, it is essential in both newly launched and mature industries. Product management as a process has two distinct areas of focus. There is an internal area within the organization's environment such as product teams, management, and processes. An external area focuses on elements such as the supply chain, distribution networks, and the actual market for the products and services produced. Most organizations develop organizational models that suit their requirements. In most cases, however, a product manager reports directly to the CEO or the lead in the strategic business unit. The placement of the product manager in the organization depends on overall product management objectives and how financial and product success is measured and benchmarked. These factors determine the area where the product manager will be impactful and effective. Product management deals with both upstream and downstream models. Upstream models deal with portfolio management, product strategy development, and new product development. Downstream models focus on the active lifecycle management of existing in-market products.
Play video starting at :1:44 and follow transcript1:44
Product management occurs within a structured seven phase process defined as the product management lifecycle. The phases in order include, the first phase is conceive, which begins the journey through product management. It is often defined as the fuzzy front end. Phase one is concept identification, where new product market opportunities are addressed. Phase two is concept investigation, where the product concept is reviewed for viability and attractiveness.
Play video starting at :2:11 and follow transcript2:11
The plan phase dives into further detail about the product if the concept is approved. Activities include how the product will be delivered, marketing strategies, and the business case to support it. In the development phase, the company invests and assigns resources to design, create, and test the product to determine whether all deliverables defining the product and plan to deliver match. The qualify phase prepares the product for launch. This phase includes market validation, launch preparation, and a readiness assessment. In the launch phase, the product is taken to market. There are both successful pre-launch and post-launch activities required to be successful. In the delivery phase, the product management lifecycle aligns with the product lifecycle. The product lifecycle consists of the growth, maturity, and decline stages.
Play video starting at :2:57 and follow transcript2:57
Retire is the final phase. The product is retired with minimal disruption to the customer and other operational stakeholders. In this video, you learned that product management is the process of conceiving, planning, developing, testing, launching, delivering and retiring products. Product management focuses on product planning, development, and launch activities. The placement of the product manager in the organization depends on overall product management objectives and how financial and product success is measured and benchmarked. Product management deals with both upstream and downstream models. Product management occurs within a structured seven phase process defined as the product management lifecycle. The seven phases are conceive, plan, develop, qualify, launch, deliver, and retire.

türkçeye çevir

Ürün Yönetimi Nedir?

Bugün, ürün yönetimini tanımlayabileceksiniz. Temel ürün yönetimi modellerini açıklayabileceksiniz. Ürün yönetimi yaşam döngüsünü hatırlayabileceksiniz. Ürün yönetimi, ürünlerin tasarlanması, planlanması, geliştirilmesi, test edilmesi, piyasaya sürülmesi, teslim edilmesi ve emekliye ayrılması sürecidir. Ürün yönetimi, ürün planlama, geliştirme ve lansman etkinliklerine odaklanır.

Ürün yönetimi, tüketici paketlenmiş mallar, finansal hizmetler, konaklama sektörü, sağlık hizmetleri, üretim, yazılım geliştirme ve telekomünikasyon gibi endüstrilerde kritik bir başarı faktörüdür. Aynı zamanda hem yeni kurulan hem de olgun endüstrilerde de önemlidir. Ürün yönetimi süreci, iki farklı odak alanına sahiptir. Birincisi, ürün ekipleri, yönetim ve süreçler gibi organizasyonun iç çevresinde yer alır. İkincisi ise ürünlerin ve hizmetlerin üretildiği gerçek pazar, tedarik zinciri ve dağıtım ağları gibi unsurlara odaklanır. Çoğu organizasyon, gereksinimlerine uygun organizasyon modelleri geliştirir. Ancak, çoğu durumda, bir ürün yöneticisi doğrudan CEO'ya veya stratejik iş birimindeki lidere rapor verir. Ürün yöneticisinin organizasyondaki yeri, genel ürün yönetimi hedeflerine ve finansal ile ürün başarısının nasıl ölçüldüğüne ve karşılaştırıldığına bağlıdır. Bu faktörler, ürün yöneticisinin etkili ve verimli olacağı alanları belirler.

Ürün yönetimi, hem "upstream" (yukarı akış) hem de "downstream" (aşağı akış) modellerle ilgilidir. Yukarı akış modelleri, portföy yönetimi, ürün stratejisi geliştirme ve yeni ürün geliştirme ile ilgilenirken, aşağı akış modelleri halihazırda pazarda olan ürünlerin aktif yaşam döngüsü yönetimine odaklanır.

Ürün yönetimi, ürün yönetimi yaşam döngüsü olarak tanımlanan yapılandırılmış yedi aşamalı bir süreç içinde gerçekleşir. Aşamalar sırasıyla şunlardır: İlk aşama, conceive (tasarlamak) olup, ürün yönetimi yolculuğuna başlangıç yapar. Genellikle "belirsiz ön aşama" olarak tanımlanır. Birinci aşama, yeni ürün pazarı fırsatlarının ele alındığı konsept tanımlamasıdır. İkinci aşama, ürün konseptinin fizibilitesinin ve cazibesinin gözden geçirildiği konsept araştırmasıdır.

Plan aşaması, konsept onaylandıysa ürün hakkında daha fazla ayrıntıya iniyor. Bu aşamada ürünün nasıl teslim edileceği, pazarlama stratejileri ve onu destekleyecek iş gerekçesi gibi etkinlikler yer alır. Geliştirme aşamasında, şirket, ürün tasarlamak, oluşturmak ve test etmek için kaynak yatırır ve ayırır; böylece ürün tanımı ve teslimat planının tüm gerekliliklerinin eşleşip eşleşmediğini belirler. Nitelik aşaması, ürünü piyasaya sürmeye hazırlamaktadır. Bu aşama, pazar doğrulaması, lansman hazırlıkları ve bir hazırlık değerlendirmesi içerir. Lansman aşamasında, ürün piyasaya sürülür. Başarılı olmak için hem ön lansman hem de sonrası için gerekli etkinlikler vardır. Teslimat aşamasında, ürün yönetimi yaşam döngüsü, ürün yaşam döngüsü ile uyum sağlar. Ürün yaşam döngüsü, büyüme, olgunluk ve gerileme aşamalarını içerir.

Emekli aşaması son aşamadır. Ürün, müşteri ve diğer operasyonel paydaşlar için minimum kesinti ile emekliye ayrılır. Bu videoda, ürün yönetiminin ürünlerin tasarlanması, planlanması, geliştirilmesi, test edilmesi, piyasaya sürülmesi, teslim edilmesi ve emekliye ayrılması süreci olduğunu öğrendiniz. Ürün yönetimi, ürün planlama, geliştirme ve lansman etkinliklerine odaklanmaktadır. Ürün yöneticisinin organizasyondaki yerleşimi, genel ürün yönetimi hedeflerine ve finansal ile ürün başarısının nasıl ölçüldüğüne ve karşılaştırıldığına bağlıdır. Ürün yönetimi, hem yukarı akış hem de aşağı akış modelleri ile ilgilenir. Ürün yönetimi, ürün yönetimi yaşam döngüsü olarak tanımlanan yapılandırılmış yedi aşamalı bir süreç içinde gerçekleşir. Yedi aşama, conceive (tasarlamak), plan, geliştirmek, nitelik, lansman, teslimat ve emekli aşamalarını içerir.

Welcome to Communications and Collaboration Essentials. After watching this video, you'll be able to explain the importance of effective communication and collaboration. Identify different stakeholders in a project, describe various collaboration tools. Communication is a vital component of any project, playing a pivotal role in its success or failure. Effective communication is the exchange of ideas, thoughts, opinions, knowledge, and data in a way that ensures that the recipient receives and understands the message clearly. It's crucial during all phases of the product management life cycle. It ensures all stakeholders involved in the project are on the same page and collaborate smoothly to achieve project goals. Collaboration, on the other hand, is the process where a group of individuals collectively explore their ideas to find solutions that expand beyond their individual perspectives. The practice of collaborating lies at the heart of product management principles. Let's now explore why effective communication and collaboration are critical in product management. The product manager must share the product, the vision and goal effectively to gain support and investment from important stakeholders, throughout the entire product life cycle. The product manager must guarantee a cohesive message, incorporating a strong brand image that brings stakeholders together and reduces any confusion. A positive, dedicated, and motivated internal team is essential to product management success. Effective communication and collaboration are key here. It helps align the team's efforts and ensure that all stakeholders strive towards a shared objective. Establishing a culture of trust and transparency within an organization is particularly important. Open and honest communication become the norm when there is a strong sense of trust among team members and stakeholders. As a result, collaboration and communication thrive. It's important to understand that a project manager is dependent upon a host of stakeholders whose support is essential for the success of a project. The product manager needs to identify the roles and importance of each stakeholder, manage their expectations, and develop a communication and collaboration methodology that enhances positive engagement and meets their needs. Let's identify the list of stakeholders who support relies on a product manager. These include other product managers, program and project managers, project sponsors, product owners, scrum master, development team, business analyst, engineering and customers. Portfolio managers work with product managers to ensure new product ideas and solutions support the organization's mission, vision and strategic initiatives. Program and project managers focus on the execution of numerous interrelated projects and return on investment ROI. Product managers focus on developing new products or services, and customer satisfaction. Project sponsors provide authority to develop a new product and propose the required funding for it. Product owners develop user stories and the product backlog to support new product launches being developed using agile or scrum methods. Scrum masters coach and facilitate development teams to ensure they follow scrum processes properly and are effective in delivering what is required. Development teams create new products that meet the needs of stakeholders. Business analysts perform needs assessments that identify potential product opportunities and solve customer problems. Engineering helps develop technical solutions to enhance product effectiveness and functionality. Finally, customers provide feedback, insight, and their impressions of a product's value and feasibility. A product manager must understand and utilize a number of collaboration tools to lead a project effectively. Here are some of the most frequently used collaboration tools. Responsible, accountable, consult, and inform. RACI, information radiators, document naming conventions, search engine optimization, SEO. RACI stands for Responsible, Accountable, Consult, and Inform. RACI matrices define roles and responsibilities and gain stakeholder agreement and commitment to satisfy their assigned roles. Information radiators are used in agile and scrum. They are defined as a visual display that showcases essential project information to keep everyone on the team informed and on the same page. Some common information radiators include kanban boards and burndown charts. Using a document naming convention can help the product managers stay organized and allow all stakeholders to quickly identify the location and contents of files. It helps others efficiently navigate work in a shared or collaborative group file sharing setting. It also saves time by keeping work organized. Search engine optimization involves making your website visible and accessible to people who search for your products or services online. A key to product launch success is ensuring your customers can access your products. In this video, you learned that communication is a vital component of any project, playing a pivotal role in its success or failure. Collaboration is the process where a group of individuals collectively explore their ideas to find solutions. Effective communication and collaboration are critical in product management. A project manager is dependent upon a host of stakeholders whose support is essential for the success of a project. Product managers must understand and utilize a number of collaboration tools to lead a project effectively.

türkçeye çevir

İletişim ve İşbirliği Temellerine Hoş Geldiniz.

Bu videoyu izledikten sonra, etkili iletişimin ve işbirliğinin önemini açıklayabileceksiniz. Bir projedeki farklı paydaşları tanımlayabileceksiniz ve çeşitli işbirliği araçlarını açıklayabileceksiniz. İletişim, herhangi bir projenin hayati bir bileşenidir ve başarısında veya başarısızlığında kritik bir rol oynar. Etkili iletişim, fikirlerin, düşüncelerin, görüşlerin, bilgilerin ve verilerin, alıcının mesajı net bir şekilde almasını ve anlamasını sağlamak amacıyla değişimi anlamına gelir. Ürün yönetimi yaşam döngüsünün tüm aşamalarında kritik öneme sahiptir. Projede yer alan tüm paydaşların aynı sayfada olmasını ve proje hedeflerine ulaşmak için sorunsuz bir şekilde işbirliği yapmasını sağlar.

Öte yandan, işbirliği, bir grup bireyin fikirlerini kolektif olarak keşfettiği ve bireysel bakış açılarının ötesine geçen çözümler bulduğu bir süreçtir. İşbirliği pratiği, ürün yönetimi ilkelerinin merkezinde yer almaktadır. Şimdi, etkili iletişimin ve işbirliğinin ürün yönetimindeki önemini keşfedelim. Ürün yöneticisi, ürün görselini ve hedefini etkili bir şekilde paylaşarak, proje yaşam döngüsü boyunca önemli paydaşlardan destek ve yatırım almalıdır. Ürün yöneticisi, paydaşları bir araya getiren ve her türlü karışıklığı azaltan güçlü bir marka imajını içeren uyumlu bir mesajı garanti etmelidir. Pozitif, kendini adamış ve motive olmuş bir iç ekip, ürün yönetiminin başarısı için gereklidir. Burada etkili iletişim ve işbirliği çok önemlidir. Ekip çabalarını hizalamaya yardımcı olur ve tüm paydaşların ortak bir hedefe doğru çaba göstermesini garanti eder.

Bir organizasyon içinde güven ve şeffaflık kültürü oluşturmak özellikle önemlidir. Ekip üyeleri ve paydaşlar arasında güçlü bir güven duygusu olduğunda, açık ve dürüst iletişim norm haline gelir. Sonuç olarak, işbirliği ve iletişim gelişir. Bir proje yöneticisinin, projenin başarısı için destekleri kritik olan birçok paydaşa bağımlı olduğunu anlamak önemlidir. Ürün yöneticisinin her paydaşın rollerini ve önemini tanımlaması, beklentilerini yönetmesi ve olumlu etkileşimi artıracak ve ihtiyaçlarını karşılayacak bir iletişim ve işbirliği metodolojisi geliştirmesi gerekir.

Bir ürün yöneticisinin destek aldığı paydaşların listesini tanımlayalım. Bunlar arasında diğer ürün yöneticileri, program ve proje yöneticileri, proje sponsorları, ürün sahipleri, scrum master, geliştirme ekipleri, iş analistleri, mühendislik ve müşteriler bulunmaktadır. Portföy yöneticileri, ürün yöneticileri ile birlikte çalışarak yeni ürün fikirlerinin ve çözümlerinin organizasyonun misyonunu, vizyonunu ve stratejik girişimlerini desteklemesini sağlar. Program ve proje yöneticileri, birçok birbiriyle ilişkili projenin yürütülmesine ve yatırım getirisinin (ROI) sağlanmasına odaklanır. Ürün yöneticileri, yeni ürün veya hizmetler geliştirmek ve müşteri memnuniyetini sağlamakla ilgilenir. Proje sponsorları, yeni bir ürün geliştirme yetkisini sağlar ve bunun için gerekli finansmanı önerir. Ürün sahipleri, yeni ürün lansmanlarını desteklemek için kullanıcı hikayeleri ve ürün birikimini geliştirirler; bu genellikle Agile veya Scrum yöntemleri kullanılarak yapılır. Scrum master, geliştirme ekiplerine koçluk yapar ve onların Scrum süreçlerini doğru bir şekilde takip etmelerini ve ihtiyaç duyulanı etkili bir şekilde teslim etmelerini sağlar. Geliştirme ekipleri, paydaşların ihtiyaçlarını karşılayan yeni ürünler yaratır. İş analistleri, potansiyel ürün fırsatlarını tanımlayan ihtiyaç değerlendirmeleri yapar ve müşteri sorunlarını çözer. Mühendislik, ürün etkinliğini ve işlevselliğini artırmak için teknik çözümler geliştirmeye yardımcı olur. Son olarak, müşteriler ürünün değeri ve uygulanabilirliği hakkında geri bildirim, içgörü ve izlenim sağlar.

Bir ürün yöneticisi, bir projeyi etkili bir şekilde yönetmek için bir dizi işbirliği aracını anlamalı ve kullanmalıdır. İşte en sık kullanılan işbirliği araçlarından bazıları: Sorumlu, hesap verebilir, danışın ve bilgilendirin (RACI), bilgi yayıcılar, belge adlandırma kuralları, arama motoru optimizasyonu (SEO). RACI, Sorumlu, Hesap Verebilir, Danış, Bilgilendir anlamına gelir. RACI matrisleri, roller ve sorumlulukları tanımlamakta ve paydaşların atanan rollerine ilişkin anlaşma ve taahhütlerini kazanmakta kullanılır. Bilgi yayıcılar, Agile ve Scrum'da kullanılır. Bunlar, tüm ekibi bilgilendirmek ve aynı sayfada tutmak için gerekli proje bilgilerini gösteren görsel ekranlar olarak tanımlanır. Bazı yaygın bilgi yayıcılar arasında kanban panoları ve burndown grafikleri bulunmaktadır. Belge adlandırma kurallarını kullanmak, ürün yöneticilerinin düzenli kalmalarına yardımcı olabilir ve tüm paydaşların dosyaların konumunu ve içeriğini hızlı bir şekilde tanımlamasına olanak tanır. Bu, başkalarının paylaşılan veya işbirlikçi grup dosya paylaşımı ortamında çalışmayı etkin bir şekilde gezmelerini sağlar. Ayrıca, işleri düzenli tutarak zaman tasarrufu sağlar. Arama motoru optimizasyonu, web sitenizin ürünlerini veya hizmetlerini çevrimiçi arama yapan kişilere görünür ve erişilebilir hale getirilmesini içerir. Ürün lansmanında başarının anahtarı, müşterilerinizin ürünlerinize erişebilmesini sağlamaktır.

Bu videoda, iletişimin her projenin hayati bir bileşeni olduğunu, başarısında veya başarısızlığında kritik bir rol oynadığını öğrendiniz. İşbirliği, bir grup bireyin kolektif olarak fikirlerini keşfettiği bir süreçtir. Etkili iletişim ve işbirliği, ürün yönetiminde kritik öneme sahiptir. Bir proje yöneticisi, projenin başarısı için destekleri temel olan birçok paydaşa bağımlıdır. Ürün yöneticileri, bir projeyi etkili bir şekilde yönetmek için bir dizi işbirliği aracını anlamalı ve kullanmalıdır.

Welcome to goal setting. After watching this video, you'll be able to describe goal setting and its importance. Identify specific measurable, achievable, relevant, time bound, SMART goals. Outline goal setting benefits. Organizations employ various strategic tools to foster direction, motivation, and growth. By defining specific or measurable objectives such as goals, organizations can create a shared vision that guides the efforts of individuals and teams toward a common outcome. Goals offer a focal point for employees channeling their energies and talents into effective actions. The process enhances motivation by defining work with a sense of purpose and stimulates engagement as employees recognize their contributions toward achieving tangible outcomes. Product management paves the way for companies to provide their customers with great products and services. Product managers can enhance the chances of a successful launch and delivery by setting goals that improve overall product understanding, expectations, and product development. Goal setting involves defining specific measurable achievable, relevant, and time bound, SMART objectives you aim to achieve within a certain time frame. The SMART criteria removes uncertainties, sets clear timelines, eases progress tracking and helps identify missed milestones. Let's explore the first criterion specific. It highlights the necessity for goals to have clear and detailed definitions, leaving no room for ambiguity. A specific goal clearly outlines what to accomplish, why it's important, and how to achieve it. A specific goal helps avoid misunderstandings and provides a clear direction for action. For example, you aim to improve the customer service offered to clients. How will you communicate this goal to the team? The specific criterion is the solution. Using the specific criterion, you can implement a new customer feedback system within two weeks to enhance response time and boost overall satisfaction scores. The second criterion is measurable. It means that goals should be quantifiable, allowing you to track progress and determine when you can achieve it. The criterion involves defining specific indicators or metrics to measure objectively, providing a clear way to track your progress. For example, measure your goal of becoming the team lead by determining the required skills and gaining relevant experience in two years. The next criterion is achievable. It refers to setting realistic and attainable goals within the given resources, skills, and circumstances. It encourages you to set objectives that challenge you, yet are achievable. Considering your current experience and qualifications, it's important to use the achievable criterion to see if attaining the skills necessary for a team lead role is feasible. The fourth criterion is relevant. It refers to setting goals that align with your overall objectives, values, and the nature of your work. It ensures that your goals contribute meaningfully to your larger purpose and are well suited to your current situation. For example, considering whether your qualifications and experience match the team lead role. The last criterion is timebound. It means setting a specific time frame or deadline for achieving a goal. It adds a sense of urgency and helps manage priorities effectively. For example, giving yourself a realistic time frame for accomplishing the smaller goals necessary to become the team lead. Let's now explore some benefits of goal setting. Well-thought-out and substantive goals can accomplish the following concrete goals involve reducing complaints, conducting customer interviews, improving quality, and enhancing delivery processes. A positive goal may improve overall production efficiency or quality. These may include lean goals such as improving delivery speed, reducing waste, or reducing resources. Effective goals encompass enhancing customer satisfaction, increasing retention, or boosting new customer activation rates. Goals improve processes, enhance the supply chain, and improve distribution channels. They contribute to enhanced customer value and improved quality by providing a clear focus and direction for the organization's efforts. Goals improve customer engagement by providing a strategic framework for organizations to prioritize, measure, and improve various customer engagement and experience aspects. Dynamic goals drive product improvements and improve the product's viability from the customer standpoint. They allow management to attain solid data they can use to make improved product decisions for the future. Finally, goals streamline communication and reduce communication blockers. A product manager needs to be able to act as the voice of the customer effectively. In this video, you learned that goals offer a focal point for employees channeling their energies and talents into effective actions. Goal setting involves defining specific, measurable, achievable, relevant, and time bound, SMART objectives. There are several benefits of goals that are well-thought-out and substantive.

Hedef Belirleme'ye Hoş Geldiniz.

Bu videoyu izledikten sonra, hedef belirlemenin ve öneminin tanımını yapabileceksiniz. Ölçülebilir, ulaşılabilir, ilgili, zaman sınırlı, SMART hedefleri tanımlayabileceksiniz. Hedef belirlemenin faydalarını özetleyebileceksiniz. Organizasyonlar, yönlendirmeyi, motivasyonu ve büyümeyi geliştirmek için çeşitli stratejik araçlar kullanır. Hedefler gibi belirli veya ölçülebilir hedefler tanımlayarak, organizasyonlar bireylerin ve takımların çabalarını ortak bir sonuca yönlendiren paylaşılan bir vizyon yaratabilirler. Hedefler, çalışanların enerjilerini ve yeteneklerini etkili eylemlere kanalize etmeleri için bir odak noktası sunar. Bu süreç, işin amacını tanımlayarak motivasyonu artırır ve çalışanların somut sonuçlara ulaşma yönündeki katkılarını tanıdıkça katılımlarını teşvik eder.

Ürün yönetimi, şirketlerin müşterilerine harika ürünler ve hizmetler sunmasını sağlar. Ürün yöneticileri, genel ürün anlayışını, beklentilerini ve ürün geliştirmesini artıran hedefler belirleyerek başarılı bir lansman ve teslimat şansını artırabilirler. Hedef belirleme, belirli, ölçülebilir, ulaşılabilir, ilgili ve zaman sınırlı, yani SMART hedefler tanımlamayı içerir. SMART kriteri belirsizlikleri ortadan kaldırır, net zaman dilimleri belirler, ilerlemeyi takip etmeyi kolaylaştırır ve kaçırılan kilometre taşlarını belirlemeye yardımcı olur.

Şimdi, ilk kriter olan "özgül"ü keşfedelim. Bu, hedeflerin net ve ayrıntılı tanımlara sahip olma gerekliliğini vurgular ve belirsizliklere yer bırakmaz. Özgül bir hedef, neyi başarmak istediğinizi, neden önemli olduğunu ve nasıl ulaşılacağını açıkça tanımlar. Özgül bir hedef, yanlış anlamaların önüne geçer ve eylem için net bir yön sağlar. Örneğin, müşterilere sunulan müşteri hizmetlerini geliştirmek istiyorsunuz. Bu hedefi ekibe nasıl ileteceksiniz? Özgül kriterini kullanarak, yanıt süresini artırmak ve genel memnuniyet puanlarını yükseltmek için iki hafta içinde yeni bir müşteri geri bildirim sistemi uygulayabilirsiniz.

İkinci kriter "ölçülebilir". Hedeflerin niceliksel olması gerektiği anlamına gelir, böylece ilerlemenizi takip edebilir ve ne zaman başarabileceğinizi belirleyebilirsiniz. Bu kriter, nesnel bir şekilde ölçmek için belirli gösterge veya metrikler tanımlamayı içerir ve ilerlemenizi takip etmenin net bir yolunu sağlar. Örneğin, ekip lideri olma hedefinizi ölçerken, gerekli becerileri belirleyerek ve iki yıl içinde ilgili deneyimi kazanarak ilerlemenizi takip edebilirsiniz.

Bir sonraki kriter "ulaşılabilir". Bu, belirli kaynaklar, beceriler ve koşullar içinde gerçekçi ve ulaşılabilir hedefler belirlemeyi ifade eder. Sizi zorlayan, ancak ulaşılabilir olan hedefler belirlemenizi teşvik eder. Mevcut deneyiminiz ve niteliklerinizi göz önünde bulundurarak, bir ekip lideri rolü için gerekli becerileri elde etmenin mümkün olup olmadığını görmek için ulaşılanabilir kriterini kullanmak önemlidir.

Dördüncü kriter "ilgili". Bu, hedeflerin genel hedefleriniz, değerleriniz ve işinizin doğasıyla uyumlu olmasını ifade eder. Hedeflerinizin daha büyük amacınıza anlamlı bir katkıda bulunmasını ve mevcut durumunuza iyi bir şekilde uymasını sağlar. Örneğin, niteliklerinizi ve deneyiminizi ekip lideri rolüyle eşleştirip eşleştirmediğinizi değerlendirmek.

Son kriter "zaman sınırlı". Bu, bir hedefin gerçekleştirilmesi için belirli bir zaman dilimi veya son tarih belirlemeyi ifade eder. Bu, bir aciliyet duygusu ekler ve öncelikleri etkili bir şekilde yönetmeye yardımcı olur. Örneğin, ekip lideri olabilmek için gerekli olan daha küçük hedefleri başarmak için kendinize gerçekçi bir zaman dilimi vermek.

Şimdi, hedef belirlemenin bazı faydalarını keşfedelim. İyi düşünülmüş ve somut hedefler aşağıdaki sonuçları elde edebilir: somut hedefler, şikayetleri azaltma, müşteri görüşmeleri yapma, kaliteyi iyileştirme ve teslimat süreçlerini geliştirme gibi konuları içerebilir. Pozitif bir hedef, genel üretkenlik verimliliğini veya kalitesini artırabilir. Bunlar, teslimat hızını artırmak, israfı azaltmak veya kaynakları azaltmak gibi yalın hedefleri de içerebilir. Etkili hedefler, müşteri memnuniyetini artırma, müşteri sadakatini artırma veya yeni müşteri aktivasyon oranlarını yükseltme gibi konuları kapsar. Hedefler süreçleri iyileştirir, tedarik zincirini geliştirir ve dağıtım kanallarını iyileştirir. Bunlar, organizasyonun çabalarına net bir odak ve yön sağlayarak müşteri değerini artırır ve kalitesini iyileştirirler. Hedefler, organizasyonlara öncelik verme, ölçme ve çeşitli müşteri etkileşim ve deneyim yönlerini geliştirmeleri için stratejik bir çerçeve sunarak müşteri etkileşimini artırır. Dinamik hedefler ürün iyileştirmelerine yön verir ve ürünün müşteri açısından uygulanabilirliğini artırır. Yönetimin, gelecekte daha iyi ürün kararları almak için kullanabilecekleri sağlam veriler elde etmelerini sağlar. Son olarak, hedefler iletişimi kolaylaştırır ve iletişim engellerini azaltır. Bir ürün yöneticisinin, müşteri sesini etkili bir şekilde temsil edebilmesi gerekir.

Bu videoda, hedeflerin, çalışanların enerjilerini ve yeteneklerini etkili eylemlere kanalize eden bir odak noktası sunduğunu öğrendiniz. Hedef belirleme, belirli, ölçülebilir, ulaşılabilir, ilgili ve zaman sınırlı, yani SMART hedeflerin tanımlanmasını içerir. İyi düşünülmüş ve somut bir hedefin çeşitli faydaları vardır.

Welcome to goal setting. After watching this video, you'll be able to describe goal setting and its importance. Identify specific measurable, achievable, relevant, time bound, SMART goals. Outline goal setting benefits. Organizations employ various strategic tools to foster direction, motivation, and growth. By defining specific or measurable objectives such as goals, organizations can create a shared vision that guides the efforts of individuals and teams toward a common outcome. Goals offer a focal point for employees channagement paves the way for companies to provide their customers with great products and services. Product managers can enhance the chances of a successful launch and delivery by setting goals that improve overall product understanding, expectations, and product development. Goal setting involves defining specific measurable achievable, relevant, and time bound, SMART objectives you aim to achieve within a certain time frame. The SMART criteria removes uncertainties, sets clear timelines, eases progress tracking and helps identify missed milestones. Let's explore the first criterion specific. It highlights the necessity for goals to have clear and detailed definitions, leaving no room for ambiguity. A specific goal clearly outlines what to accomplish, why it's important, and how to achieve it. A specific goal helps avoid misunderstandings and provides a clear direction for action. For example, you aim to improve the customer service offered to clients. How will you communicate this goal to the team? The specific criterion is the solution. Using the specific criterion, you can implement a new customer feedback system within two weeks to enhance response time and boost overall satisfaction scores. The second criterion is measurable. It means that goals should be quantifiable, allowing you to track progress and determine when you can achieve it. The criterion involves defining specific indicators or metrics to measure objectively, providing a clear way to track your progress. For example, measure your goal of becoming the team lead by determining the required skills and gaining relevant experience in two years. The next criterion is achievable. It refers to setting realistic and attainable goals within the given resources, skills, and circumstances. It encourages you to set objectives that challenge you, yet are achievable. Considering your current experience and qualifications, it's important to use the achievable criterion to see if attaining the skills necessary for a team lead role is feasible. The fourth criterion is relevant. It refers to setting goals that align with your overall objectives, values, and the nature of your work. It ensures that your goals contribute meaningfully to your larger purpose and are well suited to your current situation. For example, considering whether your qualifications and experience match the team lead role. The last criterion is timebound. It means setting a specific time frame or deadline for achieving a goal. It adds a sense of urgency and helps manage priorities effectively. For example, giving yourself a realistic time frame for accomplishing the smaller goals necessary to become the team lead. Let's now explore some benefits of goal setting. Well-thought-out and substantive goals can accomplish the following concrete goals involve reducing complaints, conducting customer interviews, improving quality, and enhancing delivery processes. A positive goal may improve overall production efficiency or quality. These may include lean goals such as improving delivery speed, reducing waste, or reducing resources. Effective goals encompass enhancing customer satisfaction, increasing retention, or beling their energies and talents into effective actions. The process enhances motivation by defining work with a sense of purpose and stimulates engagement as employees recognize their contributions toward achieving tangible outcomes. Product manoosting new customer activation rates. Goals improve processes, enhance the supply chain, and improve distribution channels. They contribute to enhanced customer value and improved quality by providing a clear focus and direction for the organization's efforts. Goals improve customer engagement by providing a strategic framework for organizations to prioritize, measure, and improve various customer engagement and experience aspects. Dynamic goals drive product improvements and improve the product's viability from the customer standpoint. They allow management to attain solid data they can use to make improved product decisions for the future. Finally, goals streamline communication and reduce communication blockers. A product manager needs to be able to act as the voice of the customer effectively. In this video, you learned that goals offer a focal point for employees channeling their energies and talents into effective actions. Goal setting involves defining specific, measurable, achievable, relevant, and time bound, SMART objectives. There are several benefits of goals that are well-thought-out and substantive.

Hedef Belirleme'ye Hoş Geldiniz.

Bu videoyu izledikten sonra, hedef belirlemeyi ve önemini tanımlayabileceksiniz. Ölçülebilir, ulaşılabilir, ilgili, zaman sınırlı, yani SMART hedefleri tanımlayabileceksiniz. Hedef belirlemenin faydalarını özetleyebileceksiniz. Organizasyonlar, yönlendirme, motivasyon ve büyümeyi teşvik etmek için çeşitli stratejik araçlar kullanır. Hedefler gibi belirli veya ölçülebilir hedefler tanımlayarak, organizasyonlar bireylerin ve takımların çabalarını ortak bir sonuca yönlendiren paylaşılan bir vizyon yaratabilirler. Hedefler, çalışanların enerjilerini ve yeteneklerini etkili eylemlere kanalize etmeleri için bir odak noktası sunar. Bu süreç, işleri bir amaca dayalı tanımlayarak motivasyonu artırır ve çalışanların somut sonuçlara ulaşmadaki katkılarını tanıdıkça katılımlarını teşvik eder.

Ürün yönetimi, şirketlerin müşterilerine harika ürünler ve hizmetler sunmasını sağlar. Ürün yöneticileri, genel ürün anlayışını, beklentilerini ve ürün geliştirmesini artırarak başarılı bir lansman ve teslimat şansını artıran hedefler belirleyebilir. Hedef belirleme, belirli, ölçülebilir, ulaşılabilir, ilgili ve zaman sınırlı SMART hedefleri tanımlamayı içerir. SMART kriterleri, belirsizlikleri ortadan kaldırır, net zaman dilimleri belirler, ilerlemeyi takip etmeyi kolaylaştırır ve kaçırılan kilometre taşlarını belirlemeye yardımcı olur.

Şimdi, SMART kriterlerini keşfedelim:

Özgül (Specific): Hedeflerin net ve ayrıntılı tanımlara sahip olması gerektiğini vurgular. Özgül bir hedef, neyi başarmak istediğinizi, neden önemli olduğunu ve nasıl ulaşacağınızı açıkça tanımlar. Örneğin, müşteri hizmetlerinde iyileştirme hedefiniz varsa, bu hedefi ekibe nasıl ileteceksiniz? Özgül kriterini kullanarak, yanıt süresini artırmak ve genel memnuniyet puanlarını yükseltmek için iki hafta içinde yeni bir müşteri geri bildirim sistemi uygulayabilirsiniz.
Ölçülebilir (Measurable): Hedeflerin niceliksel olması gerektiği anlamına gelir. Bu, ilerlemenizi takip etmenizi ve ne zaman başarabileceğinizi belirlemenizi sağlar. Örneğin, ekip lideri olma hedefinizi, gerekli becerileri belirleyerek ve iki yıl içinde ilgili deneyimi kazanarak ölçebilirsiniz.
Ulaşılabilir (Achievable): Belirli kaynaklar, beceriler ve koşullar içinde gerçekçi ve ulaşılabilir hedefler belirlemeyi ifade eder. Bunu sağlamak için, sizi zorlayan ama ulaşılabilir olan hedefler belirlemelisiniz. Mevcut deneyim ve niteliklerinizi göz önünde bulundurarak, ekip lideri rolü için gerekli becerileri elde etmenin mümkün olup olmadığını görmek önemlidir.
İlgili (Relevant): Hedeflerin genel hedefleriniz, değerleriniz ve işinizin doğasıyla uyumlu olmasını ifade eder. Bu, hedeflerinizin daha büyük amacınıza anlamlı bir katkıda bulunmasını ve mevcut durumunuza uygun olmasını sağlar. Örneğin, niteliklerinizi ve deneyimlerinizi ekip lideri rolü ile karşılaştırabilirsiniz.
Zaman Sınırlı (Time-bound): Bir hedefin gerçekleştirilmesi için belirli bir zaman dilimi veya son tarih belirlemeyi ifade eder. Bu, bir aciliyet duygusu ekler ve öncelikleri etkili bir şekilde yönetmenize yardımcı olur. Örneğin, ekip lideri olabilmek için gereken daha küçük hedefleri başarmak için kendinize gerçekçi bir zaman dilimi vermek.
Hedef Belirlemenin Faydaları:

Hedef belirlemenin birçok faydası vardır. İyi düşünülmüş ve somut hedefler, aşağıdaki gibi sonuçlar elde edebilir:

Şikayetleri azaltma, müşteri görüşmeleri gerçekleştirme, kaliteyi iyileştirme ve teslimat süreçlerini artırma gibi somut hedefler.
Genel üretkenlik verimliliğini veya kalitesini artıran pozitif hedefler.
Müşteri memnuniyetini artırma, müşteri sadakatini artırma veya yeni müşteri aktivasyon oranlarını yükseltme gibi etkili hedefler.
Hedefler, süreçleri geliştirir, tedarik zincirini iyileştirir ve dağıtım kanallarını güçlendirir.
Hedefler, organizasyon kapsamındaki çabaları için net bir odak ve yön sağlar, müşteri değerini artırır ve kaliteyi iyileştirir.
Dinamik hedefler, ürün iyileştirmelerini yönlendirir ve ürünün müşteri açısından uygulanabilirliğini artırır.
Yönetimin gelecekte daha iyi ürün kararları almak için kullanabileceği sağlam veriler sağlar.
Son olarak, hedefler iletişimi kolaylaştırır ve iletişim engellerini azaltır.
Bu videoda, hedeflerin çalışanların enerjilerini ve yeteneklerini etkili eylemlere kanalize eden bir odak noktası sunduğunu öğrendiniz. Hedef belirleme, belirli, ölçülebilir, ulaşılabilir, ilgili ve zaman sınırlı, yani SMART hedeflerin tanımlanmasını içerir. İyi düşünülmüş ve somut hedeflerin birçok faydası vardır.

Welcome to the Elevator Pitch. After watching this video, you'll be able to describe product vision and its role in product development, define the purpose of the elevator pitch format, illustrate the elevator pitch format. Organizations developing products must understand the importance of a product vision. A product manager must develop an effective and aspirational product vision to provide team members of a clear sense of purpose and direction. Let's now learn more about product vision. It's a high level statement that outlines a product's long term goals and aspirations. It serves as a guiding principle for the development team and stakeholders, helping them understand the purpose and direction of the product. A well defined product vision provides clarity, alignment, and motivation for everyone involved in the product's development. An effective way to create a product vision is to use the elevator pitch format. It serves as a powerful tool for delivering a precise and concise overview of the product, outlining its purpose, target audience, and what distinguishes it from its competitors. An elevator pitch's objective is to immediately capture the audience's attention, and convey the most significant aspects of your message. Let's now explore the elevator pitch format. You can use a format for creating a product vision which takes the form of an elevator pitch. It aims to tell the product's story in a way that conveys all necessary information to potential stakeholders, and includes these six elements. We'll now learn about each element in detail. The first element is For. It identifies the intended users and defines the product's target audience. The second element is Who. It describes the issues or needs of the target audience that the product aims to solve or leverage. The third element is Our Product. It defines the product's name or category and helps identify and position the product, within its market context. The fourth element is That. It defines a compelling reason or benefit for stakeholders to buy the product. The fifth element is Unlike. It highlights what makes the product unique compared to its competitors, highlighting its suitability for the audience. The last element is Our Product. It describes the most important aspect that sets the product apart, which encompasses its core features and primary selling point. As an example, let's consider the product vision for task Z using the elevator pitch format. The product vision for task Z is to provide virtual project managers, with an innovative and user friendly project and task management platform. Task Z offers an affordable solution enabling efficient workflow tracking using the standard Kanban methodology, and customizable features, ensuring a smooth and productive project management experience. The product vision for task Z clearly identifies virtual project managers as the intended users, who must oversee and delegate multiple tasks remotely. The vision highlights task Z as a comprehensive digital platform for project and task management. It employs the standard Kanban methodology in templates, offering a simple and intuitive user experience. Unlike more complicated and costly platforms, task Z is a user friendly and budget friendly platform. It's easy to understand an affordable option. With task Z, project managers can customize the platform to suit their needs and requirements, ensuring a seamless and efficient project management experience. The elevator pitch format offers a concise and compelling way to communicate ideas or propositions, providing several advantages. It ensures the message is clear and concise. The format is an invaluable tool for effectively conveying key information, and grabbing the audience's attention in a short time. In this video, you learned that, product vision is a high level statement that outlines a product's long term goals, and aspirations. The elevator pitch format is a powerful tool for delivering a concise product overview. The elevator pitch format aims to tell the products story in a way that conveys all necessary information to potential stakeholders.

Asansör Konuşması'na Hoş Geldiniz.

Bu videoyu izledikten sonra, ürün vizyonunu ve ürün geliştirmedeki rolünü tanımlayabileceksiniz. Asansör konuşması formatının amacını tanımlayabileceksiniz ve asansör konuşması formatını örneklerle açıklayabileceksiniz. Ürün geliştiren organizasyonların ürün vizyonunun önemini anlamaları gerekir. Bir ürün yöneticisi, ekip üyelerine net bir amaç ve yön sağlamak için etkili ve arzulu bir ürün vizyonu geliştirmelidir.

Ürün Vizyonu Hakkında Daha Fazla Bilgi:
Ürün vizyonu, bir ürünün uzun vadeli hedeflerini ve arzularını özetleyen yüksek seviyeli bir ifadedir. Geliştirme ekibi ve paydaşlar için bir rehber ilke olarak hizmet eder, onlara ürünün amacını ve yönünü anlamalarına yardımcı olur. İyi tanımlanmış bir ürün vizyonu, ürünün geliştirilmesine dahil olan herkes için netlik, uyum ve motivasyon sağlar. Ürün vizyonu oluşturmanın etkili bir yolu, asansör konuşması formatını kullanmaktır. Bu format, ürünün amacını, hedef kitlesini ve onu rakiplerinden ayıran unsurları özetleyen kesin ve kısa bir genel bakış sunmanın güçlü bir aracıdır.

Asansör Konuşması Formatı:
Ürün vizyonu oluşturmak için bir asansör konuşması formatı kullanabilirsiniz. Bu format, bir ürünün hikayesini anlatmayı amaçlar, potansiyel paydaşlara gerekli tüm bilgileri iletmeyi içerir ve altı unsuru içerir. Şimdi her bir unsuru detaylı bir şekilde öğrenelim.

For: Hedef kullanıcıları tanımlar ve ürünün hedef kitlesini belirler.
Who: Ürünün çözmeyi hedeflediği veya fayda sağladığı hedef kitlenin sorunlarını veya ihtiyaçlarını açıklar.
Our Product: Ürün adını veya kategorisini tanımlar ve ürünü piyasa bağlamında tanımlayıp konumlandırmaya yardımcı olur.
That: Paydaşların ürünü satın alması için ikna edici bir neden veya fayda tanımlar.
Unlike: Ürünün rakipleriyle karşılaştırıldığında benzersiz kılan özelliklerini vurgular, hedef kitleye uygunluğunu ön plana çıkarır.
Our Product: Ürünün ayrımını sağlayan en önemli yönü açıklar; bu, ürünün temel özellikleri ve en önemli satış noktalarını kapsar.
Örnek Uygulama:
Bir örnek olarak, "Task Z" ürünü için asansör konuşması formatını kullanarak bir ürün vizyonu oluşturabiliriz. "Task Z" için ürün vizyonu, sanal proje yöneticilerine yenilikçi ve kullanıcı dostu bir proje ve görev yönetim platformu sunmaktır. Task Z, standart Kanban metodolojisini kullanarak verimli çalışma takibi yapmayı sağlayan uygun fiyatlı bir çözüm sunar ve özelleştirilebilir özellikler sunarak sorunsuz ve üretken bir proje yönetimi deneyimi sağlar.

Sonuç:
"Task Z"nin ürün vizyonu, sanal proje yöneticilerini hedef kullanıcılar olarak açıkça tanımlar ve birçok görevi uzaktan denetleyip devretmesi gerekmektedir. Vizyon, "Task Z"yi proje ve görev yönetimi için kapsamlı bir dijital platform olarak öne çıkarır. Standart Kanban metodolojisini şablonlar içinde kullanarak basit ve sezgisel bir kullanıcı deneyimi sunar. Daha karmaşık ve maliyetli platformların aksine, "Task Z", kullanıcı dostu ve bütçe dostu bir platformdur; anlaşılması kolay ve erişilebilir bir seçenektir. Project yöneticileri, "Task Z" ile platformu ihtiyaçlarına ve gereksinimlerine göre özelleştirerek sorunsuz ve verimli bir proje yönetimi deneyimi sağlayabilirler.

Asansör konuşması formatı, fikirleri veya önerileri iletmek için kısa ve çekici bir yol sunar. Mesajın net ve öz olmasını garanti eder. Bu format, kısa sürede dikkat çekici şekilde ana bilgileri iletmek için paha biçilmez bir araçtır.

Videonun Özeti:
Bu videoda, ürün vizyonunun, bir ürünün uzun vadeli hedeflerini ve arzularını özetleyen yüksek seviyeli bir ifade olduğunu öğrendiniz. Asansör konuşması formatı, kısa bir ürün genel bakışını iletmek için güçlü bir araçtır. Asansör konuşması formatı, ürünlerin hikayesini anlatmayı amaçlar ve potansiyel paydaşlara gerekli tüm bilgileri iletir.

Welcome to the Five Dysfunctions of a Team. After watching this video, you'll be able to describe the product manager's role in achieving results, describe the Five Dysfunctions model. A product manager is responsible for overseeing the development, marketing, and success of a product throughout its life cycle. They coordinate teams, gather requirements, prioritize features, and ensure the product meets customer needs and business goals. Product managers are responsible for managing various expectations from different parts of the organization. They lead product planning and pinpointing the market's needs. In short, they ensure that the product aligns well with what the market demands. The end result of a product manager's work is to successfully launch and deliver a product that not only improves the organization's financial standing, but also adds value to its customer base. The product manager must work together with the product team to achieve these results. It's important to note that results are not achieved easily, there are different challenges along the way. Let's now learn about the Five Dysfunctions model. Patrick Lencioni acknowledged that accomplishing results relies on addressing and overcoming several key issues or challenges. He refers to these issues or challenges as dysfunctions. The illustration shares a step-by-step approach that you must take to eliminate the Five Dysfunctions before achieving results. The first dysfunction that must be overcome is absence of trust. A product manager needs to create an environment where team members are comfortable being open with each other and are willing to share their strengths, weaknesses, and mistakes. For example, a team where team members are hesitant to admit their mistakes or ask for help, they fear criticism from colleagues and supervisors. As a result, team members work in isolation, avoid taking risks, and don't share important information. Once the team is completely open with one another, you can expect improved productivity and better project outcomes. The second dysfunction is fear of conflict. A team should actively participate in enthusiastic discussions about crucial issues and decisions to achieve success. The product manager must create an atmosphere where all team members willingly share their ideas and engage in healthy debate. Imagine a situation where team members and a marketing team avoid engaging in debates or discussions about different campaign strategies. They're afraid that disagreements might lead to tension or affect their working relationships negatively. As a result, they settle for mediocre ideas rather than voicing their opinions and challenging each other's perspectives. By facilitating productive conflicts, the team can arrive at more creative and effective strategies that drive better results. The third dysfunction is lack of commitment. Reaching an agreement on crucial decisions is important. Even if the team doesn't completely agree with the plan or solution. The product manager should ensure everyone on the team is able to share their thoughts and opinions. In the end, the team must agree to move forward as one, regardless of their individual opinions. For example, a project management team is working on a product launch, the team member is not in agreement during meetings but privately harbor reservations about the project's direction. Due to the lack of open discussion and clear commitment, team members are uncertain about their roles and responsibilities, leading to a lack of accountability. By facilitating active participation, the team can develop a shared commitment to the project's goals. The fourth dysfunction is avoidance of accountability. Once a team commits to meeting crucial performance standards for success, they must be ready to hold each other responsible for fulfilling their agreed-upon commitments. They must be willing to address issues at the peer level and not be entirely dependent on leaders. For example, a team is developing a new software application, the team members consistently fail to complete their assigned tasks on time. Instead of addressing the issue openly and holding the individual accountable, other team members adjust their schedules to cover for the delays. By fostering a sense of ownership and responsibility, the team can enhance productivity and meet project milestones. The final dysfunction to overcome is inattention to results. Teams that trust each other, engage in conflict, commit to decisions and hold each other accountable, are likely to set aside individual needs and focus on what is best for the team. Imagine a situation where team members focus on individual accomplishments and recognition rather than the project's overall success. The absence of a unified focus on achieving measurable results, hampers the team's ability to generate meaningful outcomes. By aligning individual efforts with the larger objectives and emphasizing measurable outcomes, the team can enhance their collective performance and contribute to the organization's success. Overcoming the Five Dysfunctions is a journey that is crucial for every product manager to understand. An effective product manager can lead the team through the Five Dysfunctions and pave the way to achieve great results for the organization. In this video, you learned that a product manager oversees a product's development, marketing and success throughout its life cycle. Product managers are responsible for managing various expectations from different parts of the organization. The Five Dysfunctions model can pave the way to achieve great results for an organization.

Ekipteki Beş İşlevsellik Sorunu'na Hoş Geldiniz.

Bu videoyu izledikten sonra, bir ürün yöneticisinin sonuç elde etme rolünü tanımlayabileceksiniz ve Beş İşlevsellik Sorunu modelini anlayabileceksiniz. Ürün yöneticisi, bir ürünün geliştirilmesi, pazarlanması ve yaşam döngüsü boyunca başarısını denetlemekten sorumludur. Ekipleri koordine eder, gereksinimleri toplar, özellikleri önceliklendirir ve ürünün müşteri ihtiyaçlarını ve iş hedeflerini karşıladığından emin olur. Ürün yöneticileri, organizasyonun farklı bölümlerinden gelen çeşitli beklentileri yönetmekten sorumludur. Ürün planlamasını yönlendirir ve pazarın ihtiyaçlarını belirlerler. Kısacası, ürünün pazar talepleriyle uyum sağlamasını garanti ederler.

Bir ürün yöneticisinin çalışmasının nihai sonucu, yalnızca organizasyonun mali durumunu iyileştiren değil, aynı zamanda müşteri tabanına değer katan bir ürünün başarılı bir şekilde piyasaya sürülmesi ve teslim edilmesidir. Ürün yöneticisi, bu sonuçları elde etmek için ürün ekibi ile birlikte çalışmalıdır. Sonuçların kolay bir şekilde elde edilmediği ve yol boyunca farklı zorluklar olduğu önemlidir.

Beş İşlevsellik Sorunu Modeli:
Patrick Lencioni, sonuçlara ulaşmanın birçok temel sorun veya zorluğun üstesinden gelinmesine bağlı olduğunu kabul etmiştir. Bu sorun veya zorlukları işlevsizlikler olarak adlandırmaktadır. Model, Beş İşlevsellik Sorunu'nun üstesinden gelinmeden sonuç elde edilmesine giden adım adım bir yaklaşımı göstermektedir.

Güven Eksikliği (Absence of Trust): Ürün yöneticisi, ekip üyelerinin birbirleriyle açık olmaktan çekinmediği ve kendi güçlü ve zayıf yönlerini, hatalarını paylaşmaya istekli olduğu bir ortam oluşturmalıdır. Örneğin, takım üyeleri hatalarını ya da yardım istemekten çekiniyorsa, eleştiriden korktukları için birbirlerine karşı kapalı olurlar. Sonuç olarak, ekip üyeleri yalnız çalışır, risk almaktan kaçınır ve önemli bilgileri paylaşmazlar. Ekip birbirine tamamen açık olduğunda, verimlilik artar ve proje sonuçları iyileşir.
Çatışma Korkusu (Fear of Conflict): Bir ekip, başarının elde edilmesi için kritik konular ve kararlar üzerinde istekli tartışmalara katılmalıdır. Ürün yöneticisi, tüm ekip üyelerinin fikrini rahatça paylaşabileceği ve sağlıklı bir tartışmaya katılabileceği bir atmosfer yaratmalıdır. Örneğin, ekip üyeleri ve pazarlama ekibi farklı kampanya stratejileri hakkında tartışmaktan kaçınıyor olabilirler, korkuları anlaşmazlıkların gerginliğe neden olabileceği veya çalışma ilişkilerini olumsuz etkileyebileceğidir. Sonuç olarak, bu durumda ortalama fikirlerle yetinilebilir. Üretken çatışmaların cesaretlendirilmesi, ekibin daha yaratıcı ve etkili stratejilere ulaşmasını sağlar.
Bağlılık Eksikliği (Lack of Commitment): Kritik kararlar üzerinde bir anlaşmaya varmak önemlidir. Ekip tamamen planla veya çözümle aynı fikirde olmasa bile, herkesin düşüncelerini ve görüşlerini paylaşmasını sağlamak ürün yöneticisinin sorumluluğundadır. Sonuç itibarıyla, ekip bireysel görüşlerine rağmen bir bütün olarak ilerlemeyi kabul etmelidir. Örneğin, bir proje yönetim ekibi bir ürün lansmanı üzerinde çalışıyorsa, bir ekip üyesi toplantılarda tartışmalara katılmadığı halde projenin yönü hakkında özel endişeler barındırıyorsa, açık bir tartışma ve net bir bağlılık eksikliğinden dolayı sorumluluklarında belirsizlik yaşanır. Aktif katılımı teşvik ederek, ekip projenin hedeflerine yönelik ortak bir bağlılık geliştirebilir.
Sorumluluklardan Kaçınma (Avoidance of Accountability): Bir ekip kritik performans standartlarını karşılamak için taahhütte bulunduğunda, bu taahhütleri yerine getirmek için birbirlerini sorumlu tutmaya hazır olmalıdır. Sorunları eşit seviyede ele almalı ve liderlere tamamen bağımlı olmamalıdır. Örneğin, bir ekip yeni bir yazılım uygulaması geliştiriyorsa, ekip üyeleri sürekli olarak kendilerine atanan görevleri zamanında tamamlamıyorsa, diğer ekip üyeleri sorunu açıkça ele almak yerine programlarını gecikmeleri telafi edecek şekilde ayarlayabilir. Sahiplik ve sorumluluk duygusunu artırarak, ekip verimliliği artırabilir ve proje kilometre taşlarına ulaşabilir.
Sonuçlara Dikkat Dağıtımı (Inattention to Results): Birbirine güvenen, çatışmalara katılan, kararlara bağlı kalan ve birbirlerini sorumlu tutan ekipler, bireysel ihtiyaçlarını bir kenara bırakmayı ve ekip için en iyisine odaklanmayı başarabilirler. Örneğin, ekip üyeleri projenin genel başarısından ziyade bireysel başarılar ve tanınma üzerine odaklanıyorsa, ölçülebilir sonuç elde etme konusunda bir eksiklik yaşanır. Bireysel çabaları daha büyük hedeflerle uyumlu hale getirerek ve ölçülebilir sonuçlara vurgu yaparak, ekip toplu performanslarını artırabilir ve organizasyonun başarısına katkıda bulunabilir.
Beş İşlevsellik Sorunu'nu aşmak, her ürün yöneticisi için kritik olan bir yolculuktur. Etkili bir ürün yöneticisi, ekibi Beş İşlevsellik Sorunu'nun üstesinden getirmeleri için yönlendirebilir ve organizasyon için mükemmel sonuçlar elde etmenin yolunu açabilir.

Videonun Özeti:
Bu videoda, bir ürün yöneticisinin bir ürünün gelişimini, pazarlanmasını ve yaşam döngüsü boyunca başarısını denetlediğini öğrendiniz. Ürün yöneticileri, organizasyonun farklı bölümlerinden gelen çeşitli beklentileri yönetmekten sorumludur. Beş İşlevsellik Sorunu modeli, bir organizasyonun mükemmel sonuçlara ulaşmasına katkıda bulunabilir.

Welcome to Expert Viewpoints: The Five Dysfunctions. In this video, we will hear from experts providing some examples of how Lencioni's 5 dysfunctions impacted them and how they overcame the dysfunctions to achieve results.
Play video starting at ::19 and follow transcript0:19
When I think about Lencioni's 5 dysfunctions of a team, I think about the first two levels. Level 1 is an absence of trust and Level 2 is a fear of conflict. If you cannot establish a trusting relationship, then unfortunately you will not achieve results. Conflict occurs when different people have different opinions or different ideas. I can think of a time when I was managing product development process or project in the automotive industry and we were working on developing a new coolant line product for one of our trucks. We had an issue with the supplier. We ended up having to switch the supplier in the middle of the project and that actually didn't work out so great because the supplier did not have the capability that we were looking for. We ended up having to start over on this development process, but it just took a lot longer and we had to spend a lot more money to be able to get back to what we originally intended. One of Lencioni's dysfunctions is avoidance of accountability and this is where a team doesn't have hard conversations because they're either afraid to have those conversations or they trying to find excuses for not having had discussions with other people. Like anything in a team dealing with dysfunctions like the ones that we're talking about, really is a dynamic of the personalities on the team and making sure that you understand who you're working with and being able to set up a relationship where you're friends, but you also understand that we're trying to accomplish goals here as a business. The most common dysfunction that I run into is lack of trust in a team. Usually comes in when the team is new, it's just forming or there's been big change or maybe someone is at a tipping point in their career where they've got a little bit of experience under their belt, but maybe not enough to tackle the types of problems they're most interested in. That lack of trust has impacted me by making some tickets take longer than anticipated, and setting the project back. The five dysfunctions can appear in a number of different ways. For example, the dysfunction of conflict or fear of conflict more specifically. This happens a lot when you have senior members and junior members on the same team. The second dysfunction I've seen often is absence of trust. This happens when a team is created initially. There's a lot of cross functional teams where folks usually don't work with each other except for this specific project or a product. In that case, there can be an absence of trust in the beginning and it's important to hold team meetings and other exercises to build that trust over time. How did you overcome the dysfunctions to achieve results?
Play video starting at :3:29 and follow transcript3:29
The best way to overcome the dysfunctions is, first of all, allow yourself to be vulnerable. If I'm going to be asking someone else to trust me, I have to be able to share at a level where I am showing that I trust them as well. Finally, active listening is very important. Don't interrupt. Try to understand the other individual's perspective and analyze that perspective before you respond. That will help build trust in the long term. It goes back to having your subject matter experts being able to contribute their expertise to mitigating any risks. If you don't anticipate these things at the very beginning, you will have more difficulty trying to fix things. Pre-planning is critical, so if you aren't able to anticipate those things, that's why we do exercises and that's why knowledge management is so important because we can learn from the past mistakes. I think the most important aspect of overcoming Lencioni's dysfunctions is to set the foundation of the team early, so I think the overcoming those dysfunctions really has a lot to do with how you establish yourself with your team and then maintaining that consistency over time. Making sure that the team has a good, healthy working environment and we're really making use of our retrospective time together to talk through delays and make people feel comfortable being vulnerable about maybe not knowing how to do something and asking for help is just what I focus on from day one. When we run into trust-related issues, they're just much easier to work through. If the dysfunction you are seeing in your workplace is that of fear of conflict, one common way to overcome that dysfunction is to be open and set some ground rules in the beginning, calling for open collaboration. If the dysfunction you're noticing is lack of accountability, again, you can clearly define roles and responsibilities for each of the members involved. In that way, there is no disambiguity as to what each member needs to do in order for the project to be successful.

Uzman Görüşleri: Beş İşlevsellik Sorunu'na Hoş Geldiniz.

Bu videoda, uzmanlardan Lencioni'nin Beş İşlevsellik Sorunu'nun kendilerini nasıl etkilediği ve bu işlevsellikleri aşarak nasıl sonuçlar elde ettiklerine dair bazı örnekler dinleyeceğiz.

Beş İşlevsellik Sorunları Hakkında:

Lencioni'nin ekiplerdeki beş işlevsellik sorunu hakkında düşündüğümde, ilk iki düzey aklıma geliyor. Düzey 1, güven eksikliğidir ve Düzey 2, çatışma korkusudur. Eğer güvenilir bir ilişki kuramazsanız, ne yazık ki sonuçlar elde edemezsiniz. Çatışma, farklı kişilerin farklı fikirlere veya fikirlere sahip olduğunda ortaya çıkar. Bir zamanlar otomotiv endüstrisinde yeni bir soğutucu hattı ürünü geliştirdiğim bir projeyi yönettiğim zamanı düşünüyorum. Tedarikçi ile bir sorun yaşadık ve proje ortasında tedarikçiyi değiştirmek zorunda kaldık; bu da pek iyi gitmedi çünkü yeni tedarikçi aradığımız yeteneklere sahip değildi. Geliştirme sürecine baştan başlamak zorunda kaldık ve bu, başlangıçta beklediğimizden çok daha uzun sürdü ve daha fazla para harcamak zorunda kaldık.

Lencioni'nin işlevselliklerinden biri, sorumluluklardan kaçınmadır ve bu durumda ekip, konuşmaları yapmaktan korktuğu için veya başka insanlarla tartışma konusundaki bahaneler aradığı için önemli konuşmaları yapmaz. Ekip içindeki işlevsizliklerle başa çıkmak, ekip üyelerinin kişilik dinamikleriyle ilgilidir. Çalıştığınız insanları anlamak ve iş hedeflerimizi başarmaya çalışırken aynı zamanda arkadaş olduğunuzu bilmek önemlidir.

Karşılaştığım en yaygın işlevsizlik, ekip içinde güven eksikliği. Bu durum genellikle ekip yeni olduğunda, henüz oluşturulurken ya da büyük bir değişim olduğunda meydana geliyor. Belki de biri, kariyerinde bir dönüm noktasında ve yeterince deneyime sahip fakat ilgilendiği türdeki problemleri çözmek için yeterli bilgiye sahip değil. Bu güven eksikliği, bazı görevlerin beklenenden daha uzun sürmesine neden oluyor ve projeyi geri bırakıyor.

Beş işlevsellik, birçok farklı şekilde ortaya çıkabiliyor. Örneğin, çatışma işlevselliği veya daha spesifik olarak, çatışma korkusu. Bu, genellikle aynı takımda kıdemli ve junior üyelerin bulunması durumunda sıkça görülen bir durum. İkinci olarak gördüğüm işlevsizlik, güven eksikliği. Bu, ekip oluşturulduğunda hemen ortaya çıkıyor. Özellikle cross-functional takımlar, genellikle sadece bu özel proje veya ürün için bir araya gelirler. Bu durumda, başlangıçta güven eksikliği söz konusudur ve zamanla o güveni inşa etmek için ekip toplantıları ve diğer etkinlikler düzenlemek önemlidir.

İşlevsellikleri Aşma Yöntemleri:
Beş işlevsellik sorununu aşmanın en iyi yolu, öncelikle kendinizi savunmasız bırakmaktır. Eğer başka birinden güven istiyorsam, ben de onlara güven gösteren bir seviyede paylaşımda bulunmalıyım. Ayrıca, aktif dinleme çok önemlidir. Benim sözümü kesmeden, diğer kişinin perspektifini anlamaya çalışmak ve yanıt vermeden önce o bakış açısını analiz etmek, uzun vadede güven inşa etmeye yardımcı olacaktır.

Uzmanlık bilgisine sahip kişilerin deneyimlerini paylaşıp, riskleri azaltma konusunda katkıda bulunabilmesi için bu durumu tahmin etmek önemlidir. Eğer bunları başlangıçta tahmin edemezseniz, sorunları çözmekte daha fazla zorluk yaşarsınız. Önceden planlama kritik bir öneme sahiptir; bu nedenle bu tür egzersizler yapıyoruz ve bilgi yönetimi çok önemlidir çünkü geçmiş hatalardan öğrenebiliriz.

Lencioni'nin işlevselliklerini aşmanın en önemli yönü, ekibin temelini erken atmaktır. Bu nedenle, o işlevsizliklerin üstesinden gelmek, ekibinizle kendinizi nasıl kurduğunuzla ilgilidir ve zamanla o tutarlılığı korumak önemlidir. Ekip sağlıklı bir çalışma ortamına sahip olduğunda ve birlikte geçirdiğimiz retrospektif zamanı verimli kullandığımızda gecikmeleri tartışıp, bir şeyin nasıl yapılacağını bilmedikleri için yardım istemenin rahat olduğu bir ortam yaratmak, hedefimdir. Güven ile ilgili sorunlarla karşılaşıldığında, bunları aşmak çok daha kolay olur.

Eğer iş yerinizde sıkıntı gördüğünüz işlevsizlik çatışma korkusu ise, bu işlevselliği aşmanın yaygın bir yolu, başlangıçta açık olmak ve birlikte çalışmayı teşvik eden bazı temel kurallar koymaktır. Eğer gözlemlediğiniz işlevsizlik sorumluluk eksikliği ise, her bir ekip üyesinin rol ve sorumluluklarını net bir şekilde tanımlamak önemlidir. Bu şekilde, her üyenin projeyi başarılı kılmak için neler yapması gerektiği konusunda bir belirsizlik yaşanmaz.

Videonun Özeti:
Bu videoda, Lencioni'nin Beş İşlevsellik Sorunu'nun ekiplerde nasıl etkili olduğunu ve bunların üstesinden gelmek için neler yapılabileceğini öğrendik. Güven, çatışma, bağlılık, sorumluluk ve sonuçlara dikkat eksikliği gibi işlevsellik sorunları, ekiplerin başarısını etkileyen önemli unsurlardır. Bu sorunları aşmak, etkin bir ürün yöneticisi olarak başarılı olmanın anahtarıdır.

Which Elevator Pitch element defines the target audience of a Product?

Who

For

Our Product

Unlike

sadece cevap

For

Patrick Lencioni developed the '5 Dysfunctions of a Team' model, which states that there are several dysfunctions that the Product Manager must address before achieving results. What is the initial dysfunction that needs overcoming?

Avoidance of Accountability

Fear of Conflict

Lack of Commitment

Absence of Trust

Absence of Trust

Which project stakeholder provides feedback and an impression of a product’s value?

Customers

Project Sponsor

Product Owner

Development team

Customers

Which of the following SMART criteria ensures that the goals you set align with your overall objectives, values, and the nature of your work?

Relevant

Specific

Achievable

Measurable

Relevant

Which collaboration tools offer a visual display of information to Product Managers for all stakeholders in agile teams?

SEO

Information Radiators

Naming Conventions

RACI matrices

Information Radiators

türkçesi nedir

Information Radiators teriminin Türkçesi "Bilgi Yayıcılar" şeklindedir. Bu terim, bilgi ve proje durumunu ekibin herkesine açık, görsel bir şekilde sunan araçlar için kullanılır. Örneğin, Kanban panoları ve burndown grafikleri gibi araçlar, ekiplerin güncel bilgileri kolayca takip edebilmesini sağlayarak iletişimi ve şeffaflığı artırır.

Welcome to a course on key product manager communications and interpersonal skills. After watching this video, you'll be able to identify key communication skills essential to product management success, identify interpersonal skills to target for development, define storytelling, and describe how this skill can be an effective tool. Product managers can be impactful if they possess effective communication skills. Here's a brief overview of some of the most critical communication skills required by a product manager to be successful. Storytelling helps the product manager create a compelling vision for their products by putting them in a larger context. Product messaging is how you communicate your product's value to customers. Facilitation skills enhance your ability to work with a group effectively. Facilitation enables people to get together to achieve a common goal, and directs their focus and attention in ways that serve the group itself. In addition to facilitation is effective public speaking skills. Effective brainstorming allows a group to share ideas and opinions in a manner that enables the generation of multiple new ideas and thoughts about a subject in a short time. Influencing can be simply defined as motivating people to do what you need them to do. Effective problem solving allows a product manager to identify a problem's potential causes, identify root causes, and develop practical solutions. Effective decision makers come to a decision quickly and begin to act on that decision immediately. They avoid analysis paralysis. There are a number of interpersonal skills essential to a product manager's success as well. A product manager should have some degree of technical knowledge and expertise. They do not need to build the product, but they must understand the required product functionality that the product must support when delivered. An understanding of both predictive and adaptive project management processes is also important. The product manager needs to understand the business and the stakeholders who drive it. A product manager needs to effectively interface with customers and other key stakeholders. Marketing skills are a must. In addition, they need to understand the financial impact of their products and activities. Product managers regularly perform extensive market research to determine what type of products their consumers want, and how well their organization compares to its competitors. Good product managers know how to use the data they can access to address issues and develop solutions that ultimately lead to a successful product launch. The product manager requires an understanding of the market to determine the optimal method to launch a new product. The product manager must understand which tasks and duties to prioritize to successfully meet tight goals and deadlines. Storytelling helps product managers create a compelling vision for their products by putting them in a larger context. A well crafted product story helps answer the why and how questions necessary to bring a product to life across the organization and throughout the product development process. Here are some tips to create and share an effective story. Explain the why. Here is a quote that amplifies this tip. Your why set you apart from other businesses with similar products, helping customers choose you in the first place and stay loyal to you. Every good product has a North Star. The trick is translating it in a way that makes sense to your customers. Next, explain the how. Share your product strategy and how you and your team will bring the product to life. A solid product strategy describes what a business plans to accomplish with its product, and how it plans to achieve success. Additionally, it answers key questions such as who the product will serve, and how it will benefit them. The development of customer personas can enhance the ability to ensure your story resonates with the target audience. In this video, you learned that product managers can be impactful if they possess effective communication skills such as storytelling, product messaging, facilitation skills, brainstorming, influencing, and decision making. A product manager should have interpersonal skills such as technical expertise, business skills, research skills, analytical skills, strategic thinking, and prioritization.

Anahtar Ürün Yöneticisi İletişim ve Kişisel Becerilere Giriş Kursuna Hoş Geldiniz.

Bu videoyu izledikten sonra, ürün yönetim başarısı için gerekli olan temel iletişim becerilerini tanımlayabileceksiniz, geliştirilmesi gereken sosyal becerileri belirleyebileceksiniz, hikaye anlatımını tanımlayabileceksiniz ve bu becerinin etkili bir araç olarak nasıl kullanılabileceğini açıklayabileceksiniz. Etkili iletişim becerilerine sahip ürün yöneticileri, büyük bir etki yaratabilirler. İşte bir ürün yöneticisinin başarılı olması için gereken en kritik iletişim becerilerine kısa bir bakış:

Hikaye Anlatımı: Ürün yöneticilerine, ürünlerinin daha büyük bir bağlamda ikna edici bir vizyon oluşturma konusunda yardımcı olur.

Ürün Mesajlaşması: Ürününüzün değerini müşterilere iletme şeklinizdir.

Kolaylaştırma Becerileri: Bir grupla etkili bir şekilde çalışabilme yeteneğinizi artırır. Kolaylaştırma, insanların ortak bir hedefe ulaşmak için bir araya gelmesini sağlar ve odaklarını ve dikkatlerini grubun menfaatine hizmet edecek şekilde yönlendirir.

Etkin Topluluk Önünde Konuşma Becerileri: Mesajlarınızı etkili bir şekilde iletmenize olanak tanır.

Beyin Fırtınası: Bir grubun kısa sürede bir konuda birden fazla yeni fikir ve düşünce üretmesini sağlayan bir yöntemdir.

İkna Etme: Basitçe, insanları ihtiyaç duyduğunuz şeyleri yapmaları için motive etmek olarak tanımlanabilir.

Problem Çözme: Ürün yöneticisinin potansiyel problem kaynaklarını belirlemesine, temel nedenleri tespit etmesine ve pratik çözümler geliştirmesine izin verir.

Karar Verme Becerileri: Kararlara hızlı bir şekilde ulaşmak ve bu kararların üzerine hemen harekete geçmek. Analiz felcine kapılmaktan kaçınırlar.

Ürün yöneticisinin başarısı için gerekli olan birçok kişisel beceri vardır. Ürün yöneticisi, belli bir düzeyde teknik bilgi ve uzmanlık sahibi olmalıdır. Ürünü inşa etmeleri gerekmez, ancak ürünün teslim edildiğinde desteklemesi gereken işlevselliği anlamalıdır. Tahmin edici ve adaptif proje yönetim süreçlerinin de anlaşılması önemlidir. Ürün yöneticisi, işin ve onu yönlendiren paydaşların farkında olmalıdır. Ürün yöneticisinin müşteriler ve diğer önemli paydaşlarla etkili bir şekilde etkileşim kurması gerekmektedir. Pazarlama becerileri de bir zorunluluk haline gelir. Ayrıca, ürünlerinin ve aktivitelerinin finansal etkisini anlamaları gerekir. Ürün yöneticileri, tüketicilerin hangi tür ürünleri istediğini ve organizasyonlarının rakipleriyle kıyaslandığında nasıl bir konumda olduğunu belirlemek için kapsamlı piyasa araştırmaları yaparlar. İyi ürün yöneticileri, erişebildikleri verileri sorunları ele almak ve nihayetinde başarılı bir ürün lansmanına yol açacak çözümler geliştirmek için kullanma konusunda uzmanlaşmıştır. Ürün yöneticisi, yeni bir ürünü piyasaya sürmek için en uygun yöntemi belirlemek amacıyla pazarı anlamalıdır. Ayrıca, sıkı hedefler ve son tarihleri başarıyla karşılamak için hangi görev ve sorumlulukların önceliklendirileceğini bilmelidir.

Hikaye Anlatımı: Ürün yöneticilerine ürünlerinin ikna edici bir viyonunu oluşturma konusunda yardımcı olur. İyi oluşturulmuş bir ürün hikayesi, organizasyon genelinde ve ürün geliştirme sürecinde bir ürünü hayata geçirebilmek için gereken neden ve nasıl sorularını yanıtlamaya yardımcı olur.

Etkili Bir Hikaye Oluşturma ve Paylaşma İpuçları:

Nedenini Açıklayın: İşte bu ipucunu güçlendiren bir alıntı: "Nedeniniz, benzer ürünlere sahip diğer şirketlerden sizi ayırır, bu da müşterilerin ilk başta sizi seçmesine ve size sadık kalmasına yardımcı olur." Her iyi ürünün bir Kuzey Yıldızı vardır. Bunu müşterilerinize mantıklı bir şekilde aktarmak önemlidir.
Nasılını Açıklayın: Ürün stratejinizi paylaşın ve ürününüzü nasıl hayata geçireceğinizi anlatın. Sağlam bir ürün stratejisi, bir işletmenin ürününden ne elde etmeyi düşündüğünü ve nasıl başarılı olmayı planladığını tanımlar. Ayrıca, ürünün kime hizmet edeceği ve onlara nasıl fayda sağlayacağı gibi ana soruları da yanıtlar.
Müşteri Kişilikleri Geliştirmek: Hikayenizin hedef kitleyle örtüşmesini sağlama yeteneğini artırabilir.
Videonun Özeti:
Bu videoda, ürün yöneticilerinin hikaye anlatımı, ürün mesajlaşması, kolaylaştırma becerileri, beyin fırtınası, ikna etme ve karar verme gibi etkili iletişim becerilerine sahip olmaları durumunda etkili olabileceklerini öğrendiniz. Ürün yöneticisi, teknik uzmanlık, iş becerileri, araştırma becerileri, analitik beceriler, stratejik düşünme ve önceliklendirme gibi kişisel becerilere de sahip olmalıdır.

Welcome to Expert Viewpoints: Messaging. In this video, you'll hear experts share some tips on how to be an effective messenger. They'll also share an example of when effective messaging led to positive results. Some tips on being an effective manager, one, make sure that you understand what you're trying to communicate. What is the goal? If the team were going to take action on the message that you're delivering, what actions do you want them to take? Two, understand your team. What type of information do they need to hear? So know your audience and how your audience is going to hear that. And then this is a big rule that I stand by a lot. Keep things as simple as possible, but no simpler. An effective messenger is one that can keep things as simple as possible, but also not be so high level that the team doesn't know what's happening. When it comes to messaging, there is something called communications blockers. These are things that can impact the message or interfere with the message. Some of them could be readiness. If someone is very, very busy or they're very tired, perhaps it's not a good time to go ahead and have the conversation. Some can be attitude, some can be personalities. Some reasons for blockers could be different communication styles as well. So what we need to do is we need to ask ourselves, what are potential things that can impact the message, and how can I mitigate the risks of those and remove them prior to starting the conversation? I think people really respond to storytelling, and so anytime you can convey information in the form of a story, I think it just lands, and sticks, and resonates much better. Being a good messenger is two things. First of all, it's about building relationships. If you're not building relationships in the industry or even within your own organization, there is a sense of a lack of trust. And trust is everything in this business. The second thing is really understanding what are their needs. For example, a stakeholder, maybe someone at a very high level, like a CEO, needs communication to happen frequently and regularly, maybe weekly, and you are not delivering that, then you're going to have problems with that as well. So it's about understanding what their needs are. To be an effective messenger, you need to really know and understand your audience. If you're not speaking to the audience in the language that they understand, then the message will not get through. The second thing important tip to be an effective messenger is to be transparent and honest in your communication. If you're trying to trick somebody, people usually see right through that and again, your message will not go through. Can you share an example of effective messaging that led to positive results? I had a development project where the business problem we were solving for was quite hard to understand unless you were a salesperson that was running into this problem on a somewhat regular basis. And so for the engineers to really be bought into the problem space, they needed a story format. They needed a fictional salesperson who encountered this business problem to really feel bought into the work and understand why they were building what they were building. I have attempted to message individuals who, to be honest, really didn't want to listen to me. They were not motivated, they were not committed, and they really didn't want to be in the room. How I begin this is to understand that this blocker is concerning attitude. They do not have a positive attitude. They do not want to have a conversation. So oftentimes I'll open up and ask, what are your thoughts? What is your perspective? If you were in my shoes, how would you go ahead and approach this? And if we're able to get the other person talking and sharing their feelings, oftentimes we can understand the root cause of their resistance and we can overcome it. And that can lead to a positive conversation. Microsoft was doing a reorganization. And our team was working on a very specific product line. And upper management had decided that we needed to shift gears and move more towards a web-based product. And that was going to be a very difficult message to deliver to the team. So what I tried to do in that messaging that I think ended up landing well, is before I delivered the message, I tried to make sure I really understood what my upper management, what my management team wanted, what their goals were for this reorganization, this redirection. I tried to internalize that. So I had a sense of, okay, if we were to be successful, this is what the team would be doing, this is what the team would look like. And then I tried to craft a message for each member of the team. And then roll that up into a general message. So in my last role as a product manager, we were working on a security product and had a very big release coming in which had features on container security. So building a product that will secure your containers and images. In the meanwhile, our internal information security team came to us and told us there are some problems with the product. And we need to solve that first. This meant the container security features that were coming in the next release would be delayed by at least two releases. So substantial delay for our customers. So in this case, I was very honest and transparent with our customers who were waiting for the container security feature to land in the next release, they understood the need to solve the problems that our information security team had because the customers could also get into similar situations later on. I was working on a product at one point in healthcare, and we had to change the way we were operating the project or product, which meant that we had to downsize our team by about half. So rather than just make the announcement to people and not worry about it as a leader and as a product is doing product management, we decided to help them find a place to go. We decided to place them in projects where they actually needed help. So rather than just make the announcement and not really do anything about it, we helped them find a home.

Uzman Görüşleri: Mesajlaşma'ya Hoş Geldiniz.

Bu videoda, uzmanlardan etkili bir mesajcı olmanın bazı ipuçlarını dinleyeceksiniz. Ayrıca, etkili mesajlaşmanın olumlu sonuçlar doğurduğu bir örneği de paylaşacaklar.

Etkili Bir Mesajcı Olmak İçin İpuçları:

Ne İletmeye Çalıştığınızı Anlayın: Hedef nedir? Ekibin ilettiğiniz mesaj üzerine hangi eylemleri gerçekleştirmesini istiyorsunuz?
Ekibinizi Anlayın: Hangi bilgilerin duyulması gerektiğini bilmelisiniz. Yani, hedef kitlenizi ve onların mesajınızı nasıl alacaklarını anlamalısınız. Çok önemli bir kural: Her şeyi mümkün olduğunca basit tutun, ancak daha basit değil. Etkili bir mesajcı, her şeyi mümkün olduğunca basit tutabilen ama ekip üyelerinin ne olup bittiğini anlamasını sağlayan kişidir.
İletişim Engelleri:
Mesajı etkileyen veya mesajla çelişen şeyler olan iletişim engelleri vardır. Bunlardan bazıları hazır olma durumudur. Eğer biri çok yoğun veya çok yorgunsa, belki de konuşmak için doğru zaman değildir. Bazı engeller tutum, bazıları ise kişilikler olabilir. Olası engellerin neler olabileceğini, bunların mesajı nasıl etkileyebileceğini ve bu engelleri konuşmaya başlamadan önce nasıl kaldırabileceğinizi düşünmelisiniz.

Hikaye Anlatımının Gücü:
İnsanlar hikaye anlatımına genellikle çok iyi yanıt verir. Bilgiyi bir hikaye biçiminde aktardığınızda, mesajların daha iyi anlaşıldığını ve hafızalara kazındığını düşünmekteyim.

Etkili Bir Mesajcı Olmak Üzerine İki Ana Unsur:

İlişki Kurmak: Sektörde ya da kendi organizasyonunuz içinde ilişki kurmuyorsanız, güven eksikliği hissedilir. Güven, bu işte her şeydir.
İhtiyaçları Anlamak: Örneğin, bir paydaş, belki de bir CEO, sık sık ve düzenli iletişim ister. Eğer bunu sağlamıyorsanız, o paydaşla sorunlar yaşayacaksınız. Bu nedenle, onların ihtiyaçlarını anlamak önemlidir.
Etkili bir mesajcı olmak için, izleyici kitlenizi iyi tanımalısınız. Hedef kitlenizi anlamazsanız, mesajınız iletilmeyecektir. İkinci önemli nokta, iletişiminizde şeffaf ve dürüst olmaktır. Birini aldatmaya çalışıyorsanız, insanlar bunu genellikle sezer ve mesajınızın iletilmemesine neden olur.

Etkili Mesajlaşma Örneği:
Bir gelişim projem vardı ve çözdüğümüz iş problemi, bu problemi düzenli olarak yaşayan bir satış elemanı olmayan herkesin anlaması oldukça zordu. Mühendislerin problem alanına gerçekten yatırım yapabilmeleri için bir hikaye formatına ihtiyaçları vardı. Bir satış elemanının bu iş problemiyle karşılaşması gereken bir hikaye, onların bu çalışmaya katılmasını ve neyi neden inşa ettiklerini anlamalarına yardımcı oldu.

Yanlışlıkla insana mesaj vermeye çalıştığım bir durum olmuştu; insanlar beni dinlemek istemiyordu, motivasyonları yoktu ve odada olmak istemiyorlardı. Böyle bir durumda, tutumun bir engel olduğunu anlıyorum. Olumlu bir tutumları yok. Açıkça sorular sorarak başlayacağım: "Düşünceleriniz neler? Bu durumda siz olsaydınız ne yapardınız?" Eğer diğer tarafı konuşmaya ve hislerini paylaşmaya ikna edebilirsek, genellikle dirençlerinin kök nedenini anlayabiliriz ve böylelikle bunu aşabiliriz.

Örnek Durum:
Microsoft bir yeniden organizasyon süreci geçirirken, takımımız çok spesifik bir ürün hattı üzerinde çalışıyordu. Üst yönetim, web tabanlı bir ürüne kaymamız gerektiğine karar vermişti ve bu mesajı ekibe iletmek oldukça zordu. Mesajı iletmeden önce, üst yönetimin ne istediğini ve bu yeniden yönlendirmeyle ne hedeflediklerini anladığımda, bunu içselleştirmeye çalıştım. Ekibin başarısı için neye ihtiyaç duyduğuna dair bir mesaj oluşturdum.

Son olarak, güvenlik özellikleri olan bir ürün üzerinde çalışıyordum ve bu, beklenen bir temas olarak iki sürümle ertelenecekti, dolayısıyla müşterilerimiz için önemli bir gecikme olacaktı. Müşterilerimizi, güvenlik sorunlarını çözmemizin gerekliliği konusunda şeffaf ve dürüst bir şekilde bilgilendirdim. Sonuç olarak, bu ürün özelliklerin ertelendiğini açıkladığımda, müşterilerimiz bu sürecin uzun vadede daha iyi bir deneyim sağlayacağına inanmışlardı.

Bir sağlık projesinde çalışırken, projede yer alan ekip üyelerinin sayısını yarıya indirgemek zorunda kaldık. Bu durumu sadece duyurmak yerine, yardımcı olabileceğimiz bir yer bulmayı karar verdik. Yani, bu durumu duyurmak yerine, çalışanlarımızın başka projelerde ihtiyaç duyulan yerlerde yerlerini bulmalarına yardımcı olduk.

Videonun Özeti:
Bu videoda etkili bir mesajcı olmanın ipuçlarını ve olumlu sonuçlar doğuran etkili bir mesajlaşma örneğini öğrendiniz. İlişki kurmanın ve ihtiyaçları anlamanın yanı sıra, şeffaflık, basitlik ve hikaye anlatımının iletişimdeki önemi vurgulandı.

Welcome to Facilitation and Brainstorming. After watching this video, you'll be able to recognize the need for effective facilitation in product management, define brainstorming, brainwriting, and nominal group facilitation techniques, explain the significance of daily stand-up meetings and retrospectives. Product managers have the responsibility of bringing together individuals from various backgrounds such as design, engineering, marketing, and business, to develop successful products. By skillfully facilitating meetings, workshops, and discussions, product managers can ensure that everyone's perspectives are heard and decisions are made efficiently. Effective facilitation can improve product management performance in a number of ways. Some of these include exploring new areas. Effective facilitation technique provides an opportunity to actively listen and learn about new ideas and potential solutions to problems that you would not have discovered on your own. Setting concrete expectations, it provides an avenue for discussion and ideation ensuring that everyone on the team shares a clear understanding of their roles, tasks, and other relevant aspects which is crucial for effective teamwork and successful project execution. Let us now explore some constructive ways for effective facilitation. These are brainstorming, brainwriting, nominal group facilitation technique. Brainstorming is a group activity in which participants generate ideas by sharing their points of view and thoughts. It encourages all team members to participate and contribute to the best of their abilities. The primary goal of brainstorming is to efficiently gather as many ideas as possible. It holds significant importance as a vital tool in the field of product management. For example, during a team meeting at an advertising agency, creative professionals brainstorm ideas for a new ad campaign. Brainwriting is a technique that allows participants to think about questions prior to the brainstorming session. Team members can document their ideas on paper, sticky notes, or electronically facilitating easy sharing and discussion. It enables stakeholders to articulate their thoughts concisely. For example, in a design workshop, participants engage in brainwriting to generate logo ideas for a client. Each member writes down their concepts on sticky notes, which are then circulated and expanded upon by others. The nominal group technique is a structured method of brainstorming that promotes discussion and annotation of ideas. Participants subsequently rank these ideas aiding and effective prioritization and preventing everything from being labeled as the top priority. For example, in a project planning meeting, each team member independently lists their project priorities, which are consolidated and discussed. Companies often develop products using Agile or Scrum frameworks. It is the responsibility of the product manager to employ these frameworks and build a positive relationship with product owners and Scrum masters. A product manager can also adopt some effective techniques while working with the product team. These include daily stand-up meetings, and retrospectives. Scrum teams conduct a daily stand-up meeting where they review the previous day's work, outline the current tasks, and identify any obstacles to progress. The product development status shared in this meeting serves as valuable information for a product manager to assess the current state of development of the product and its launch. The Scrum team also conducts retrospectives at the end of each iteration or sprint. The primary goal of retrospectives is to review the completed work, suggest improvements, and adapt processes and behaviors for enhanced performances in the upcoming sprint. A product manager can adopt this approach and regularly hold retrospectives with the product team to achieve similar benefits. In this video, you learned that effective facilitation can improve product management performance through exploring new areas, and setting concrete expectations. Some constructive ways for effective facilitation are brainstorming, brainwriting, and nominal group facilitation technique. Product managers can adopt effective techniques like daily stand up meetings and retrospectives.

Kolaylaştırma ve Beyin Fırtınasına Hoş Geldiniz.

Bu videoyu izledikten sonra, ürün yönetiminde etkili kolaylaştırma ihtiyacını tanıyabileceksiniz; beyin fırtınası, beyin yazımı ve nominal grup kolaylaştırma tekniklerini tanımlayabileceksiniz; günlük ayakta durma toplantılarının ve retrospektiflerin önemini açıklayabileceksiniz.

Ürün yöneticileri, başarılı ürünler geliştirmek için tasarım, mühendislik, pazarlama ve iş dünyası gibi çeşitli arka planlardan gelen bireyleri bir araya getirmekten sorumludur. Toplantıları, atölyeleri ve tartışmaları ustalıkla kolaylaştırarak, ürün yöneticileri herkesin bakış açısının duyulmasını ve kararların verimli bir şekilde alınmasını sağlayabilirler. Etkili kolaylaştırma, ürün yönetimi performansını bir dizi şekilde artırabilir. Bunlardan bazıları şunlardır:

Yeni Alanları Keşfetme: Etkili kolaylaştırma tekniği, aktif dinleme ve çözüm önerileri hakkında yeni fikirler öğrenme fırsatı sağlar. Alone keşfedemeyeceğiniz potansiyel çözümleri ortaya çıkarmanızı sağlar.
Somut Beklentiler Belirleme: Tartışmalara ve fikir oluşturmaya bir zemin sağlar ve ekipteki herkesin rollerini, görevlerini ve diğer ilgili yönleri net bir şekilde anlamasını garanti eder. Bu, etkili ekip çalışması ve başarılı proje yürütümü için kritik öneme sahiptir.
Şimdi etkili kolaylaştırma için bazı yapıcı yolları keşfedelim:

Beyin Fırtınası
Beyin fırtınası, katılımcıların görüşlerini ve düşüncelerini paylaşarak fikirler ürettikleri bir grup etkinliğidir. Tüm ekip üyelerini katılmaya teşvik eder ve en iyi şekillerde katkıda bulunmalarını sağlar. Beyin fırtınasının temel amacı, mümkün olduğunca fazla fikir toplamaktır. Ürün yönetimi alanında kritik bir araçtır. Örneğin, bir reklam ajansındaki bir ekip toplantısında, yaratıcı profesyoneller yeni bir reklam kampanyası için fikir beyin fırtınası yaparlar.
Beyin Yazımı
Beyin yazımı, katılımcıların beyin fırtınası oturumu öncesinde sorular üzerinde düşünmelerine olanak tanır. Ekip üyeleri, fikirlerini kâğıda, yapışkan notlara veya elektronik ortamlara kaydedebilir ve bu da kolay bir paylaşım ve tartışma sağlar. Bu yöntem, paydaşların düşüncelerini yoğun bir şekilde ifade etmelerini sağlar. Örneğin, bir tasarım atölyesinde katılımcılar, bir müşteri için logo fikirleri üretmek amacıyla beyin yazımına katılır. Her üye, kendi kavramlarını yapışkan notlara yazar, daha sonra bu notlar döner ve diğerleri tarafından genişletilir.
Nominal Grup Tekniği
Nominal grup tekniği, fikirlerin tartışılmasını ve not alınmasını teşvik eden yapılandırılmış bir beyin fırtınası yöntemidir. Katılımcılar, bu fikirleri sıralar ve bu da etkili önceliklendirmeyi destekler, her şeyin en yüksek öncelikli olarak etiketlenmesini önler. Örneğin, bir proje planlama toplantısında, her ekip üyesi bağımsız olarak proje önceliklerini sıralar, bu listeler birleştirilir ve tartışılır.
Ürün yöneticileri, Agile veya Scrum çerçevelerini kullanarak ürün geliştirme yaparlar. Ürün yöneticisinin, bu çerçeveleri kullanarak ürün sahipleri ve Scrum masterlarıyla olumlu bir ilişki kurmayı sağlaması gerekmektedir. Ürün yöneticisi ayrıca ürün ekibiyle çalışırken bazı etkili teknikleri benimseyebilir. Bunlar arasında günlük ayakta durma toplantıları ve retrospektifler yer alır.

Günlük Ayakta Durma Toplantıları: Scrum ekipleri, önceki günün işlerimizi gözden geçirdiği, mevcut görevleri belirlediği ve ilerlemeye engel olan herhangi bir engeli tanımladığı bir günlük ayakta durma toplantısı düzenlerler. Bu toplantıda paylaşılan ürün geliştirme durumu, ürün yöneticisinin ürünün mevcut geliştirme aşamasını ve lansmanını değerlendirmesi için değerli bir bilgi sağlar.

Retrospektifler: Scrum takımları, her döngü veya sprintin sonunda retrospektifler düzenler. Retrospektiflerin temel amacı, tamamlanan çalışmayı gözden geçirmek, geliştirme önerilerinde bulunmak ve gelecek sprintlerde performansın artırılması için süreçleri ve davranışları adapte etmektir. Bir ürün yöneticisi bu yaklaşımı benimseyebilir ve benzer faydaları sağlamak için ürün ekibiyle düzenli olarak retrospektifler tutabilir.

Videonun Özeti:
Bu videoda, etkili kolaylaştırmanın yeni alanları keşfetme ve somut beklentiler belirleme yoluyla ürün yönetimi performansını geliştirebileceğini öğrendiniz. Etkili kolaylaştırma için yapıcı yollar arasında beyin fırtınası, beyin yazımı ve nominal grup kolaylaştırma tekniği bulunmaktadır. Ürün yöneticileri, günlük ayakta durma toplantıları ve retrospektifler gibi etkili teknikleri benimseyebilirler.

Welcome to Influencing Without Authority. After watching this video, you'll be able to describe the product manager's need to influence, describe the Two Hat Syndrome, identify the six sources of influence. The role of a product manager is crucial for defining a product's vision and developing a strategy to achieve it. To carry out these tasks, product managers rely heavily on their ability to influence. Product managers need to balance the interests of various stakeholders and guide a product from inception to its market success. While bearing responsibility for the product, they may have limited influence over its development, marketing, and support. Consequently, product managers must influence various stakeholders to embrace their product vision and provide support throughout the product management life cycle. Their overarching goals are to garner customer buy in and encourage good ideas. Let's learn about the Two Hat Syndrome. The term Two Hat Syndrome is a situation where a project manager simultaneously fulfills two distinct roles or responsibilities within an organization. The two responsibilities of a product manager include product planning and project management. In product planning, the product manager defines the product vision and strategy. In project management, the project manager often needs expertise in technology, market trends, or both to deliver the product on time and within budget. The dual role can be quite challenging and carries the risk of overloading. One way to mitigate the Two Hat Syndrome is to enlist the support of a project management specialist who becomes an on demand resource to provide a service and support role. It is important to clearly define the roles and responsibilities of the product manager and the project management specialist to avoid confusion and conflict. To succeed, product managers need to understand the sources of influence available to them. The six sources of influence model was developed by Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, and Al Switzler. Their book, Influencer, The Power to Change Anything, forms the basis of the model. It focuses on two influencing drivers, motivation and ability. Let's now list and then explore each of the six sources of influence. These include personal motivation, personal ability, social motivation, social ability, structural motivation, structural ability. First, let's explore personal motivation. Be honest with yourself, you should be clear about what you want to pursue. Consciously connect to your values and influence yourself. From within, you can create a personal motivation statement to motivate yourself. It's a brief, written declaration of an individual's aspirations and reasons for pursuing specific goals or objectives. Continually improve your skills and competencies. Be deliberate in your actions. Improving skills and competencies can increase your confidence and desire to take the lead and get things done. It could also provide an expert position, a positive influencing factor. Leverage the influence of your peers and take the lead. Identify key stakeholders who can assist you in inspiring and mobilizing others. Seek the support of stakeholders with the capacity to empower individuals to make commitments and take necessary actions. Harness the power of collective effort. Assess commitment levels and devise effective strategies for garnering support from others. Initiate transformative discussions. Expand your network, and try to convince those who may be reluctant to join the team. Design rewards that are meaningful and linked to behavior. By doing so, you can effectively encourage positive behavior while discouraging negative ones. A crucial aspect is holding individuals accountable for their actions. This ensures that the reward system remains aligned with the goals and objectives. Transform your surroundings by taking control of your space. Employ accepted and accessible tools and techniques to facilitate this process. Skillfully, establish boundaries and adjust interpersonal distances to balance between work and relationships harmoniously. Adjust your verbal and non verbal communication to ensure clarity and keep stakeholders engaged. In this video, you learned that; product managers rely heavily on their ability to influence, often needing to persuade without formal authority. The Two Hat Syndrome is when a project manager simultaneously fulfills an organization's two distinct roles or responsibilities. It is important for product managers to understand the sources of influence available to them to succeed.

Yetki Olmadan Etkileme'ye Hoş Geldiniz.

Bu videoyu izledikten sonra, ürün yöneticisinin etki etme ihtiyacını tanımlayabileceksiniz, İki Şapka Sendromunu açıklayabileceksiniz ve etki etme kaynaklarını belirleyebileceksiniz.

Ürün yöneticisinin rolü, bir ürünün vizyonunu tanımlamak ve bunu başarmak için bir strateji geliştirmek açısından kritik öneme sahiptir. Bu görevleri yerine getirmek için, ürün yöneticileri etki etme yeteneklerine büyük ölçüde güvenirler. Ürün yöneticileri, çeşitli paydaşların çıkarlarını dengelemeli ve bir ürünü baştan sona pazardaki başarısına doğru yönlendirmelidir. Ürün ile ilgili sorumluluk taşırken, geliştirme, pazarlama ve destek üzerinde sınırlı bir etki alanına sahip olabilirler. Bu nedenle, ürün yöneticilerinin çeşitli paydaşları ürün vizyonlarını benimsemeleri ve ürün yönetim yaşam döngüsü boyunca destek sağlamaları için etkilemeleri gerekir. Nihai hedefleri müşteri katılımını sağlamak ve iyi fikirleri teşvik etmektir.

İki Şapka Sendromu
İki Şapka Sendromu, bir proje yöneticisinin aynı anda organizasyonda iki farklı rol veya sorumluluk üstlenmesi durumunu ifade eder. Ürün yöneticisinin iki sorumluluğu, ürün planlaması ve proje yönetimidir. Ürün planlamasında, ürün yöneticisi ürün vizyonunu ve stratejisini tanımlar. Proje yönetiminde, proje yöneticisi genellikle ürünü zamanında ve bütçe dahilinde teslim etmek için teknoloji, pazar trendleri veya her ikisi hakkında uzmanlık gerektirir. Bu çift rol, oldukça zorlu olabilir ve aşırı yüklenme riski taşır. İki Şapka Sendromunu hafifletmenin bir yolu, talep üzerine hizmet ve destek sağlayan bir proje yönetimi uzmanının desteğini sağlamaktır. Ürün yöneticisi ve proje yönetimi uzmanının rollerini ve sorumluluklarını net bir şekilde tanımlamak, karışıklık ve çatışmayı önlemek için önemlidir.

Etki Kaynakları
Başarılı olmak için, ürün yöneticilerinin kendilerine sunulan etki kaynaklarını anlaması gerekir. Altı etki kaynağı modeli, Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan ve Al Switzler tarafından geliştirilmiştir. Bu modelin temeli, "Influencer: The Power to Change Anything" adlı kitaba dayanır ve iki etki etme sürücüsüne, motivasyon ve yeteneğe odaklanır.

Altı Etki Kaynağı:

Kişisel Motivasyon: Kendinize karşı dürüst olun. Ne elde etmek istediğinizi net bir şekilde anlamalısınız. Değerlerinize bağlanın ve kendinizi etkilemeye çalışın. İçerden, kişisel motivasyon ifadenizi oluşturarak kendinizi motive edebilirsiniz. Bu, bireyin belirli hedefler veya amaçlar için nedenler ve arzularını ifade eden kısa bir yazılı beyandır.
Kişisel Yetenek: Becerilerinizi ve yeterliliklerinizi sürekli geliştirin. Eylemlerinizde dikkatli olun. Becerilerinizi ve yeteneklerinizi geliştirmek, liderlik alma ve işlerinizi tamamlama arzunuzu artırabilir. Bu, aynı zamanda bir uzmanlık pozisyonu sağlayarak olumlu bir etki faktörü oluşturabilir.
Sosyal Motivasyon: Eşlerin etkisini kullanın ve liderlik alın. Anahtar paydaşları tanıyın ve başkalarını ilham verme ve harekete geçirme konusunda destek olmalarını isteyin.
Sosyal Yetenek: Kolektif çabanın gücünü kullanın. Taahhüt seviyelerini değerlendirin ve başkalarından destek almak için etkili stratejiler geliştirerek olumlu davranışları teşvik edin.
Yapısal Motivasyon: Davranış bağlantılı anlamlı ödüller tasarlayın. Böylece, olumlu davranışları etkili bir şekilde teşvik ederken olumsuz olanları caydırabilirsiniz.
Yapısal Yetenek: Çevrenizi değiştirerek, alanınızı kontrol edin. Bu süreci kolaylaştırmak için kabul edilen ve erişilebilir araçlar ve teknikler kullanın. Olumlu bir çalışma ortamı oluşturmak amacıyla sınırlar koyun ve iş ile ilişkiler arasındaki dengelerinizin uyumlu olmasını sağlayın.
İletişimde Dikkat Edilecek Noktalar
• Sözlü ve Sözsüz İletişimde Düzenleme: Açıklık sağlamak ve paydaşların etkili bir şekilde katılımını sürdürmek için bu unsurları ayarlayın.

Videonun Özeti:
Bu videoda, ürün yöneticilerinin etki etme yeteneklerine büyük ölçüde güvendiğini ve genellikle resmi bir yetki olmaksızın ikna etmeleri gerektiğini öğrendiniz. İki Şapka Sendromu, proje yöneticisinin bir organizasyondaki iki ayrı rolü aynı anda üstlenmesi durumudur. Ürün yöneticilerinin başarılı olmak için kendilerine sunulan etki kaynaklarını anlamaları önemlidir.

Welcome to Expert Viewpoints Influencing. In this video, product managers and subject matter experts will offer tips to improve your influencing skills and share their experiences with countering people who do not commit to supporting product planning and development needs. Influencing is the art of getting someone to do something even if they're not committed or excited about doing it. For me to be an effective influencer, number 1, I need to be able to put myself in the other individual's shoes, and I need to find a way to make what I'm asking them to do exciting and meaningful to them. Not only should it be a benefit to me, but if I want to be an effective influencer, I need to find a reason to hopefully allow the other party to care and want to support my request. I think influencing is moving people in a direction that helps you as a team or the person that you're working with move in a specific way that's good for them and good for the business and good for your goals. You have to not treat them as someone who you're trying to get to do something, but rather as a coworker or as a collaborator that you can work alongside of to move them in that direction. Another tip that I can provide about influencing is to really focus on ensuring that you're not sinking too much, too quickly. The tip here is when possible, influence by nudging, rather than influence by delivering one big, hard message all at once. I think to be a better influencer, you should listen more and speak less. I think people like feeling heard and are more willing to take advice and hear about your past experiences if you have had the chance to listen to their problems first. As a product manager, you may not be an HR manager where you're managing people, but you're managing products which means you have to convince a lot of different stakeholders, including internal and external, to follow your direction and create a product that has your vision. One way to improve your influencing skills is to come to the table with data. Whenever you are presenting your argument or your PowerPoint or your slides, you need to present enough data that backs up your claim. That creates a strong sense of authority and subject matter expertise. You need to stick to your message over and over again so that people know where you stand. For product managers I would say, especially if you're coming into this industry new, learn as much as you can about the industry. Learn as much as you can about how the organization does things, and take your relationships that you build seriously. If they feel like you're genuinely invested in their work, especially in a leadership position. If you show interest in their development, or for example, if someone comes to you and says that they want to work on a certain aspect of a product, then take those things seriously. See if you can accommodate them and help them. How do you counter individuals who will not commit to support product planning and development needs? I always give the person the benefit of the doubt. There's a reason why. What I try to do is ask questions. It's called the Socratic approach, where you ask more questions than provide answers. I start by asking, what's the problem? Do you like about this? What don't you like about the direction? What do you disagree with? Once you understand that rationale once you understand what they're thinking, then you may be able to modify your plans a little bit. When you can't change things, then you can help that person understand why those items that they're not on board with, why they can't commit, why those things can't be changed, and then getting them to move closer to a direction that you want them to go. I think it's important to ask what the reservations are or what the concerns are as far as why a product priority is maybe in their mind, not going to be effective. You might learn something through those conversations that makes the feature or initiative ultimately stronger. The first thing I would want to understand is why they are being counter or opposing my ideas or product development ideas. Get some time individually with this person and try and understand what the underlying issue is. Secondly, I would try and talk about mutual benefits. My idea for a product or for development how does this benefit me, how does this benefit this person and overall our company and our organization? Finally, if none of that works, I would escalate the issue to their manager and see if there are other problems involved. My first reaction to that is talk to them. If you have a question for somebody or you're doubting their commitment, go talk to them, find out why. Maybe that's something that they don't understand about the product. Maybe they're missing a tool that they need, maybe they're not understanding the big picture. A lot of times people are doing work and they don't know how it contributes to the overall goal. If you haven't shared that with your team, you should be doing that from the kickoff. One of the initial jobs of a product manager is to understand the current level of commitment and the desired level of commitment as well. One of the best things that the product manager can do is to try to have the conversation with the individual and key in on value. Value can take two roads. Value could be the value to the organization. Try that first. If that does not work, try to look at the individual. Determine what their definition is, a personal achievement, and try to show how their involvement will help them personally and help them grow.

Uzman Görüşleri: Etkileme'ye Hoş Geldiniz.

Bu videoda, ürün yöneticileri ve konu uzmanları etkili etkileme becerilerinizi geliştirmek için ipuçları sunacaklar ve ürün planlama ve geliştirme ihtiyaçlarına destek konusunda taahhüt etmeyen kişilerle başa çıkma deneyimlerini paylaşacaklar.

Etkilemenin Önemi
Etkileme, birisini, o kişi bu aktiviteye bağlı ya da heyecan duymasa bile, bir şey yapmaya ikna etme sanatıdır. Etkili bir etkileyici olabilmek için;

Kendinizi Başkalarının Yerine Koymalısınız: Onların bakış açısından durumu değerlendirin ve istediğiniz şeyin onlara nasıl heyecan verici ve anlamlı olabileceğini bulmalısınız. Bu, sadece sizin için faydalı olması yetmez; diğer tarafın da desteklemek istemesi için bir neden bulmalısınız.
Bir İş Arkadaşı Gibi Davranın: Onları bir şey yapmaya ikna etmeye çalıştığınız birine değil, birlikte çalıştığınız bir iş arkadaşı veya işbirlikçi olarak görün.
Etkileme İpuçları
Nazik Yaklaşım: Mümkünse, büyük ve sert bir mesajı bir anda iletmek yerine, naif bir şekilde etki edinmeye çalışın.
Dinlemek ve Konuşmaktan Azami Yaralanmak: İnsanlara seslerini duyurmak önemlidir. Sorunlarını dinlerken, kendi deneyimlerinizi paylaşmaya açık olun.
Veri ile Gelin: Argümanınızı desteklemek için yeterli verileri sunmalısınız. Bu, otorite ve uzmanlık hissini güçlendirir.
İlişkileri Ciddiye Almak: Paydaşlarla güçlü ilişkiler kurun. Bu, onların ihtiyaçlarını anladığınızı ve onlara gerçekten değer verdiğinizi gösterir.
Taahhüt Olmayan Bireylerle Baş Etme
Taahhütdekilere karşısındaysanız:

Sokratik Yaklaşım: Sorular sorarak karşı tarafın bakış açısını anlamak önemlidir. "Sorun nedir?", "Bu durum hakkında neyi seviyorsunuz?" gibi sorularla başlayın.
Karşılıklı Faydalar: Ürününüzün ya da geliştirme fikirlerinizin nasıl fayda sağladığını tartışın. Bu hem kişisel hem de organizasyonel avantajları vurgulamak önemlidir.
Yüz Yüze İletişim: İşler yolunda gitmediğinde, herkesin taahhütlerini ve gereken davranışları anlamaları sağlamak önemlidir. Onlarla yüz yüze konuşarak bu durumu anlayabilir ve çözümler geliştirebilirsiniz.
Sonuç
Ürün yöneticileri, mevcut taahhüt seviyesini ve beklenen taahhüt seviyesini anlayarak, bireyleri nasıl etkileyebileceğine dair stratejiler geliştirmelidir. Akılda tutulması gereken önemli bir nokta, değer sunmaktır. Değer, bir organizasyon için önemli olabilir veya bireysel bir başarı olarak değerlendirilmelidir. Her iki durumda da, bu katkının onlara nasıl yardımcı olabileceğini göstererek etkileme yeteneğinizi artırabilirsiniz.

Bu videoda, etkili etkileme becerilerinizi geliştirmek için ipuçları ve taahhüt etmeyen bireylerle karşılaşma durumunda nasıl hareket etmeniz gerektiği konusunda öneriler aldınız.

Welcome to Problem Solving and Decision-Making. After watching this video, you'll be able to identify problem solving techniques that yield results. Explain the step-by-step approach to solving problems. Define the decision matrix and its role in decision-making. The field of product management is both exciting and challenging. As product managers face face numerous challenges each day. It's important for them to be excellent problem solvers. Challenges can arise across various domains. It can involve communication inefficiencies, the importance of meeting deadlines, potential misalignment within the team, the prospect of revising plans due to evolving customer requirements, and wavering stakeholder commitment. To overcome these challenges and achieve success, the product manager must adopt a systematic problem-solving approach capable of delivering tangible results. Here's a proven step-by-step approach to solving problems to consider. Step 1: clearly define the problem. Step 2: use your facilitation skills. Step 3: use nominal group technique. Step 4: apply the Pareto principle. Step 5: follow through. The first step involves identifying the problem and developing a concise problem statement. Share the problem statement with key stakeholders impacted by the problem and validate its accuracy. The second step involves using techniques such as brainstorming or brainwriting. Meet with key stakeholders to identify potential causes behind the problem. Some common causes of problems include people, processes, organizational policies, tools, and systems. The nominal group technique is a structured group problem solving and decision making technique. It aims to gather input and ideas from a group of individuals while ensuring equal participation. Use the technique to prioritize and rank the causes based on their level of contribution to the problem. The fourth step is applying the Pareto Principle. It suggests that approximately 80% of effects or outcomes result from 20% of causes or inputs. Identify the top 20% of the causes from step three and develop a solution to address them. The last step is to follow through. Assess the resolution of the problem. If it's resolved, take note of your findings as the issue may reoccur. If the problem persists, reexamine the causes you have not yet addressed from step three. Formulate a fresh solution and make another attempt to resolve it. Solving problems can be challenging and may not always yield immediate results. Don't be discouraged if your initial efforts fall short. Embrace the concept of failing fast. Iterate through the process and in doing so, you'll ultimately attain the desired outcomes. Let's now learn about the decision matrix. The product manager must also be a decision maker. The product management and marketing body of knowledge, Prod Bach, recommends the use of a decision matrix. As one proven method to make decisions in a product management environment. A decision matrix is a tool that evaluates a series of inputs to objectively prioritize a set of requirements or criteria for making a decision. There are many decision matrix models. The illustration here shows an example of a sample decision matrix to evaluate the merit and prioritize three ideas using impact, level of effort, and risk evaluation factors. As you can see, idea two has a high impact. Requires a low level of effort and has moderate risk. This idea scores eight points. Therefore, this is priority one when compared to the other two ideas. Enlist the support of knowledgeable and impacted stakeholders to help you score each option. The product team should concur with the ratings and support the results recommended by the decision matrix. In a situation where two or three stakeholders disagree with the rating, average their inputs. For example, stakeholder one chooses high impact. Stakeholders two and three choose moderate impact. Add three plus two plus two equals seven. Divide seven by the number of stakeholders three to achieve a score. Seven divided by three equals 2.33. A successful decision is one that can be implemented, whether it pertains to individual choices or an organizational level. Personal dedication to the decisions and the ability to convince others of its value are crucial factors. In this video, you learned that. As product managers face numerous challenges each day. It's important for them to be excellent problem solvers. A product manager must adopt a systematic problem solving approach capable of delivering tangible results. A decision matrix is a tool that evaluates a series of inputs to objectively prioritize a set of requirements or criteria for making a decision

Problem Çözme ve Karar Verme'ye Hoş Geldiniz.

Bu videoyu izledikten sonra, sonuç veren problem çözme tekniklerini tanımlayabileceksiniz; problemleri çözme konusunda adım adım yaklaşımı açıklayabileceksiniz; karar matrisini ve karar verme sürecindeki rolünü tanımlayabileceksiniz.

Ürün yönetimi alanı hem heyecan verici hem de zorluklarla doludur. Ürün yöneticileri, her gün birçok zorlukla karşılaşmaktadır. Bu nedenle, mükemmel problem çözücü olmaları oldukça önemlidir. Zorluklar çeşitli alanlarda ortaya çıkabilir; iletişim verimsizlikleri, son tarihlere uyumun önemi, ekip içindeki potansiyel uyuşmazlıklar, değişen müşteri gereksinimleri nedeniyle planları revize etme ihtiyacı ve kararsız paydaş taahhütleri gibi sorunlar bunlar arasındadır. Bu zorlukların üstesinden gelmek ve başarıyı elde etmek için, ürün yöneticisi somut sonuçlar elde edebilecek sistematik bir problem çözme yaklaşımını benimsemelidir. İşte dikkate almanız gereken kanıtlanmış adım adım bir problem çözme yaklaşımı:

Problem Çözme Adımları
Problemi Açıkça Tanımlama: İlk adım, problemi tanımlamak ve net bir problem ifadesi geliştirmektir. Bu problem ifadesini, etkilenen önemli paydaşlarla paylaşarak doğruluğunu onaylayın.
Kolaylaştırma Becerilerini Kullanma: Beyin fırtınası veya beyin yazımı gibi teknikleri kullanarak, anahtar paydaşlarla buluşun ve problemin arkasındaki olası nedenleri belirleyin. Problemlerin ortak nedenleri arasında insan, süreç, organizasyon politikaları, araçlar ve sistemler yer alabilir.
Nominal Grup Tekniğini Kullanma: Nominal grup tekniği, yapılandırılmış grup problem çözme ve karar verme yöntemi olup, bir grup bireyden girdi ve fikir toplar. Eşit katılımı sağlarken, problemin nedenlerini önceliklendirmek ve sıralamak için bu tekniği kullanın.
Pareto İlkesi Uygulama: Pareto İlkesi, etkilerin veya sonuçların yaklaşık %80'inin nedenlerin veya girdilerin %20'sinden kaynaklandığını öne sürer. Üçüncü adımdan, en önemli %20 nedenleri belirleyin ve bunları ele almak için bir çözüm geliştirin.
Sonuçları Değerlendirme: Problemin çözümünü değerlendirin. Eğer sorun çözülmüşse, bulgularınızı not alın, sorun tekrar ortaya çıkabileceği için. Eğer problem devam ediyorsa, henüz ele almadığınız nedenleri yeniden gözden geçirin. Yeni bir çözüm geliştirin ve tekrar çözmeye çalışın.
Problem çözme süreci zorlayıcı olabilir ve her zaman hemen sonuç vermeyebilir. İlk çabalarınız başarısız olursa, cesaretinizi kaybetmeyin. "Hızla başarısız olma" anlayışını benimseyin. Süreci yineleyerek istediğiniz sonuca ulaşabilirsiniz.

Karar Matrisi
Ürün yöneticisi aynı zamanda bir karar verici olmalıdır. Ürün yönetimi ve pazarlama bilgi alanı, karar matrisinin kullanımını önerir. Karar matrisi, bir dizi girdiyi değerleyerek karar vermek için gereksinimlerin veya kriterlerin nesnel bir şekilde önceliklendirilmesini sağlayan bir araçtır.

Karar matrisinin birçok modeli vardır. Örneğin, burada etkilerini ve üç fikri (etki, çaba seviyesi ve risk değerlendirme faktörlerini kullanarak) önceliklendirmek için kullanılan bir karar matrisinin örneğini görebilirsiniz. İkinci fikir yüksek bir etki puanı alır, düşük bir çaba seviyesi gerektirir ve orta düzeyde risk taşır. Bu fikir sekiz puan alır ve bu nedenle diğer iki fikre kıyasla öncelikli olarak değerlendirilir.

Her seçeneği puanlamak için bilgili ve etkilenen paydaşların desteğini alın. Ürün ekibi derecelendirmeleri kabul etmeli ve karar matrisinin önerdiği sonuçları desteklemelidir. Eğer iki ya da üç paydaş derecelendirmelerle anlaşmazlık gösterirse, katkılarını ortalamak gerekir. Örneğin, paydaş biri yüksek etki derse, paydaş iki ve üç orta etki derse, toplamlarını (üç + iki + iki = yedi) toplayıp, bunu paydaş sayısına (üç) bölerek bir puan elde edersiniz.

Sonuç
Başarılı bir karar, uygulanabilir olan bir karardır; bu, bireysel seçeneklere ya da kurumsal düzeydeki kararlara dayanır. Kararlarınıza kişisel olarak bağlılık ve başkalarına bunların değerini anlatabilme yeteneği kritik faktörlerdir.

Bu videoda, ürün yöneticilerinin her gün karşılaştıkları birçok zorluk olduğunu ve bunun için mükemmel problem çözücü olmalarının önemini öğrendiniz. Ürün yöneticisinin somut sonuçlar elde edebilmesi için sistematik bir problem çözme yaklaşımı benimsemesi gerektiğini ve karar matrisinin bir karar verme aracı olarak rolünü tanımladınız.

What is the most suitable tool for a product manager to use in scoring and achieving consensus among three ideas based on scoring criteria in three areas, each assigned a weighted score of 1 to 5?

Decision flow

Risk matrix

Decision matrix

SWOT analysis

sadece cevap

Decision matrix

A product manager provides a list of topics to discuss at the next product marketing meeting. The product manager requests that each participant document their ideas before the meeting and be ready to share when it starts. What facilitation technique is the product manager using in this scenario?

Brainwriting

Brainstorming

Retrospectives

Nominal group technique

Brainwriting

A product manager completes a brainstorming session in which the team brainstorms four potential ideas to improve a product’s functionality. The product manager asks the group to rank, order, and prioritize the four ideas. What facilitation technique is the product manager using in this scenario?

Brainwriting

Brainstorming

Retrospectives

Nominal group technique

Nominal group technique

A product manager creates a compelling vision for their products by putting them in a larger visual context. This vision consists of a well-crafted product overview that helps to communicate the product vision and answer the why and how questions necessary to bring a product to life across the organization and throughout the product development process. What communication technique did the product manager use in this scenario?

Storytelling

Influencing

Messaging

Brainstorming

Storytelling

Collaboration tools include RACI, information radiators used in an agile environment, naming convention tips, and Search Engine Optimization (SEO).

You can use a goal-setting checklist to evaluate the merit and value of your goals.

You can use a standard elevator pitch to introduce a product in a brief and concise manner. This six-part pitch is a best practice adapted to product management from Six Sigma, and you can use it to develop a compelling Product Vision.

Patrick Lencioni’s 5 Dysfunctions of a Team model is a process to help you achieve the results you require. Overcoming a lack of trust is a critical first step that allows you to overcome fear of conflict, lack of commitment, avoidance of accountability, and inattention to results.

Facilitation and brainstorming are two skills essential to the success of a Product Manager. You can use brainstorming, brain Writing, nominal group technique, stand-up meetings, and retrospectives as facilitation methods.

You can use the six sources of influence model to improve your influencing skills without authority.

You can use a step-by-step approach to solve problems.

türkçeye çevir baby

İşbirliği Araçları RACI, çevik bir ortamda kullanılan bilgi yayıcılar, belge adlandırma ipuçları ve Arama Motoru Optimizasyonu (SEO) içerir.

Hedeflerinizi değerlendirmenin değerini ve önemini belirlemek için bir hedef belirleme kontrol listesi kullanabilirsiniz.

Bir ürünü kısa ve öz bir şekilde tanıtmak için standart bir asansör konuşması kullanabilirsiniz. Bu altı parçalı konuşma, ürün yönetimi için altı sigma'dan uyarlanan bir en iyi uygulamadır ve etkileyici bir Ürün Vizyonu geliştirmek için kullanılabilir.

Patrick Lencioni’nin Ekipteki 5 İşlevsellik Sorunu modeli, gereksinim duyduğunuz sonuçları elde etmenize yardımcı olacak bir süreçtir. Güven eksikliğini aşmak, çatışma korkusunu, bağlılık eksikliğini, sorumluluklardan kaçınmayı ve sonuçlara dikkatsizliği aşabilmek için kritik bir ilk adımdır.

Kolaylaştırma ve Beyin Fırtınası bir Ürün Yöneticisinin başarısı için gerekli iki beceridir. Kolaylaştırma yöntemleri olarak beyin fırtınası, beyin yazımı, nominal grup tekniği, ayakta durma toplantıları ve retrospektifler kullanılabilir.

Yetki olmadan etkileme becerilerinizi geliştirmek için altı etki kaynağı modelini kullanabilirsiniz.

Problemleri çözmek için adım adım bir yaklaşım kullanabilirsiniz.

Module 1 Glossary: Product Management Communication and Collaboration Fundamentals
Welcome! This alphabetized glossary contains many of the terms you'll find within this course. This comprehensive glossary also includes additional industry-recognized terms not used in course videos. These terms are important for you to recognize when working in the industry, participating in user groups, and participating in other certificate programs.
Term Definition Video/Reading where the term is introduced
Module 1 Product Management Communication and Collaboration Fundamentals Manager
5 Dysfunctions of a Team A model developed by Patrick Lencioni describes five dysfunctions that can impact a team’s ability to achieve results. These are: Video: The 5 Dysfunctions of a Team
Achievable A goal attribute that provides a realistic estimate of goal achievement success based on business realities and resource constraints. Video: Goal Setting
Analytical Skills The ability to use available data to address issues and develop solutions, ultimately contributing to a successful product launch. Video: Key Product Manager Communication and Interpersonal Skills
Brain Writing A technique where participants get the opportunity to consider questions before a brainstorming session asks them. Participants document these ideas on paper, sticky notes, or electronically for sharing and discussion. Video: Facilitation and Brainstorming
Brainstorming A group activity allows participants to share ideas and opinions in a manner that promotes the generation of multiple new ideas and thoughts about a subject in a short time. Video: Key Product Manager Communication and Interpersonal Skills
Business Analysts Professionals who perform needs assessments to identify potential product opportunities to solve customer problems and create new business opportunities. Video: Communication and Collaboration Essentials
Collaboration A process in which a group of people constructively explores their ideas to search for a solution that goes beyond an individual’s limited perspective. Video: Communication and Collaboration Essentials
Communication The process of exchanging ideas, thoughts, opinions, knowledge, and data aims to ensure that the message is clear and purposeful when sent, received, and understood. Video: Communication and Collaboration Essentials
Conceive In the initial phase of the Product Management Lifecycle, we identify new product concepts and review their viability and attractiveness. Video: What is Product Management
Customers Individuals or entities who provide feedback, insights, and impressions about a product’s value and feasibility helping to shape its development. Video: Communication and Collaboration Essentials
Daily Scrum Meeting/ Daily Stand-Up Meeting A daily team meeting where members discuss their work from the previous day, their plans for the current day, and any impediments to progress. Video: Facilitation and Brainstorming
Decision Matrix A tool used to evaluate a series of inputs, objectively prioritizing a set of requirements or criteria to aid in decision-making. Video: Problem-Solving and Decision-Making
Decision-Making The ability to make decisions swiftly and take immediate action, avoiding overthinking or analysis paralysis. Video: Key Product Manager Communication and Interpersonal Skills
Deliver The sixth phase of the Product Management Lifecycle involves activities related to the product’s growth, maturity, and decline. Video: What is Product Management
Develop The third phase of the Product Management Lifecycle. We allocate resources to design, create, and test the product while agreeing on delivery plans. Video: What is Product Management
Development Teams Teams are responsible for building a new product to meet stakeholders’ satisfaction. Video: Communication and Collaboration Essentials
Document Naming Conventions Rules and guidelines that assist the Product Manager in staying organized and enable stakeholders to identify the location and contents of necessary files quickly. Video: Communication and Collaboration Essentials
Downstream Product Management Models and practices related to actively managing existing products that are already in the market. Project Scenario Team Overview
Elevator Pitch A standard six-sigma tool used to deliver a concise and accurate product story, often employed in developing a Product Vision. Video: The Elevator Pitch
Engineering The process of developing technical solutions to enhance a product’s effectiveness and functionality. Video: Communication and Collaboration Essentials
Facilitation The process of guiding and enabling people to work together to achieve a common goal, directing their focus and attention in ways that benefit the group as a whole. Video: Key Product Manager Communication and Interpersonal Skills
Influencing The act of motivating people to perform specific actions or tasks. Video: Key Product Manager Communication and Interpersonal Skills
Information Radiators Visual displays for presenting essential project information, ensuring all team members stay informed and aligned. Video: Communication and Collaboration Essentials
Launch The fifth phase of the Product Management Lifecycle involves taking the product to market and executing pre-launch and post-launch activities. Video: What is Product Management
Measurable A goal attribute that demonstrates how to achieve a goal using objective measurements. Video: Goal Setting
Messaging The manner in which you communicate the value of your product to customers. Video: Key Product Manager Communication and Interpersonal Skills
Nominal Group Technique A technique where participants discuss, annotate and rank ideas to aid in prioritization. Video: Facilitation and Brainstorming
Plan The second phase of the Product Management Lifecycle involves planning marketing strategies and building a business case. Video: What is Product Management
Portfolio Managers Individuals who collaborate with Product Managers to ensure new product ideas align with the organization’s mission, vision, and strategic goals. Video: Communication and Collaboration Essentials
Problem-Solving A process that allows Product Managers to identify problems, potential causes, and root causes and develop practical solutions. Video: Key Product Manager Communication and Interpersonal Skills
Product Lifecycle The management of a product through growth, maturity, and decline stages. Video: What is Product Management
Product Management The complete process of conceiving, planning, developing, testing, launching, delivering, and withdrawing products. Video: What is Product Management
Product Owners Individuals responsible for developing user stories and the product backlog, particularly for products developed using Agile or Scrum methods. Video: Communication and Collaboration Essentials
Product Vision A defined, aspirational future state that a Product Manager envisions for the product, supporting the business’s overarching goals. Video: Communication and Collaboration Essentials
Program and Project Managers Professionals focused on executing interrelated projects and achieving a return on investment (ROI). Video: Communication and Collaboration Essentials
Project Sponsors Individuals who provide the authority and necessary funding to develop a new product. Video: Communication and Collaboration Essentials
Qualify The fourth phase of the Product Management Lifecycle preparing the product for launch, including market validation, launch preparation, and readiness assessment. Video: What is Product Management
RACI An acronym standing for Responsible, Accountable, Consult, and Inform is used to define roles, responsibilities, and stakeholder commitments. Video: Communication and Collaboration Essentials
Relevant A goal attribute ensuring that the goal aligns with the business’s needs and stakeholders’ interests. Video: Goal Setting
Retire The final phase of the Product Management Lifecycle involves the product’s retirement with minimal disruption to customers and operations. Video: What is Product Management
Retrospective A process that involves inspecting completed work, recommending changes, and adapting processes and behaviors to enhance future performance is typically used in Agile methodologies like Scrum. Video: Facilitation and Brainstorming
Scrum Masters Individuals responsible for coaching and facilitating development teams to ensure adherence to Scrum processes and effectiveness. Video: Communication and Collaboration Essentials
Search Engine Optimization (SEO) The practice of improving visibility and relevance in online searches related to the business’s products or services. Video: Communication and Collaboration Essentials
Six Sources of Influence Model A model developed by Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, and Al Switzler focusing on influencing drivers of motivation and ability. Video: Influencing Without Authority
SMART Goals It is the acronym for Specific, Measurable, Achievable, Relevant, and Time-bound goals. Video: Goal Setting
Specific A goal attribute that clearly states what needs to be achieved and by whom. Video: Goal Setting
Storytelling A technique used by Product Managers to create compelling product visions by placing them in a broader context. Video: Key Product Manager Communication and Interpersonal Skills
Strategic Thinking The ability to understand the market and determine the optimal approach for launching a new product. Video: Key Product Manager Communication and Interpersonal Skills
Subject Matter Expert (SME) An individual with specialized knowledge in a specific area, practice, process, technical method, or piece of equipment. Module 1 Introduction
Time-Bound A goal attribute that indicates a goal can be reasonably achieved within specified timeframes. Video: Goal Setting
Two-Hat Syndrome A situation where a Product Manager has dual roles, managing product planning and supporting projects stemming from their work. Video: Influencing Without Authority
Upstream Product Management Models and practices related to portfolio management, developing product strategy, and new product development. Video: What is Product Management
User Experience (UX) The practice of providing product designs that drive project success by enhancing the user experience.

bir şey yazmana gerek yok, aklında kalsın

Anladım, bu terimleri ve içerikleri aklımda tutacağım. Başka bir isteğiniz olursa buradayım!

Question 2
A product manager plans to have a short product team meeting to inspect completed work, recommend changes, and adapt processes to improve performance. What does this meeting simulate?

Status meeting

Product review

Ad Hoc meeting

Retrospective

sadece cevap

Retrospective

The product team is following the Product Management Lifecycle. The team is readying the product for launch and will perform market validation, launch preparation, and conduct a final launch readiness assessment. What phase is the team in?

Conceive

Deliver

Qualify

Plan

Qualify

Question 4
A product manager identifies critical stakeholders that must be collaborated with. One stakeholder is responsible for developing a comprehensive and prioritized product backlog to facilitate product development. Who is this stakeholder?

User experience (UX)

Scrum master

Program manager

Product owner

Product owner

The product sponsor explains the importance to the team of a solid product design. A good design drives product success, while a bad design can deter people from using the product. Who must the product manager collaborate closely with to ensure the product design is sound?

Program manager

Product owner

User experience (UX)

Scrum master

User experience (UX)

The product team is currently reviewing a model that deals with portfolio management, developing product strategy, and new product development. How would you classify this model?

Interactive

Integrative

Upstream

Downstream

Upstream

The product team is reviewing its goals for the develop phase of the Product Management Lifecycle. They want to ensure that they can successfully achieve their goals and are analyzing business realities and resource constraints. What goal attribute is the team analyzing?

Relevant

Specific

Time-bound

Achievable

Achievable

The product team is reviewing the Product Lifecycle. What are the three stages they must understand and address?

Expansion, Sustainment, and Retirement

Growth, Maturity, and Decline

Growth, Maturity, and Retirement

Expansion, Sustainment, and Decline

Growth, Maturity, and Decline

Ekip ürünü piyasaya sürülmeye hazırlıyor ve pazar doğrulaması, lansman hazırlığı gerçekleştirecek ve nihai lansman hazırlığı değerlendirmesi gerçekleştirecek. Takım hangi aşamada?

bu sorularda qualify ya da farklı aşamalar diye nasıl cevap vereceğim? aşamaların içinde hangi aksiyonlar var yazar mısın? mesela planda şu var, qualifyda bu var gibi kısa özet geçer misin

Elbette, işte Ürün Yönetimi Yaşam Döngüsü'ndeki aşamaların kısa özetleri ve bu aşamalarda bulunan temel aksiyonlar:

Conceive (Fikir Aşaması)
Aksiyonlar: Yeni ürün fikirlerini tanımlama, pazar fırsatlarını analiz etme.
Amaç: Potansiyel ürün konseptlerinin değerlendirildiği aşamadır.
Plan (Planlama Aşaması)
Aksiyonlar: Pazar araştırması, iş planının oluşturulması, pazarlama stratejilerinin belirlenmesi.
Amaç: Ürünün yol haritasını ve hedeflerini netleştirerek, gereksinimleri ve planları oluşturmak.
Develop (Geliştirme Aşaması)
Aksiyonlar: Ürünün tasarımı, oluşturulması, test edilmesi; kaynakların tahsis edilmesi.
Amaç: Ürün geliştirme sürecinde somut ürün özelliklerini ve işlevselliği yaratmak.
Qualify (Nitelik Aşaması)
Aksiyonlar: Pazar doğrulaması, lansman hazırlığı, ürünün lansman için güvenilirliğini değerlendirme.
Amaç: Ürünün pazara uygunluğunu ve lansman öncesi hazırlıklarını sonlandırmak, nihai değerlendirmeleri yapmak.
Launch (Lansman Aşaması)
Aksiyonlar: Ürünün piyasaya sürülmesi, pazarlama ve satış stratejilerinin uygulanması, müşteri geri bildirimlerinin toplanması.
Amaç: Ürünün pazara başarılı bir şekilde tanıtılması ve kullanıcı geri dönüşlerinin değerlendirilmesi.
Retire (Emekli Aşaması)
Aksiyonlar: Ürünün pazardan çekilmesi, mevcut müşteri bazasının bilgilendirilmesi, sonraki aşamalar için veri toplama.
Amaç: Ürünün sonlandırılması ve geçiş sürecinin yönetilmesi.
Dolayısıyla, pazar doğrulaması, lansman hazırlığı ve nihai lansman hazırlığı değerlendirmesi yapan bir takım, Qualify (Nitelik Aşaması) içinde yer almaktadır. Bu aşama, ürünün piyasaya sürülmeden önceki son kontrolüdür.
Welcome to Kotler's Five Levels of a Product. After watching this video, you'll be able to summarize Kotler's five levels of a product. Explain the planning processes to move through the five levels of a product. Describe the process of implementing Kotler's model. In the process of developing a new product or a service, it's crucial to not only address your customer's needs and requirements, but also surpass their expectations. Adopting this strategic approach is important for setting yourself apart from competitors in the market. Marketing professor Philip Kotler established the concept that there are five levels of a product that constitute a value hierarchy. Product managers and marketing managers use Kotler's five product level model to help determine how customers make purchasing decisions and how a product team can influence these decisions. Kotler's five levels model highlights five levels that can add value to a product. These include core benefit, basic product, expected product, augmented product, potential product. It's the main benefit that the customers derive from the product. Customers seek products and services that possess features and functionalities required to fulfill their fundamental requirements. For example, an individual buying a smartphone to fulfill the fundamental need of staying connected and accessing information conveniently, it refers to the actual product. The basic product provides a set of attributes that satisfy the customer's needs and differentiate the product from the competition. For example, smartphone features like calling texting and Internet connectivity address these fundamental needs. It refers to higher levels of expectations that customers have for the product and the company selling it. Kotler states that at this level, not only do companies deliver core benefits, but they also provide benefits such as speed, quality, or support. For example, a smartphone having good storage capacity, battery life, and high processing power. At this level, you identify features in a product that exceed expectations. Benefits such as extras at no additional charge free shipping, or extended warranties are examples of an augmented product level. It's the highest level of a product. This is what the product can become in the future. It refers to customization, personalization, added features, or extensions to features over time. Potential product fulfills needs, meets expectations, and unveils new opportunities for customers. For example, incorporating cutting edge technology like AI driven personal assistant in smartphones. It's important to note that while each level improves the overall product attractiveness, the customer will not likely purchase the product unless the basic core benefits are met. Let's now explore the planning processes to progress through each level. Customers determine the value of a product in three ways, customer need, the purchase decision begins with need. For example, a customer may need a new wireless device to replace an older outdated model. Customer want. Once customers identify a basic product they need, they shift their attention to what they want. For example, a wireless device with a high quality camera, high speed and storage capability, with an easy installment purchase plan. Customer demand. Finally, customers may insist on a high standard of quality, one that they were willing to purchase at a price they deem reasonable. For example, customers may opt for a wireless device from a flagship store that offers the latest technology. Now let's explore how to implement the Kotler Model. The product manager and marketing manager can use the Kotler model to their advantage as follows. Ensure the customer is aware of your product or service, share how your product or service can meet their basic wants and needs. Ensure that the customer considers your product as one of their options for purchase. Show the customer the features and functionality your product provides. Distinguish your product from others that might not fully meet the customer's requirements. Understand customer needs and wants. Show how your product meets every need of the customer, meet their highest expectations, now exceed the customer's expectations. Show the customer that your product or service not only meets their needs, but exceeds them. Further, differentiate your product or service by showing additional features or functionality the competition can offer. Finally, show the product's full potential. Show how your product or service has the potential to go beyond the features and functionality that were included in the augmented product. Share the product or service, not only for what it is, but what it can be. In this video, you learned that marketing professor Philip Kotler established the concept that there are five levels of a product that constitute a value hierarchy. Kotler's five levels model highlights five levels that can add value to a product. Customers determine the value of a product through customer need, customer want, and customer demand. The product manager and marketing manager can use the Kotler model to their advantage through its implementation.

öğrensen yeter

Anladım, Kotler'ın Beş Ürün Seviyesi modeli ile ilgili ana noktaları, kavramları ve uygulama süreçlerini aklımda tutacağım. Başka bir konuda yardımcı olmamı isterseniz buradayım!

Welcome to Expert Viewpoints: Product Development. In this video, you'll hear product managers and subject-matter experts talk about their experiences of matching the core product benefits to customer needs, and share some tips to conduct market segmentation activities. What types of products have you been involved in developing as a product manager? I've been involved with a variety of different applications and products, including an iOS app and an Android application. Also, lately I've been doing more SAS-based application, so more cloud-focused security products. Most of my work as product manager has been in the automotive industry. Mostly components for heavy-duty trucks and emissions products, electrical products, products for essentially public transportation and transportation and healthcare. Primarily, I've been in the IT arena. I've worked a lot for Microsoft Corporation and other companies, and we've developed a lot of IT products. But in addition, I've also done for Skill Up and other companies, a lot of course development as well. I think the one that I would point to is the most illustrative for one where I had a lot of control over the direction of our product was a project that I worked on at Microsoft. I was put in charge of the software development team, but I was also functioning as the product manager for that team. We were tasked with putting together a product that would be embedded in Microsoft Windows. I not only had to work with my development team to write the software code that we would use for this product, but we also had to figure out a product direction. What would the content look like? What would the content files types be like? How do we ship this product? How do we deliver updates? What would the authoring tools for the content look like? All of those questions that product managers really need to think through. As a product manager, I've worked on a myriad of initiatives and products. I've worked on software to maintain aircrafts. I've worked on scheduling software calculators for loans and amortization schedules. What are common challenges you encountered and how did you overcome them? The biggest challenge is setting expectations. I have a vision of what the product is, what the features are, what the functions are. However, if the other stakeholders have a totally different vision and totally different expectations, then in many cases, that product is going to run into issues. So a key to success is setting the initial expectations, making sure that what we are going to do, the features and the functions and the prioritization are all agreed upon. You cannot control certain factors like the economy. You cannot control things like technology changes or something that your competition is doing. What you can do is be very familiar with the market, very familiar with trends that you're seeing, very familiar with the expectations that customers have. As a product manager, you should know everything there is to know about the product that you're working on, who's selling it, what the retailers look like, who are the players in the industry, and especially your customers. You also have other challenges like team dysfunction, and you have to think about the progression of how teams work. I think the most common challenge that I've encountered as a product manager is feeling like I didn't have enough power or influence over the roadmap. I overcame those challenges by being unafraid to speak up and really put my ideas out there, and finding someone who was willing to listen in a mentor capacity. When I was a product manager for this project that I worked on at Microsoft, there were a lot of challenges because we were given very high-level direction, so I spent a lot of my time as a product manager working with my management team to make sure I understood what the need was. What did they want us to build, why did they want us to build it, where was it going to be delivered. Another decision that we made in that product was to use brand new technology and that presented a number of challenges. The technology was constantly being changed. One of the risks that we introduced in that project was that the technology wasn't going to be ready to be delivered on our timeline. We overcame that challenge by continually having daily stand-ups, constant meetings, working with the development team, communicating with the development team of our needs, and ensuring that they can deliver according to our timeline. A lot of times customers will try and put in their requests at the last minute, which leads to scope creep. The other scope creep happens when you're doing your initial planning. You may not have thought of all the different scenarios that you might encounter when you're developing a feature. In order to overcome scope creep, you need to sit down and look at all of the different scenarios that can come up. The trick is to maybe break that up into multiple releases where you're not blocking your current release, but whatever was left out perhaps can be put in subsequent releases. Number 2 is stakeholder management and messaging and communication. You need to be very clear, very transparent in the messaging that you're sending out. You can build a center set of internal FAQs that you can pass along to your sales team and your field team so there's no ambiguity in what is being released.

Uzman Görüşleri: Ürün Geliştirme'ye Hoş Geldiniz.

Bu videoda, ürün yöneticileri ve konu uzmanları, temel ürün faydalarını müşteri ihtiyaçlarıyla eşleştirme deneyimlerini paylaşacak ve pazar segmentasyonu faaliyetlerini yürütmek için bazı ipuçları sunacaklar.

Ürün Geliştirme Deneyimleri
Ürün Yöneticisi Deneyimleri: Ürün yöneticileri farklı uygulamalar ve ürünler üzerinde çalışmışlardır. Örneğin, iOS ve Android uygulamaları, bulut tabanlı güvenlik ürünleri gibi çeşitli alanlarda tecrübe kazanmışlardır.
Sektörler: Ürün yöneticileri, otomotiv endüstrisi, yazılım, eğitim ve sağlık hizmetleri gibi farklı sektörlerde ürün geliştirmişlerdir.
Ortak Zorluklar ve Çözümleri
Beklentileri Belirleme: Ürün yöneticisi, diğer paydaşlarla farklı beklentilerin olabileceği durumlar yaşadığında başarılı olmanın anahtarı olarak başlangıçta ortak beklentilerin belirlenmesini vurgular.
Çözüm: Beklentiler, özellikler ve öncelikler üzerinde mutabakat sağlanmalıdır.
Pazar Bilgisi: Ürün yöneticileri piyasa hakkında bilgi edinmelidir; güçsüz yanları ve rekabet koşulları hakkında bilgi sahibi olmalıdırlar.
Çözüm: Pazar trendlerini takip ederek ve müşteri beklentilerini anlayarak zorluklarla başa çıkabilirler.
Ekip Dinamikleri: Takım içindeki işlevsizlikler gibi zorluklarla başa çıkma.
Çözüm: Fikirlerini ifade etmekten korkmamak ve dinlemeye istekli bir mentor bulmak.
Teknolojik Zorluklar: Ürün geliştirme sürecinde yeni teknoloji kullanıldığında ortaya çıkabilecek zorluklar.
Çözüm: Geliştirme ekibiyle sürekli iletişim kurmak ve düzenli toplantılar yapmak.
Kapsam Genişlemesi (Scope Creep): Müşteri taleplerinin son dakikada gelmesi ve planlama sırasında düşünülmemiş senaryolar.
Çözüm: Tüm olası senaryoları değerlendirmek ve projeyi birden fazla aşamaya bölmek.
Paydaş Yönetimi ve İletişim: Mesajların net ve şeffaf olması gerektiği ikna süreci.
Çözüm: Satış ve saha ekiplerine iletilecek iç SSS belgeleri oluşturarak bilgi karışıklığını önlemek.
Sonuç
Bu video, ürün yöneticilerinin beklentileri yönetme, pazar ihtiyaçlarını anlama, teknolojik zorlukları aşma ve ekip içindeki işbirliğini sağlama konusunda ipuçları sundu. Ayrıca, kapsam genişlemesi ve etkili iletişim stratejileri hakkında yöntemler de paylaşıldı. Bu becerilerin geliştirilmesi, ürün geliştirme sürecinin başarısını artırmak için kritik öneme sahiptir.

welcome to market segmentation. After watching this video, you'll be able to, define the role of product manager in an organization, describe market segmentation and its importance, describe primary and secondary marketing research techniques. A product manager serves as a pivotal link between the market and the organization, playing a crucial role in bridging these two domains. They must effectively represent the voice of the customer to succeed in their role. Some of their key responsibilities involve conducting customer visits, organizing customer panels and focus groups, and frequently conducting insightful customer interviews. Some product managers are market facing, they manage one or more products, and have customers outside the organization that they must work closely with to satisfy both current and future needs. Some product managers are internal, they focus on creating and enhancing tools for use by internal employees to improve their efficiency and value delivery to the company. They work closely with customers within the organization. Regardless of position, a product manager needs to understand markets and market segmentation. They should be able to conduct effective research to clearly understand which products add the most value for the organization and the customer. The Product Management and Marketing Body of Knowledge, PRODBOK, defines a market as groups of customers, current or potential, who have specific unmet needs that could be met by products or services. The product manager is responsible for understanding the needs of the market and sharing this knowledge within the organization. One of their main responsibilities involves ensuring balance in meeting customer needs while considering organizational capabilities. Let's now learn about market segmentation. A diverse market can comprise varied demographics leading to distinct customer preferences or smaller groups of potential customers, commonly known as segments. Market segmentation is the group of consumers based on their needs, behavior, interests, and demographics. It allows businesses to tailor their products, services, and marketing efforts to meet the specific requirements of each segment. For example, a tech company developing smartphones for three segments. The first segment is teenagers and young adults. The second segment is working professionals, and the last segment is seniors. Market segmentation is crucial because it enables companies to understand and cater to the diverse needs and preferences of their customer base. By dividing a broader market into smaller, more homogeneous groups of potential customers, product managers enhance customer satisfaction and foster brand loyalty. Let's now learn about primary and secondary marketing research. A product manager must perform research to determine which products present opportunities for both customers and the organizations. There are two types of research that a product manager must perform, they include primary research and secondary research. Primary research involves gathering firsthand data from actual or potential customers. It enables precise questioning for specific segments, provides up-to-date market insights, and delves into customer psychology. However, it comes with costs, time consuming data collection, and potential interviewer or interviewee bias. For example, conducting surveys and interviews with a selected group of customers about a product before it's launched. Secondary research is a method of collecting information that relies on indirect methods, such as published reports, public or commercial databases, websites, agencies, surveys, and so on. Secondary research saves time, is cost effective, and can provide a broad perspective. However, data quality may be low, you have no control over the content, and it may not address all your questions. For example, a company enters a new market and decides to analyze existing market reports, government statistics, and academic research studies to gain insights. While both types have merit, primary research stands out as the superior choice for achieving goals as a product manager. In this video, you learned that a product manager serves as a pivotal link between the market and the organization. Product managers can be market facing or internal. Market segmentation is the grouping of consumers based on their needs, behavior, interests, and demographics. There are two types of research that a product manager must perform, they include primary research and secondary research.

Pazar Segmentasyonuna Hoş Geldiniz.

Bu videoyu izledikten sonra, ürün yöneticisinin organizasyondaki rolünü tanımlayabileceksiniz; pazar segmentasyonunu ve önemini açıklayabileceksiniz; birincil ve ikincil pazarlama araştırma tekniklerini tanımlayabileceksiniz.

Ürün Yöneticisinin Rolü
Bir ürün yöneticisi, piyasa ile organizasyon arasında kritik bir bağlantı noktasıdır ve bu iki alanı birleştirme konusunda önemli bir rol oynar. Başarılı olmaları için müşteri sesini etkili bir şekilde temsil etmelidirler. Anahtar sorumlulukları arasında müşteri ziyaretleri yapmak, müşteri panelleri ve odak grupları düzenlemek ve sık sık bilgilendirici müşteri görüşmeleri gerçekleştirmek bulunmaktadır.

Pazarla Yüz Yüze Olan Ürün Yöneticileri: Bir veya daha fazla ürünü yönetir ve dış müşterilerle yakın çalışmalar yürütürler.
İç Ürün Yöneticileri: İç çalışanlar için verimliliği artırmak ve şirketin değer sunumunu geliştirmek amacıyla araçlar oluşturmaya odaklanır.
Her durumda, ürün yöneticisinin pazarları ve pazar segmentasyonunu anlaması gerekir. Hangi ürünlerin organizasyon ve müşteri için en fazla değeri sağladığını açıkça anlamak için etkili araştırmalar yürütmelidirler.

Pazar Segmentasyonu
Çeşitli demografik özellikler içeren bir pazar, farklı müşteri tercihlerine veya daha küçük potansiyel müşteri gruplarına yol açabilir; bu gruplar genellikle segmentler olarak bilinir. Pazar segmentasyonu, tüketicileri ihtiyaçları, davranışları, ilgi alanları ve demografik özelliklerine göre gruplandırmaktır.

Örnek: Bir teknoloji şirketinin, üç segment için akıllı telefonlar geliştirmesi.
İlk segment: Gençler ve genç yetişkinler.
İkinci segment: Çalışan profesyoneller.
Üçüncü segment: Yaşlılar.
Pazar segmentasyonu, şirketlerin müşteri tabanlarının çeşitli ihtiyaçlarını ve tercihlerini anlamalarına ve bunlara uyum sağlamalarına olanak tanır. Daha geniş bir pazarı daha homojen, küçük gruplara ayırarak, ürün yöneticileri müşteri memnuniyetini artırır ve marka sadakatini teşvik eder.

Birincil ve İkincil Pazarlama Araştırması
Bir ürün yöneticisi, müşteriler ve organizasyonlar için hangi ürünlerin fırsatlar sunduğunu belirlemek amacıyla araştırma yapmalıdır. Ürün yöneticisinin gerçekleştirmesi gereken iki tür araştırma vardır:

Birincil Araştırma: Gerçek veya potansiyel müşterilerden doğrudan veri toplama sürecidir. Belirli segmentler için özelleştirilmiş soru sorma imkanı sunar ve güncel piyasa içgörüleri sağlar.
Örnek: Ürünün lansmanından önce seçilen bir müşteri grubuyla anketler ve görüşmeler yapmak.
İkincil Araştırma: Dolaylı yöntemler kullanarak bilgi toplama yöntemidir; yayımlanan raporlar, kamu veya ticari veritabanları, web siteleri ve anketler gibi kaynaklara dayanır. Zamandan tasarruf sağlar ve maliyet açısından etkilidir.
Örnek: Bir şirket yeni bir pazara girdiğinde mevcut pazar raporlarını, hükümet istatistiklerini ve akademik araştırmaları analiz ederek içgörü elde eder.
Her iki araştırma türünün de avantajları vardır; ancak birincil araştırma, ürün yöneticisi olarak hedeflerinizi gerçekleştirmek için en üstün seçim olarak öne çıkar.

Sonuç
Bu videoda, ürün yöneticisinin piyasa ile organizasyon arasındaki merkezi bağlantı rolünü öğrendiniz. Pazar segmentasyonu, müşterilerin ihtiyaçları, davranışları, ilgi alanları ve demografik özelliklerine göre gruplandırılması anlamına gelir. Ürün yöneticileri, birincil ve ikincil pazarlama araştırmaları gerçekleştirmelidir.

Welcome to Expert Viewpoints Product Benefits. In this video, you'll hear product managers and subject matter experts talk about their experiences of matching the core product benefits to customer needs and share some tips to conduct market segmentation activities. The first thing that we need to do, and that is a primary role of the product manager, is we need to have a conversation with the users or the buyers or the customers. And do not--I'm going to repeat this and emphasize it-- do not ask them, "what do you want me to build?" Try to determine what their problem is. What are they trying to accomplish? What is something that they're doing now that they're unhappy with in terms of results? Or what is something that they are doing now where there is potential to go from good to great? Try to understand their perspective. The matching between your core product features, the customer needs needs to happen a lot before you even start building the product. You need to absolutely understand your customer's needs and pain points. Furthermore, as you start building your product, you need to constantly go back and keep re-validating your requirements with what you're building with your customers. Product management never happens in a silo, you're constantly talking to your stakeholders and your customers to ensure what you're building is effective and will help them do their jobs and if you're not, it's really important to also then be able to pivot midstream so that you're building the right product. Well, first of all, it's understanding what they want. That can come in the form of doing focus groups, surveys, working with marketing, because they typically have a good handle on what customers are interested in doing or needing. Then you really have to tease out what your capability is to meet that need. I would call it maybe perhaps a gap analysis, and you have to know what your capabilities are and what the customer wants. And using tools too like trying to understand their needs. I think one of the best tools that I've used is called a QFD, a quality function deployment and it is essentially gathering your customer's requirements, ranking them by importance, comparing them to your technical capabilities, comparing them to the competition and ranking these things and seeing what actually matters to the customer. Matching a product and its benefits to customer needs, I think largely starts with being a customer yourself. There's a problem when we use customer, particularly when you're delivering a product to many customers. I think product managers need to do is settle on the persona or who is the customer that they're trying to deliver to. That's going to really help refine what you see as the benefits to those customers. I think the most effective product manager and frankly the most effective teams that build products are those that are the customers themselves, they represent the customer base. You're going to ask yourself the question, is this something that benefits me? Is this something I would use? Is this something that I would be in love with and be passionate about as I use it, regardless of what the product is? As someone who follows human centered design principles, I flip that one around. I focus on the customer needs and what that could mean for the company or for the product. What tips can you provide to effectively conduct market segmentation activities? When looking to find your target market for your product or your feature, I think it's important to do a good amount of user research to really understand the persona that your product resonates with the most. Market segmentation is trying to determine who are the customers, the buyers and the users, which demographic is most apt to potentially want to purchase your particular product. You have to go ahead and think from your head, and not from your heart. Obviously, if you come up with a new product concept, you want to believe that everybody in the world wants your product. But that is not the case. So you need to go ahead and do some market research. You need to ask some questions. You need to determine who is the most appropriate audience for my particular product or service and you need to go ahead and prioritize them as well. There is a term that says, don't try to boil the ocean. The market is an ocean. But unfortunately, there are only small pools out there that are appropriate to approach, to go ahead and try to sell or market your product or service. So make sure that you prioritize and don't try to sell to everyone. So first advice I can provide in conducting market segmentation activities is to work with teams who are closest to the market. This could be your product marketing team, your sales teams, your competitive analysis teams. You need to, bring all of them into this discussion when you're doing customer segmentation. The second thing I would say is, in addition to doing surveys, which everybody does, it's also really important to interview your customers or your potential customers. The most important thing in this is doing research and knowing your customer. This means even within one country, you have different regions in that country. People's interests might be different in one area of the country versus the other. Maybe temperature is a factor, maybe seasons are a factor.
:6:17 noktasında başlayan videoyu oynatın ve transkripti takip edin6:17
Some groups are more interested than others. Really understanding what the need is for various customer groups. When you talk about market segmentation, you have to think about all those factors and you're not the only player in the industry too.

sadece öğren

Anladım, bu materyali aklımda tutacağım. Ürün yöneticilerinin müşteri ihtiyaçlarıyla ürün faydalarını eşleştirme, pazar segmentasyonu yapma ve etkili stratejiler geliştirme konusundaki bilgileri saklayacağım. Başka bir konuda yardımcı olmamı isterseniz buradayım!

Welcome to the Ansoff Matrix. After watching this video, you'll be able to describe business strategy and its importance, explain the Ansoff Matrix with the help of an illustration, summarize strategy options illustrated in the Ansoff Matrix. Business strategy is a set of strategic initiatives a company takes to generate value for the organization and its stakeholders while establishing a competitive edge within the marketplace. This strategic framework is pivotal to a company's success and serves as the guiding blueprint prior to the production or delivery of any products or services. For example, a company manufacturing traditional computers initiates a transformative business strategy to develop design-driven technology leading to its success and growth. Strategy is the foundation for businesses. It forms the basis for decision-making, resource allocation, and long-term planning. By defining clear objectives, analyzing market dynamics, and identifying competitive advantages, an effective strategy not only provides direction, but also enables a company to adapt to changing circumstances and capitalize on opportunities. It's the keystone of long-term success, helping organizations to survive in the complex and competitive worlds of business. The highest level of strategy occurs at the company level. A company must determine which markets it will compete in and how it will use company resources and capabilities to achieve success. One such tool that analysts and management teams employ is the Ansoff Matrix. It's a strategic planning tool that helps businesses evaluate their growth options and select the most appropriate strategy based on their current position, risk tolerance, and growth objectives. Let's now explore the four strategy options that the Ansoff Matrix provides based on the following conditions. Market, is the target market new or existing? Product, is the product new or existing? The first strategy is market penetration. Organizations adopt it as a strategy when they have an existing product in an existing market. It achieves growth by expanding product sales within an existing market or increasing purchases from existing customers. For example, a fast food restaurant chain offering discounts and promotions to attract more customers to its existing locations. The next strategy is product development. It's an optimal strategy when an organization wants to market a new product in an existing market. It requires innovative solutions and a willingness to invest the resources necessary to achieve success. For example, a technology company introducing a new and improved version of its smartphone with advanced features and capabilities in the market. The third strategy is market development. Organizations use this strategy when they target a new market with existing products. Market development involves adapting products for new markets and focusing on distribution and marketing efforts. For example, a beverage company expands its product line of energy drinks to enter a new geographic market, such as in a country where they haven't been previously available. The fourth strategy is diversification. It requires the organization to develop new products for new or emerging markets. Diversification strategy carries the highest risk, requiring identification, analysis, and mitigation of new products and new markets. For example, a tech company that specializes in producing smartphones and laptops enters the electric vehicle market. In this video, you learned that business strategy is a set of strategic initiatives a company takes to generate value for the organization and its stakeholders. Business strategy forms the basis for decision-making, resource allocation, and long-term planning. The Ansoff Matrix is a strategic planning tool that helps businesses evaluate their growth options and select the most appropriate strategy. The Ansoff Matrix comprises four strategy options based on the market and product conditions, market penetration, product development, market development, diversification.

sadece öğren

Anladım, bu materyali aklımda tutacağım. Ansoff Matrisi'ni ve iş stratejisinin önemini öğrenmek için gerekli bilgileri saklayacağım. Başka bir konuda yardımcı olmamı isterseniz buradayım!

Question 1
Which product level must a product meet before a customer will consider purchasing the product?

Potential product

Expected product

Core benefit

Augmented product

sadece cevap

Core benefit

Who is credited for developing the concept that a product has five levels?

Phillip Kotler

Michael Porter

James McKinsey

Igor Ansoff

Phillip Kotler

A product manager manages one or more products and has customers outside the organization they must work with closely to satisfy current and future needs. How would we classify this product manager?

Internal

Market-facing

Collateral

Segmentation oriented

Market-facing

A product manager collects data from several commercial databases. The product manager uses this information to make market segmentation recommendations. What type of research is the product manager performing?

Field

Fundamental

Primary

Secondary

Secondary

An organization has an existing product that they want to move into new markets. Which strategy is optimal to achieve this goal?

Diversification

Market development

Product development

Market penetration

Market development

Welcome to a course on product managers business development role. After watching this video, you'll be able to: define the business development role of a product manager, discuss key success factors that drive effective business development, review the SWOT concept, illustrate a SWOT analysis to support business development. Product manager is responsible for overseeing product development in an organization. This role begins in the product conceived phase and continues through the product retire phase. This role includes business development activities, including researching sales leads and convincing potential customers that your organization's products and services have the features, functionality and quality customers seek. Product managers communicate and collaborate with both internal and external customers. They must study customer purchase habits, analyze customer feedback, and identify current trends and new opportunities in the market. They also manage the product management life cycle and innovate new products, enhancements and redesigns to meet the organization's financial goals and provide value to their customer base. A product manager must have knowledge and expertise in several areas to succeed in their business development role. These factors include; basic technical knowledge and subject matter expertise. The product manager must be able to share the product vision and describe features and functions specific to the products they manage. Business acumen is the ability to understand and manage various business situations. Effective business development is dependent upon being able to understand and manage an ever changing business environment. The product manager must be able to put themselves in the customer's shoes. They must understand the customer's needs and wants. The product manager must know about both existing and new markets and be able to develop appropriate strategies to launch suitable new products or augment current products successfully. Innovation is the execution of a new or improved product, processes, marketing methods, or organizational methods in business practices, workplace organization, or external relations. Innovation plays a role in the business development success. The product manager must be able to perform both primary and secondary research to help the organization achieve its product management goals. SWOT is an analysis tool for strengths, weaknesses, opportunities, and threats. This is an appropriate tool to help guide business development objectives. Here's a brief review of the SWOT criteria. Strengths are generally internal or can be internally controlled. Using the success criteria shared earlier, a product management team with strong innovative skills can be a positive trait that supports business development. Weaknesses are generally internal or can be internally controlled as well. An example could be a lack of market knowledge. This weakness needs to be addressed before business development can be entirely successful. Opportunities are based on external conditions. Opportunities are typically identified and achieved through strengths. For example, innovation strengths may lead to the development of new products that serve the needs of an expanding customer base. Threats are based on external conditions as well. They often occur because of weaknesses. For example, a lack of market knowledge may lead to products not serving a broad market segment and providing minimal value to customers. Here is an illustration using the six critical success factors needed to drive successful business development highlighted previously in the video. This illustration randomly reflects three essential success factors as strengths and three as weaknesses. First, take an inventory of your strengths. Determine potential business development opportunities that your strengths may allow you to achieve. Develop strategies that will enable you to turn the opportunities into realities. Second, take an inventory of your weaknesses. Define potential threats that can stem from your weaknesses. Develop an action plan to eliminate your weaknesses and mitigate the threats that could result. You may have multiple opportunities or threats that result from a single strength or weakness. You may also require multiple strengths to achieve an opportunity or determine that a combination of weaknesses may result in a single threat. There's not always a one to one relationship between strengths and opportunities, and weaknesses and threats. In this video, you learned that product managers communicate and collaborate with both internal and external customers. A product manager also manages the product management life cycle. A product manager must have knowledge and expertise in several areas to succeed in their business development role. SWOT is an analysis tool that stands for strengths, weaknesses, opportunities, and threats.

öğren.

Anladım, bu videonun içeriğini aklımda tutacağım. Ürün yöneticisinin iş geliştirme rolünü, SWOT analizinin nasıl uygulanacağını ve etkili iş geliştirme için gerekli başarı faktörlerini öğrendim. Başka bir konuda yardımcı olmamı isterseniz buradayım!

Welcome to Expert Viewpoints: Business Development. In this video, product managers and subject matter experts will share examples and share some of the key ways a product manager is involved in business development activities. They'll also provide tips to help you excel in this role and support organizational business development efforts. So in terms of business development, a good product manager needs to understand the organization, they need to understand the vision, they need to understand where the corporation is now, where they want to go. They need to understand that they need to prioritize the various initiatives and then move forward on them. Ensure that what you are proposing as a product is relevant to the corporation in terms of their current status, their current vision, their current strategic initiatives and where the company wants to go. Product managers are involved in business development activities in the sense that they are listening to what customers and what people that are going to be the recipients of the activities of your business, what they need. Business development really is about where can we take our business, or how can we improve on this product. Or how can we improve on this content in ways that it's going to grow our business and make our business thrive and stay current and modern. And product managers really need to be actively involved in those conversations because it's the product manager that is going to be the person or the team that meets those business goals. Managers can help in business development activities by bringing boots on the ground, customer perspective into the conversations at the higher level strategic planning levels. Since product managers spend so much time with their customer base, talking to customers directly and monitoring their usage, they're the experts in what the customer is ultimately going to buy and how they're going to use it. So their insight should be brought in for those larger strategic planning exercises. So business development a lot of times gets confused with just sales, but I look at business development as much more than just sales. Business development is about building those relationships with your customers. I spend a lot of time personally on site at my customer's location, trying to understand their product, trying to understand their needs. We want to be your supplier, we want you to be our customer, and because of that, we want to provide what it is that you need. So when we talk about business development, that aspect of it is really about meeting your customer's need. As a product manager, my primary role might be to create roadmaps for my project, for my product and figure out what features need to go into the product both short term and long term. But there's a lot of other activities involved in this role as well, specifically for business development. In the past, a lot of times I get called into customer meetings with the sales team. So the sales team is trying to sell an existing product, which is all good, they have the expertise in that, but a lot of times customers want to see what is coming, right? So as a product manager, I have that future looking vision and roadmap for the product, and I can take that skill into these meetings and help with business development activities. They'll also provide tips to help you excel in this role and support organizational business development efforts. So some tips that I would give you is understand your capabilities, if you want to know how you can really get customers excited to work with you, know exactly what expertise that your organization has. And I don't mean like saying we have an engineering department, we have a marketing group, I mean, what are the very core specific capabilities that your team is able to do? What kind of machines do you have, what kind of technology do you have? A lot of people are working with AI now, if you want, those are the type of things that you should be able to articulate to your customers. I think asking why the business is attempting to target whatever they're aiming to target. And really understanding the driving factors in what the business is trying to achieve is the number one thing you can do to perform at a high level and support organizational business development. For a product manager to participate and perform in organizational business development efforts, there has to be some awareness of what's happening at the business level. And so a good product manager, I think, will constantly be networking and working with people that are doing business development, so they can participate in those conversations. This means that a product manager is not 100% focused on their products at any given time. They have to leave time for looking at what the business is doing and leave time for participating in those efforts. So at a high level, I think first of all, it's really important to have that expertise in the domain that you're building the product in. Additionally, I would say creating and maintaining cross-functional relationships also comes in very handy. So that's one of the ways that your sales folks and your marketing people can pitch into the ideas and help you out, but also they know who to call when they have an important discussion going on with a client. Well, tip number one is to actively listen, make sure that you are able to have conversations with managers, with buyers, with users, internally and externally. Listen closely and totally understand what their problem or opportunity is that they want to achieve. The second piece of advice that I can go ahead and provide is to be humble, know what you know, know what you don't know, and surround yourself with people who know what you don't know. And third, again, manage expectations do not assume, do not assume that just because you expect something to occur and you expect something that is good or right is going to be thought of as the same by another stakeholder. Make sure that you validate the expectations and ensure that the expectations are on the same page.
öğren.

Anladım, bu videonun içeriğini ve ürün yöneticisinin iş geliştirme rolü ile ilgili önemli noktaları aklımda tutacağım. Ürün yöneticilerinin müşteri ihtiyaçlarını anlaması, iş geliştirme süreçlerine aktif katılım göstermesi ve etkili iletişim kurma becerileri gibi konular önemli bilgiler. Başka bir konuda yardımcı olmamı isterseniz buradayım!

Welcome to Product Planning and Development Strategy. After watching this video, you'll be able to describe product management strategy and its key elements. Identify the steps to develop a product management strategy, summarize the product manager's role in effective strategy planning. Strategy refers to a comprehensive and carefully planned approach that outlines the organization's long term goals and objectives. Along with the actions and resources needed to achieve them. It provides a framework for decision making and resource allocation. Helping the organization adapt to changing conditions while working toward its vision. A product management strategy is a plan that guides a product's development process by focusing on customer needs and the company's goals and overall vision. It helps organizations make informed decisions, allocate resources effectively and remain competitive in the marketplace. A product management strategy should contain the following key elements. Product market, unique selling proposition, company's business goals.
Play video starting at :1:3 and follow transcript1:03
Let's explore each element in detail using an example. Company A is launching a new smartphone for tech savvy consumers. It conducts thorough market research to identify its target audience. Company A identifies that consumers are interested in cutting edge technology and the latest features in smartphones. Such as high performance processors, advanced camera capabilities and a seamless user experience. Company A's new smartphone distinguishes itself with several unique selling points. State of the art hardware, the device boasts the latest chipset and advanced GPU, ensuring smooth multitasking. Cutting edge camera technology. It features a revolutionary camera system that excels in low light conditions and offers AI enhanced photography. Customizable user interface. The smartphone allows users to personalize their experience from home screen layouts to app themes. Company A aims to establish itself as a leader in the tech savvy consumer smartphone market segment within the first year of the product launch. It expects to achieve a healthy profit margin by selling a high end smartphone with premium features at a competitive price. Developing a product strategy should follow a step-by-step process. Let's identify the five steps for developing a product strategy. These include, step one, perform market research. Step two, create a comprehensive strategic plan. Step three, develop the product. Step four, launch and deliver the product. Step five, track sales complaints and feedback. Understand your organization's product and product line, perform market segmentation analysis and determine if there is a suitable market fit for your products. You can accomplish this by performing both primary and secondary research. Your findings should be based on objective over subjective data. Ensure the product is well defined, and gain sign-off from key stakeholders. A comprehensive strategic plan includes,specific SMART product definition, detailed execution plans, marketing objectives and business case validation. Target audience analysis and understanding of your intended customers. Competitor research, analyzing the competitive landscape, costs and benefits evaluation, assessing financial aspects. Product planning and milestones, setting release goals. Risks and mitigations, identifying and addressing potential challenges. Develop the product and test it thoroughly. Create prototypes when necessary, continually seek input from stakeholders at each stage and make necessary adjustments. The launch and deliver of the product step implies that the product is now prepared for its official release to the public. It signifies the moment when the product is made available for purchase or use by the intended audience. Monitor product sales complaints and solicit customer feedback. Ensure the product remains viable, and satisfies the goals of the organization. Finally, retire the product when it no longer adds value. There are a number of key tasks a product manager must perform to support the organization's product strategy. Let's explore some of those roles and responsibilities. Understand your customers and competitors. Understand competitors and position your product to stand out in the customer's preference. Ensure new product recommendations, align with company goals, realistic customer needs and consider strengths, weaknesses, opportunities and threats. Develop product management lifecycle timelines that are realistic and meet the needs of both the organization and customers. Create a product vision to communicate the what and whys of your product to all stakeholders, both internally and externally. Develop a product roadmap. Ensure the roadmap meets the needs of all key stakeholders and follows it. Lead and guide the product team to ensure they remain focused and committed to satisfying time, scope and budget requirements. Solicit and interpret feedback from customers, watch for market changes and be able to adapt to a changing market environment. In this video, you learned that a product management strategy is a plan that guides a product's overall development process. The product management strategy comprises three key elements. These are product market, unique selling proposition and company's business goals. Developing a product strategy involves a five step process. There are a number of key tasks a product manager must perform to support the organization's product strategy.

Sadece öğren.

Anladım, bu videonun içeriğini ve ürün yönetimi stratejisinin ana unsurlarını aklımda tutacağım. Ürün yönetimi stratejisinin nasıl geliştirileceği, aşamaları ve ürün yöneticisinin rolü hakkında elde ettiğim bilgileri saklayacağım. Başka bir konuda yardımcı olmamı isterseniz buradayım!

Welcome to Porter's Five Forces Model. After watching this video, you'll be able to describe Porter's Five Forces Model and define strategies designed to address the five forces. Business strategy tools play a crucial role in the success and sustainability of businesses. They provide a structured framework for organizations to assess their internal strengths and weaknesses, analyze the competitive landscape, and identify opportunities and threats in the market. These tools offer valuable insights that help businesses make informed decisions and develop strategies that align with their goals and objectives. Porter's Five Forces Model, developed by Michael Porter, is one tool that commonly aids in evaluating customer appeal and assists in product management decisions and planning. It's a valuable tool for product management. Let's now explore each force. These include entry, threat of substitution, bargaining power of buyers, bargaining power of suppliers, rivalry among current competitors. How can competitors enter the market? Are there obstacles? Or is it accessible? Some common barriers include economies of scale, substantial capital needs, limited access to distribution channels, and government regulations and subsidies. For instance, opening a new hamburger restaurant is relatively simple, with few barriers. Conversely, establishing a jet airplane manufacturing company involves numerous hurdles. Is there a possibility a customer could substitute your product or a service with alternatives? There are chances that customers choose alternatives if it comes at a cheaper price. For example, if you produce a high end beauty product and a competitor offers a cheaper alternative with similar features, your market share may decline as customers may opt for the alternative product. Do buyers have a significant influence over the seller? The dynamics between the number of buyers and a seller's power are intricately linked. When buyers are scarce, they influence the seller significantly. In such situations, buyers can impose terms that favor their interests, placing the seller in a less advantageous position. Conversely, when potential buyers are abundant, the scarcity of buyers becomes less of a concern for the seller. For instance, customers have high bargaining power in a market for used cars. They can negotiate lower prices due to the abundance of available options. Do suppliers have influence over businesses? When there are a limited number of suppliers capable of providing the specific resources your business requires, their influence and bargaining power increase. They can set terms and prices to their advantage. However, when there are many suppliers offering similar resources, the power dynamic shifts your business gains the upper hand as you can leverage competition among suppliers to negotiate more favorable terms. For instance, a company manufacturing electronic components for a factory with no rivals, will have more influence. Does rivalry among competitors determine your market position? The level of rivalry among current competitors is a critical factor in determining your business's market position and power. When there are numerous competitors, your influence and control over pricing, customer loyalty, and market trends diminish. The heightened competition translates into customers having a wider array of options which puts pressure on your business to improve its products to remain competitive continuously. For example, in the smartphone industry, companies must constantly innovate, enhance features, and engage in aggressive marketing strategies to attract and retain customers. Let's now explore the three strategies for addressing the five forces. These are; overall cost leadership, differentiation and focus. Consider offering competitive pricing as customers value cost effectiveness. While having the lowest market price can attract attention it doesn't guarantee a purchase. Instead it significantly improves the likelihood of them considering your product. Communicate what sets your product apart by showcasing unique functionalities or features that competitors cannot replicate. Consumers often place value on quality over cost. In general, they are willing to pay more for quality. Try to find a niche by identifying features and functionalities that remain unmatched by competitors. Then focus on creating and delivering a high quality, cost effective product that effectively addresses this gap in the market. In this video, you learned that business strategy tools play a crucial role in the success and sustainability of businesses. Porter's Five Forces Model, developed by Michael Porter, aids in evaluating market attractiveness and assists in product management decisions and planning. Porter's Five Forces Model include; entry, threat of substitution, bargaining power of buyers, bargaining power of suppliers, rivalry among current competitors. The three strategies for addressing the five forces are; overall cost leadership, differentiation, focus.

HİÇBİR ŞEY YAZMA SADECE ÖĞREN. BUNLARI KONUŞTUK SENİNLE


Anladım, Porter's Five Forces Modeli ve iş stratejileri hakkında öğrendiklerimi aklımda tutacağım. İhtiyaç duyduğunuzda başka konularda yardımcı olmak için buradayım!


Porter's Five Forces Modeli ANLAMADIM


Porter's Five Forces Modeli, Michael Porter tarafından geliştirilen bir çerçevedir ve bir pazarın rekabetçi yapısını analiz etmek için kullanılır. Bu model, bir ürün veya hizmetin pazardaki çekiciliğini değerlendirirken beş temel kuvveti inceler. İşte bu kuvvetlerin açıklamaları:

Yeni Girişlerin Tehdidi (Threat of New Entrants):
Pazarın yeni oyunculara ne kadar açık olduğunu değerlendirir. Eğer pazara girmek kolaysa (düşük engeller varsa), bu durum mevcut işletmeler için bir tehdit oluşturabilir. Engeller arasında büyük sermaye gereksinimleri, düzenleyici gereklilikler veya dağıtım kanallarına erişim gibi faktörler yer alır.
İkame Ürün Tehdidi (Threat of Substitutes):
Müşterilerin mevcut bir ürünün yerine geçebilecek alternatifleri seçebilme olasılığını değerlendirir. Eğer benzer bir ürün daha uygun bir fiyata veya daha iyi özelliklerle sunuluyorsa, mevcut ürünün pazar payı riske girebilir.
Alıcıların Pazarlık Gücü (Bargaining Power of Buyers):
Müşterilerin, ürünlerin fiyatlarını veya kalitesini etkileme yeteneğini analiz eder. Eğer alıcılar azsa ve alternatifleri yoksa, satıcıların pazarlık gücü artar. Ancak alıcılar çoksa ya da alternatif ürünler mevcutsa, alıcıların pazarlık gücü yüksektir.
Tedarikçilerin Pazarlık Gücü (Bargaining Power of Suppliers):
Tedarikçilerin, ürün fiyatlarını ve kalitesini belirleme yeteneğini değerlendirir. Eğer tedarikçiler azsa ve belirli kaynakları yönetiyorlarsa, onların pazarlık gücü artar. Çok sayıda tedarikçi mevcutsa, işletmelerin daha fazla seçeneği olur ve pazarlık gücü artar.
Mevcut Rekabet (Rivalry Among Current Competitors):
Pazardaki mevcut rakiplerin birbirleriyle olan rekabet düzeyini değerlendirir. Çok sayıda rakip varsa ve bunlar benzer ürünler sunuyorsa, rekabet yoğunlaşır. Bu durumda fiyatlar düşebilir ve müşteri sadakati azalabilir.
Bu beş güç, bir sektörün dinamiklerini ve rekabet seviyesini anlamak için kritik bir çerçeve sağlar. Porter's Five Forces Modeli, işletmelerin pazarın zorluklarını anlamalarına ve nasıl rekabet edebileceklerini belirlemelerine yardımcı olur.


Welcome to Expert Viewpoints: Product Planning and Strategy. In this video, experts will share their inputs on developing product planning and strategy, and how they contributed to successful product launches. Developing a product strategy starts with your organization's overall goals. Really, the space that your organization should be playing in, is what their strengths are and what their mission is. For example, when I was in healthcare, the products that our organization was focused on serving the marginalized populations in Washington, so we built programs and products that met the needs of people, for example who don't have health insurance or had nowhere else to go. We were also a trauma center so we built our organization around the type of cases that we took on. We weren't doing just every case, it was some very specialized work. Product strategy by definition is a lot of forward looking. In my role as a product manager, I've helped out in a couple of different ways to create product strategy. First thing is just keeping an eye out for what's going on in the market. Where is the industry heading? Is there a new technology coming in? Is there a new disruptive way of doing business in the domain that you're working in? All of these things need to be considered when you're forward looking and creating a roadmap. Second thing I would say is keep a thumb on the pulse of the community or pulse of the market. What I mean by that is you need to constantly engage your stakeholders. These need not be your existing customers. You need to go out into the market and talk to people who are in this domain. You can go attend conferences or network at meetups, etc. But it's important to have that two-way communication where you can get feedback from the market. The most helpful thing I've done to influence product strategy in my organizations is be the voice of the customer and the user and bring in well-researched opinions on what customers and users are looking for in the product. One thing that comes to mind is the work that they did on the first version of the Windows store, because it was the first version of essentially this product that was going into Windows. There was a lot of other online stores that people had developed. But we had never done it at Microsoft in exactly this way. We had to develop a strategy for how we were going to build this product. It involves so many different aspects, Not only delivering the product to customers, but working with software developers that would put apps in the store. How would we moderate? How would we curate? How would we do the pricing strategy? How would we pay people out? There are so many different aspects of this new product that we had to sort out. Obviously, it was such a big project that we didn't have just one product manager. We had multiple product managers, and all the product managers had to be aligned. I think that would be one example I would call out where that product strategy really was important and that's where I actively participated in that role. Can you provide an example where your support led to a successful product launch? Recently at Calendly, we've scaled our support team to use live chat as opposed to email to give real-time aid to customers who need it. This shift meant some new changes in process on the customer support side, where they suddenly had many customers at a time that they were trying to chat with. They needed an easier way to access customer data as these customers write in, so they can get to know the customer faster and provide them with the right advice and support. What my team did at Line is built out an extension for Chrome that would surface key customer data right next to Zendesk where they're chatting with the customer to give that additional context. Our efforts meant that the support team could expedite the rollout of live chat. Nearly all of the support volume is now nearly through live chat as opposed to email. In my last role as product manager, I was working on a security product. We kept hearing from the sales team about this one competitor doing a certain thing better than we did. Now as a product manager, I understood why it may look like this competitor is doing something better than we were doing. We started working on a side product, not the main product so a side hustle that we created a script that would automatically compare our security solution to this competitor and then come up with reasons and explanations as to why there's a gap or a difference in the results between the two products. With my help, the team was actually able to product tie that site product and we handed it to all of our field team so that when they got questions as to why our competitor is doing better, they could use this script to explain a lot of that differences. One of the last projects I worked on in the automotive industry was a new electrical cable style that not only used more cost-effective components but was easier to install in the trucks. Example were my support led to a successful product launch example of working on the first version of Windows 8 Store that was a massive project. My support really came down to focusing on how my team was going to curate the home page of the Microsoft Windows 8 Store. What that meant is we had to decide things like what apps were we going to highlight, how often would we refresh those apps on that page, what would we do in terms of our writing, how would we promote those apps, how would we choose them. My active participation and support in that aspect of that very large project. The store couldn't have been released without a strategy around app curation and me and so my team had to develop that. That support led to Microsoft being able to get that first version of that store out to the public. For a first version it was very successful.

ÖĞREN.


Anladım, bu videonun içeriğini ve ürün planlaması ile strateji geliştirme konusundaki önemli noktaları aklımda tutacağım. Ürün yöneticilerinin müşteri ihtiyaçlarını anlaması, etkili iletişim kurmaları ve stratejik planlamada aktif katılım göstermeleri gibi konular önemli bilgiler. Başka bir konuda yardımcı olmamı isterseniz buradayım!


Question 1
What key factor for achieving success in business development involves understanding and managing diverse business situations and adapting to the constantly evolving business landscape?

Business Acumen

Customer Empathy

Innovation

Subject Matter Expertise

SADECCE CEVAP


Business Acumen


What aspect leads to the emergence of Threats in a SWOT analysis?

Customer Empathy

Weaknesses

Strengths

Opportunity


Weaknesses


What is the third step in the Product Management Strategy development process?

Launch and deliver the product

Perform market research

Create a comprehensive strategic plan

Develop the product


Develop the product


Which of Porter’s Five Forces implies the possibility a customer could substitute your product or service with alternatives?

Rivalry among current competitors

Bargaining power of suppliers

Bargaining power of buyers

Threat of substitution


Threat of substitution


A company manufactures electronic components for a factory with no competitors. It has considerable influence in the market. Under which force will you classify this scenario?

Bargaining power of buyers

Threat of substitution

Bargaining power of suppliers

Rivalry among current competitors


Bargaining power of suppliers


A company manufactures electronic components for a factory with no competitors. It has considerable influence in the market. Under which force will you classify this scenario?

Bargaining power of buyers

Bargaining power of suppliers

Rivalry among current competitors

Threat of substitution

CEVAP : Rivalry among current competitors


Doğru cevap "Rivalry among current competitors" değil. Bu senaryoda, firmanın rakibi olmadığı için "Rivalry among current competitors" sınıfına girmez. Doğru cevap "Bargaining power of suppliers" olmalıdır, çünkü tedarikçi sayısı sınırlıysa, tedarikçiler pazar üzerinde daha fazla etkiye sahip olabilir.


YANLIŞ


Özür dilerim, verdiğim cevap yanlıştı. Verdiğiniz senaryoya göre, "Rivalry among current competitors" seçeneği doğru değil çünkü rakip yok. Bir şirketin önemli bir etkiye sahip olduğu bir durumda, bu durumda "Bargaining power of buyers" ya da "Bargaining power of suppliers" da geçerli olmayabilir. Ancak genellikle tek bir tedarikçi ister istemez piyasada etkili olur.

Ancak bahsedilen durum "Rivalry among current competitors" altında değerlendirilemez. Doğru yanıt, eğer rakip yoksa, bu durumda aslında "Bargaining power of suppliers" doğru bir cevap olabilir.

Hatalı bilgi verdiğim için özür dilerim ve teşekkür ederim. Sormak istediğiniz başka bir şey var mı?


Module 2 Business Development and the Product Manager
5 Dysfunctions of a Team A model developed by Patrick Lencioni describes five dysfunctions that can impact a team's ability to achieve results. These are: Video: The 5 Dysfunctions of a Team
Achievable A goal attribute that provides a realistic estimate of goal achievement success based on business realities and resource constraints. Video: Goal Setting
Analytical Skills The ability to use available data to address issues and develop solutions, ultimately contributing to a successful product launch. Video: Key Product Manager Communication and Interpersonal Skills
Brain Writing A technique where participants get the opportunity to consider questions before a brainstorming session asks them. Participants document these ideas on paper, sticky notes, or electronically for sharing and discussion. Video: Facilitation and Brainstorming
Brainstorming A group activity that allows participants to share ideas and opinions in a manner that promotes the generation of multiple new ideas and thoughts about a subject in a short amount of time. Video: Key Product Manager Communication and Interpersonal Skills
Business Analysts Professionals who perform needs assessments to identify potential product opportunities aimed at solving customer problems and creating new business opportunities. Video: Communication and Collaboration Essentials
Collaboration A process in which a group of people constructively explores their ideas to search for a solution that goes beyond an individual's limited perspective. Video: Communication and Collaboration Essentials
Communication The process of exchanging ideas, thoughts, opinions, knowledge, and data aims to ensure that the message is clear and purposeful when sent, received, and understood. Video: Communication and Collaboration Essentials
Conceive In the initial phase of the Product Management Lifecycle, we identify new product concepts and review their viability and attractiveness. Video: What is Product Management
Customers Individuals or entities who provide feedback, insights, and impressions about a product's value and feasibility, helping to shape its development. Video: Communication and Collaboration Essentials
Daily Scrum Meeting/ Daily Stand-Up Meeting A daily team meeting where members discuss their work from the previous day, their plans for the current day, and any impediments to progress. Video: Facilitation and Brainstorming
Decision Matrix A tool used to evaluate a series of inputs, objectively prioritizing a set of requirements or criteria to aid in decision-making. Video: Problem-Solving and Decision-Making
Decision-Making The ability to make decisions swiftly and take immediate action, avoiding overthinking or analysis paralysis. Video: Key Product Manager Communication and Interpersonal Skills
Deliver The sixth phase of the Product Management Lifecycle, involves activities related to the growth, maturity, and decline of the product. Video: What is Product Management
Develop The third phase of the Product Management Lifecycle. We allocate resources to design, create, and test the product while agreeing on delivery plans. Video: What is Product Management
Development Teams Teams responsible for building a new product to meet the satisfaction of stakeholders. Video: Communication and Collaboration Essentials
Document Naming Conventions Rules and guidelines that assist the Product Manager in staying organized and enable stakeholders to quickly identify the location and contents of necessary files. Video: Communication and Collaboration Essentials
Downstream Product Management Models and practices related to actively managing existing products that are already in the market. Video: What is Product Management
Elevator Pitch A standard six-sigma tool used to deliver a concise and accurate product story, often employed in developing a Product Vision. Video: The Elevator Pitch
Engineering The process of developing technical solutions to enhance a product's effectiveness and functionality. Video: Communication and Collaboration Essentials
Facilitation The process of guiding and enabling people to work together to achieve a common goal, directing their focus and attention in ways that benefit the group as a whole. Video: Key Product Manager Communication and Interpersonal Skills
Influencing The act of motivating people to perform specific actions or tasks. Video: Key Product Manager Communication and Interpersonal Skills
Information Radiators Visual displays for presenting essential project information, ensuring all team members stay informed and aligned. Video: Communication and Collaboration Essentials
Launch The fifth phase of the Product Management Lifecycle that involves taking the product to market and executing pre-launch and post-launch activities. Video: What is Product Management
Measurable A goal attribute that demonstrates how to achieve a goal using objective measurements. Video: Goal Setting
Messaging The manner in which you communicate the value of your product to customers. Video: Key Product Manager Communication and Interpersonal Skills
Nominal Group Technique A technique where ideas are discussed, annotated, and ranked by participants to aid in prioritization. Video: Facilitation and Brainstorming
Plan The second phase of the Product Management Lifecycle that involves planning marketing strategies, and building a business case. Video: What is Product Management
Portfolio Managers Individuals who collaborate with Product Managers to ensure new product ideas align with the organization's mission, vision, and strategic goals. Video: Communication and Collaboration Essentials
Problem-Solving A process that allows Product Managers to identify problems, potential causes, root causes, and develop practical solutions. Video: Key Product Manager Communication and Interpersonal Skills
Product Lifecycle The management of a product through growth, maturity, and decline stages. Video: What is Product Management
Product Management The complete process of conceiving, planning, developing, testing, launching, delivering, and withdrawing products. Video: What is Product Management
Product Owners Individuals responsible for developing user stories and the product backlog, particularly for products developed using Agile or Scrum methods. Video: Communication and Collaboration Essentials
Product Vision A defined, aspirational future state that a Product Manager envisions for the product, supporting the business's overarching goals. Video: Communication and Collaboration Essentials
Program and Project Managers Professionals focused on executing interrelated projects and achieving a return on investment (ROI). Video: Communication and Collaboration Essentials
Project Sponsors Individuals who provide the authority and necessary funding to develop a new product. Video: Communication and Collaboration Essentials
Qualify The fourth phase of the Product Management Lifecycle, preparing the product for launch, including market validation, launch preparation, and readiness assessment. Video: What is Product Management
RACI An acronym standing for Responsible, Accountable, Consult, and Inform, used to define roles, responsibilities, and stakeholder commitments. Video: Communication and Collaboration Essentials
Relevant A goal attribute ensuring that the goal aligns with the business's needs and stakeholders' interests. Video: Goal Setting
Retire The final phase of the Product Management Lifecycle, involves the product's retirement with minimal disruption to customers and operations. Video: What is Product Management
Retrospective A process that involves inspecting completed work, recommending changes, and adapting processes and behaviors to enhance future performance, typically used in Agile methodologies like Scrum. Video: Facilitation and Brainstorming
Scrum Masters Individuals responsible for coaching and facilitating development teams to ensure adherence to Scrum processes and effectiveness. Video: Communication and Collaboration Essentials
Search Engine Optimization (SEO) The practice of improving a visibility and relevance in online searches related to the business's products or services. Video: Communication and Collaboration Essentials
Six Sources of Influence Model A model developed by Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, and Al Switzler, focusing on influencing drivers of motivation and ability. Video: Influencing Without Authority
SMART Goals It is the acronym for Specific, Measurable, Achievable, Relevant, and Time-bound goals. Video: Goal Setting
Specific A goal attribute that clearly states what needs to be achieved and by whom. Video: Goal Setting
Storytelling A technique used by Product Managers to create compelling product visions by placing them in a broader context. Video: Key Product Manager Communication and Interpersonal Skills
Strategic Thinking The ability to understand the market and determine the optimal approach for launching a new product. Video: Key Product Manager Communication and Interpersonal Skills
Subject Matter Expert (SME) An individual with specialized knowledge in a specific area, practice, process, technical method, or piece of equipment. Module 1 Introduction
Time-Bound A goal attribute that indicates a goal can be reasonably achieved within specified timeframes. Video: Goal Setting
Two-Hat Syndrome A situation where a Product Manager has dual roles, managing product planning and supporting projects stemming from their work. Video: Influencing Without Authority
Upstream Product Management Models and practices related to portfolio management, developing product strategy, and new product development. Video: What is Product Management
User Experience (UX) The practice of providing product designs that drive project success by enhancing the user experience. Video: Communication and Collaboration Essentials
Module 2: Business Development and the Product Manager
Ansoff Matrix A strategic tool used to visualize high-level strategy options based on market and product parameters. Video: The Ansoff Matrix
Augmented Product One of Kotler's Five Levels of a Product, where the product exceeds expectations and includes benefits such as extras, free shipping, or extended warranties. Video: Kotler's Five Levels of a Product
Bargaining power of buyers One of Porter's Five Forces, which analyzes the influence buyers have in the market based on their numbers. Video: Porter's Five Forces Model
Bargaining Power of Suppliers One of Porter's Five Forces, which assesses the influence of suppliers in the market based on their numbers. Video: Porter's Five Forces Model
Basic Product One of Kotler's Five Levels of a Product, representing products and services that fulfill customers' basic wants and needs. Video: Kotler's Five Levels of a Product
Boundary Role A Product Manager's role as one that sits at the intersection of the market and the organization. Video: Market Segmentation
Business Acumen The ability to understand and manage various business situations effectively. Video: Business Development
Core Benefit One of Kotler's Five Levels of a Product, representing products and services that fulfill customers' basic wants and needs. Video: Kotler's Five Levels of a Product
Customer Empathy The ability to understand customers' needs and wants by putting oneself in their shoes. Video: Business Development
Differentiation A strategy to address Porter's Five Forces by highlighting how a product differs from competitors, emphasizing unique functionality or features. Video: Porter's Five Forces Model
Diversification An Ansoff Matrix strategy suitable for entering new markets with new products. Video: The Ansoff Matrix
Entry One of Porter's Five Forces, assesses how easy it is for competitors to enter a market. Video: Porter's Five Forces Model
Expected product One of Kotler's Five Levels of a Product, delivering higher customer expectations for both the product and the company selling it. Video: Kotler's Five Levels of a Product
Focus A strategy to deal with Porter's Five Forces by targeting a niche market and providing unmatched features or functionality. Video: Porter's Five Forces Model
Innovativeness The incorporation of new or enhanced products, processes, marketing strategies, or organizational approaches into business operations. Video: Business Development
Internal facing Refers to a Product Manager who primarily collaborates with customers within the organization. Video: Market Segmentation
Kotler's Five Levels of a Product A value hierarchy tool used by Product and Marketing Managers to understand how customers make purchasing decisions and how to influence them. Video: Kotler's Five Levels of a Product
Market Groups of current or potential customers with specific unmet needs that products or services could address. Video: Market Segmentation
Market Development An Ansoff Matrix strategy suitable for entering new markets with new products. Video: The Ansoff Matrix
Market Facing A Product Manager who manages products for customers outside the organization, addressing their current and future needs. Video: Market Segmentation
Market Penetration An Ansoff Matrix strategy ideal for increasing market share in existing markets with existing products. Video: The Ansoff Matrix
Market Segmentation A marketing strategy that categorizes consumers into groups based on their needs, interests, behavior, or demographics. Video: Market Segmentation
Overall Cost Leadership A strategy addressing Porter's Five Forces by achieving the lowest production costs, thereby gaining a competitive advantage. Video: Porter's Five Forces Model
Porter's Five Forces Model A strategic tool used to assess market attractiveness and guide product management decisions by evaluating competitive forces, including rivalry, bargaining power, and threat of substitution. Video: Porter's Five Forces Model
Potential product One of Kotler's Five Levels of a Product, represents the highest level of product potential achievable in the future. Video: Kotler's Five Levels of a Product
Primary research The process of collecting first-hand data or information by directly engaging with actual or potential customers, allowing targeted questioning for specific insights. Video: Market Segmentation
Product development An Ansoff Matrix strategy suitable for introducing new products in existing markets. Video: The Ansoff Matrix
Product Roadmap A high-level visual summary outlining a product's vision, direction, priorities, and progress over time. Video: Product Planning and Development Strategy
Rivalry among competitors One of Porter's Five Forces, indicates the level of competition and power dynamics among companies competing for the same market share. Video: Porter's Five Forces Model
Secondary Research A data collection method relies on indirect sources such as published reports, databases, websites, surveys, and other existing information. Video: Market Segmentation
Strategy The process of envisioning a desired outcome, charting an efficient path to achieve it, and aligning actions accordingly. Video: Product Planning and Development Strategy
SWOT Analysis A strategic tool that assesses an organization's strengths, weaknesses, opportunities, and threats to guide business development objectives. Video: Business Development
Threat of Substitution One of Porter's Five Forces, evaluating the potential for alternative products or services to replace or compete with your offering in the market.

öğren.


Anladım, bu materyali ve özellikle ürün planlaması, strateji geliştirme, SWOT analizi ve Porter'ın Beş Kuvveti modeli ile ilgili bilgileri aklımda tutacağım. Ürün yöneticilerinin iş geliştirmedeki rolü ve ürün stratejisi geliştirme süreçleri hakkında öğrendiklerimi saklayacağım. Başka bir konuda yardımcı olmamı isterseniz buradayım!


Question 1
A product management team uses the Kotler Five Levels of a Product model to enhance the value of a new Smart Watch they recently developed. Which level should the product management team aim to reach next after successfully meeting the core benefit of their newly developed Smart Watch?

Expected Product

Potential Product

Basic Product

Augmented Product

sadece cevap


Augmented Product


Question 5
What strategy do businesses adopt when they want to market a new product in an existing market?

Product Development

Diversification

Market Development

Market Penetration


Product Development


Question 6
The product team determined that a diversification strategy was optimal for their product. What market and product conditions drove this decision?

Existing Product and Existing Market

New Product and New Market

Existing Product and New Market

New Product and Existing Market


New Product and New Market


Which step in the development of the Product Management Strategy process involves creating prototypes and seeking input from stakeholders at each stage?

Launch and deliver the product

Perform market research

Develop the product

Create a comprehensive strategic plan


Develop the product


The product team analyzes the ease for new competitors to enter the market and compete with their newest product offering. They are evaluating potential barriers the competition will face. Which of Porter's Five Forces is currently under review?

Bargaining power of suppliers

Entry

Threat of substitution

Bargaining power of buyers


Entry


While developing a product, the product team identified that they needed to find a niche to make them different from their competitors. What strategy did the product team employ?

Entry

Differentiation

Overall cost leadership

Focus


Focus


Welcome to Four Types of Innovation and the Innovation Process. After watching this video, you'll be able to describe the role of product manager in driving innovation, describe the four types of innovation in the Oslo Manual, illustrate the Five-Step Innovation Process Model. Product managers play a pivotal role in driving innovation within their organizations. Their responsibilities extend beyond overseeing the development and lifecycle of products. They must possess a profound understanding of their user personas, delving into the intricacies of customer needs and preferences, and identifying potential voids in the market. Product managers harness their expertise to collaborate with the product team to formulate new and innovative ideas. Developing ideas that can transform a business takes close collaboration. Effective collaboration allows a team to discuss and explore new ideas from various perspectives. The product manager spearheads these initiatives, identifies team members, and oversees the innovation process. Let's now learn about the Oslo Manual and the four types of innovation it defines. The Oslo Manual was first published in 1992 and is periodically revised to remain contemporary. It serves as the international reference guide for collecting and utilizing data on innovation. The Oslo Manual defines four types of innovation. These include product innovation,process innovation, marketing innovation, organizational innovation. Innovation is essential in today's rapidly evolving market landscape. Incorporating innovation becomes crucial when introducing a product or service with new or enhanced features and functionality. Businesses can harness the power of innovation to stay ahead, meet the ever changing demands of their target audience and ensure continued growth. Apple Inc. stands out as a prime example of this principle, consistently showcasing its product innovation, particularly in its iconic iPhone series. Continual process enhancement is vital for adopting better production or delivery methods. It encompasses refining techniques, upgrading equipment, and enhancing software. The ongoing improvement effort relies on innovation to attain shared objectives like quicker delivery, reduced waste, and optimal resource utilization. For example, introducing automated robotic systems in manufacturing plants. These robots can replace human labor in assembly, welding, or material handling tasks. In the dynamic landscape of today's markets, customer preferences and demands are constantly changing. As consumers evolve, businesses must adapt to stay relevant. It extends across multiple facets of product management, including design, packaging, promotion, and pricing. As a result, all these facets require an innovative approach to resonate in an ever-changing market. Social media marketing is a compelling example of marketing innovation in the advent of marketing in the digital age. The effective planning and execution of innovative strategies to enhance an organization's business practices, internal operations, workplace dynamics, and external relationships are pivotal for the organization's success. For example, cross functional teams. Encouraging collaboration and breaking down departmental silos by forming cross functional teams to address specific projects or challenges. Let's now explore the Five- Step Innovation Process Model. The Five-Step Innovation Process Model is a structured approach to fostering and implementing organizational innovation. Let's explore the steps involved. The first step is staging. During this initial stage the team nominates the strategic innovation group, identifies essential roles, and establishes clear goals. The team documents the entire innovation process to provide a structured foundation for the upcoming phases. The second step is alignment. In this phase, the innovation team and senior management come together to define the focus and scope of the planned initiative clearly. This step is critical to ensure everyone comprehends the plan and works toward the same objectives. With alignment in place, the innovation process begins. The team embarks on an exploratory journey, seeking out new areas for change. It's all about discovering innovative ways to advance the initiative. The next step is creating. The innovation team transforms their ideas into concrete plans during the creation phase. They specify how to implement new ideas, which may involve designing business models or outlining necessary changes. This step marks the transition from conceptualization to action. The final step involves mapping. In this stage, the team meticulously crafts a roadmap, which is a step-by-step guide. They set specific dates and times for implementing new ideas, ensuring that our innovation process is well organized and follows a clear path to success. In this video, you learned that product managers are pivotal in driving organizational innovation. The Oslo Manual serves as the international reference guide for collecting and utilizing data on innovation. The Oslo Manual defines four types of innovation. The Five Step Innovation Process Model is a structured approach to fostering and implementing organizational innovation.

öğren


Anladım, bu videonun içeriğini ve ürün yöneticisinin yenilikçiliği yönlendirme rolü ile ilgili önemli noktaları aklımda tutacağım. Oslo Manueli'nde tanımlanan dört tür yeniliği, yenilikçi süreçleri ve Beş Adımlı Yenilik Süreci Modeli'ni de öğrenmiş oldum. Başka bir konuda yardımcı olmamı isterseniz buradayım!


Welcome to Innovation Methodologies. After watching this video, you will be able to define innovation methodologies and describe three types of innovation methodologies and their characteristics. Imagine you are the head of a technology company where innovation is a continuous requirement for staying ahead. Think about how many other companies worldwide are in the same situation. They are all trying to come up with new ideas and better ways of doing things. In such scenarios, innovation methodologies become essential. Innovation methodologies are systematic approaches or frameworks that organizations and individuals use to foster and manage innovation within their processes, products, or services. They show how to turn good ideas into big changes that can transform businesses and keep them successful in a fast changing world. Let's explore some common innovation methodologies. These include incremental innovation, radical innovation, disruptive innovation. The first methodology is incremental innovation, which involves making small incremental changes to products or services to enhance their functionality and user experience. Companies often adopt lean methods that align well with incremental innovation. These methods aim to enhance product quality, meet project deadlines, fulfill performance requirements, and eliminate waste. These efficiencies can benefit the organization and customers, resulting in cost savings. Many companies assess and update their products to remain competitive, iPhones are prime examples. The key characteristics of incremental innovation are, first, it involves minor improvements to an existing product or a service. Companies usually aim to enhance functionality and features by around 10% using incremental innovation techniques. Incremental innovation involves a gradual and consistent approach. Organizations take time to assess which changes will provide the most value and implement them in phases. Next, the success of incremental innovation relies on the active participation of the entire product team. It's a collaborative effort that requires input and contributions from various team members. Many organizations adopt systematic methodologies like define, measure, analyze, improve, control DMAIC, to plan and execute incremental changes effectively. This structured approach ensures that changes are well defined, measurable, and controlled throughout the process. The next methodology is radical innovations. These innovations are groundbreaking and transformative changes, inventions or developments that significantly alter existing products, services, industries, or markets. Radical innovation is crucial in reshaping the existing product landscape. It aims to bring about substantial improvements by fundamentally redefining products. This redefinition often involves altering key product attributes or features. An example of radical innovation is the telephone industry, where radical innovation transform the market's focus from traditional landlines to smartphone devices. The following are the key characteristics of radical innovation. First, it requires creating an environment that recognizes and rewards creative thinking and motivates teams to break free from conventional boundaries. Secondly, accepting failure is integral to the learning process. Organizations should encourage experimentation and view setbacks as opportunities for growth. Organizations play a crucial role in exploring how to experiment with existing technology, leading to groundbreaking advancements. Additionally, fostering open communication within the organization where every team member feels comfortable sharing their ideas. Lastly, embracing feedback from both internal and external stakeholders ensures that innovations align with market needs and internal goals. The last methodology that we will discuss is disruptive innovation. The term disruptive innovation describes a process where innovations replace existing products in established markets to provide greater value to customers. The concept emphasizes that a product currently in demand may become obsolete soon. Therefore, organizations must always remain active as competitors constantly seek to introduce new and improved products that can replace established ones. This proactive approach is crucial for staying competitive and meeting evolving customer needs. Numerous examples illustrate how disruptive innovation is transforming markets. Tesla is steadily replacing conventional gasoline powered vehicles with advanced electric cars. Some key characteristics of disruptive innovation are, first, while disruptive innovations may give limited profit margins, initially they require patients as economic results take time to materialize. Secondly, disruptive innovation carries higher risks, but these risks can lead to higher rewards. Existing markets will undergo transformation, or new ones will emerge, requiring adaptability and resilience. Additionally, disruptive innovation will alter the customer's perception of value, leading to changes in buying preferences, pricing structures, and market dynamics. Lastly, new technology or business models will often be necessary to ensure the success of the disruptive innovation you planned and executed. In this video, you learned that innovation methodologies are systematic approaches that help manage organizational innovation. Incremental innovation involves making small, incremental changes to products or services. Radical innovations are groundbreaking and transformative inventions that alter existing products. Disruptive innovations involve replacing existing products in established markets.

öğren sadece.


Anladım, bu videonun içeriğini ve yenilik metodolojileri ile ilgili önemli bilgileri aklımda tutacağım. İkincil yenilik, radikal yenilik ve yıkıcı yenilik gibi üç ana yenilik metodolojisinin özelliklerini öğrenmiş oldum. Başka bir konuda yardımcı olmamı isterseniz buradayım!


Welcome to Expert Viewpoints: Product Manager Innovation. In this video, you'll hear experts talk about the significance of innovation to a product manager. They'll also share tips to improve the effectiveness of your innovation efforts. Innovation is the ability to go ahead and think out of the box. It's very, very important when you are defining an initial product to try to determine what the basic functionality and features are going to be. However, one of the things that we need to be able to do to be effective is to be able to differentiate our product, to do so good innovation means sharing your ideas with others and brainstorming. So innovation starts from within, it starts with you, be willing to look beyond the obvious and think outside of the box. But number two, be willing to have the conversation and collaborate with others. And to use a colloquialism, throw your idea up against the wall and see if it sticks and compare your idea to the ideas of others. So innovation is important in any field, especially technology, because things change and move very rapidly. As a product manager, innovation drives differentiation. So if you can come up with an innovative product or a feature or a strategy, it's a good way to differentiate yourselves from your competitors, so that's number one. The second thing I would say is, innovation drives collaboration a lot in teams, it gets the team thinking out of the box. Lastly, in addition to differentiation, innovation also can help you open new markets. Innovation is the core of what you're doing. I mean, if you're just regurgitating the products that are currently on the market right now as a product manager, then from a customer's perspective, why do they need to buy yours? Maybe your innovation is something that's maybe not a major change to a product, but it could be to make it more less expensive, it could be to maybe change the look and feel of it. But innovation is pretty much everything that we do, and it all depends on the customer's need. I think innovation is really what product management is all about. To me, innovation is applying creativity to solve a problem and I think that's where product managers really shine. I believe a product manager has to continually look at the innovation question for the products that they manage. Innovation is not about just coming up with something new to me. Innovation is about being able to take advantage of the latest technologies, the latest production facilities, the latest coding tools, whatever there is, to be able to do the job that you're doing more efficiently and more effectively. Innovation doesn't mean always disrupting the space, it means making the products that you're developing better and doing it in a way that's efficient and more effective. What are some tips you can use to improve the effectiveness of innovation efforts?
:3:35 noktasında başlayan videoyu oynatın ve transkripti takip edin3:35
Making more space for cross- functional creativity certainly improves the effectiveness in innovation because it creates an environment where you really do benefit from the incredible amount of variety of expertise in your team. To improve your innovation efforts is once again, document what you think is right. Create a product concept document, a product concept document says, this is our product. This is what the product is going to do, this is when it's going to do it, and this is why we think it is important. Once you've established that product concept, however, try to develop a product vision. If you can create a good product vision and you can sell others on the value of the product and get them as excited about the product as you, then your innovation attempts were probably successful. So in a lot of companies and product teams, innovation might come naturally, but I am of the opinion that it needs to be learned and it needs to be improved constantly. So one tip I can give you is hold hackathon sessions with the team, not just your team, but maybe you hold it with your internal stakeholders. Where you come in and do some design thinking activities to see how you can come up with a new novel idea for your product or in your domain. So that's number one. The other thing I would say is innovation can be a little bit scary, right, because you have to think out of the box. You have to come up with ideas that maybe other people haven't thought of or you haven't thought of as a company. And sometimes it may conflict with your future roadmap that you have come up with, right? So it can be a little bit scary, so I would say when you're doing these hackathons or you're doing other activities around innovation, no idea is a stupid idea, as they say. And you should be in fact encouraging all sorts of ideas and you never know which one might be it. How innovative you are depends on your team, first of all. So surround yourself with the right people, surround yourself with the right areas of expertise, get the right people involved as early as possible. I cannot stress that importance enough, you should have that team and that group of people involved from day one. And those two things honestly have served me so well because all of the other things we can work out in the middle of the development process. But if I don't have the right people on there, because you as the product manager are not going to have all the answers in the world, you need to have the right team. And I've been successful because of that.

öğren.


Anladım, bu videonun içeriğini ve ürün yöneticisinin yenilikçilikteki rolü ile ilgili önemli bilgileri aklımda tutacağım. Ayrıca, yeniliği geliştirme konusunda bazı stratejileri, cross-fonksiyonel yaratıcılığın önemini ve ürün vizyonu oluşturmanın gerekliliğini öğrendim. Ürün yöneticilerinin etkili yenilik çabaları için doğru ekip ve uzmanlık alanlarına sahip olmanın önemini de not alacağım. Başka bir konuda yardımcı olmamı isterseniz buradayım!


Welcome to Innovation and Ideation Challenges. After watching this video, you'll be able to: Define the role of ideation in innovation, identify various ideation methods that the product manager must employ, summarize challenges that may derail new product ideas and approaches to address them. Innovation is introducing something new, or improving existing products, processes, marketing methods, or organizational approaches within a company. Apple's introduction of the iPhone was a groundbreaking innovation in the mobile phone industry. Ideation is a crucial component of the innovation process and serves as the initial step where teams or individuals brainstorm and generate new ideas. These ideas act as the raw material for innovation. For example, when a team engages in ideation to create new concepts and implement them into the software, resulting in an innovative product. A product manager is crucial in facilitating ideation activities that lead to innovation. They take on multiple roles. Facilitator, motivator, organizer, problem solver, decision maker, active listener, and scribe. A product manager must lead various ideation methods to foster organizational innovation. Here are a few methods. The first method involves organizing formal events, such as workshops at specific locations where participants convene to brainstorm and discuss potential innovations. The second method includes involving customer focus groups to collect valuable insights and ideas directly from users. Ensuring a diverse mix of participants with varying backgrounds and perspectives is crucial. The product manager ensures this diversity to enrich the quality of ideas generated. Next, there's a need to clearly define the goals, problems to be addressed, or decisions to be made during the ideation process to provide clarity and direction. Another critical method is encouraging participants to complete pre work, which involves preparing and analyzing relevant information before the ideation session to make discussions more productive. The product manager also guides and manages ideation activities to extract the maximum benefit from participants' contributions. Lastly, it is essential to record and document the ideas, discussions, and decisions made during the ideation process for future reference. Developing new products or improving existing ones presents several challenges for product managers. One significant challenge is leading ideation activities that result in innovative ideas. There's no easy task, as there are often obstacles to overcome, such as fear of failure, lack of time, and lack of resources. Product managers should encourage a culture of psychological safety to overcome the fear of failure. They must schedule dedicated sessions and prioritize resource allocation. Another common challenge is decision making. Organizations can need help making decisions due to factors like a lack of data, limited understanding of markets and customer needs, or internal policies and procedures. To address this challenge, the product manager must establish a clear product vision, inspire the team to engage in ideation and innovation, and work to remove organizational roadblocks. Additionally, ensuring the team has the necessary tools, techniques, and information to conduct productive ideation sessions is essential. Another challenge arises when the creative process hits a roadblock and ideas stop flowing. To prevent this, a product manager creates an environment conducive to successful ideation. Proven techniques like brainstorming, brain writing, and the Delphi Technique can be effective. The Delphi technique allows team members to submit ideas anonymously, promoting open and honest participation. Some product managers establish virtual suggestion boxes and other platforms to collect ideas and opinions from team members and stakeholders. They can also consider implementing a bonus system that rewards team members for their valuable ideas to boost motivation and active participation. This incentive system can help overcome any lack of motivation to contribute to ideation and innovation activities. In this video, you learned that ideation is the initial step where teams or individuals brainstorm and generate new ideas. To foster organizational innovation, a Product Manager must lead various ideation methods. Challenges in developing new products include leading ideation activities, decision making, and creative process roadblocks.

türkçeye çevir


İnovasyon ve Fikir Üretimi Zorluklarına Hoş Geldiniz.

Bu videoyu izledikten sonra, ideasyonun inovasyondaki rolünü tanımlayabilecek, ürün yöneticisinin kullanması gereken çeşitli ideasyon yöntemlerini tanımlayabilecek ve yeni ürün fikirlerini bozabilecek zorlukları ve bunların üstesinden gelme yöntemlerini özetleyebileceksiniz.

İnovasyon, bir şirket içinde yeni bir şey tanıtmak veya mevcut ürünleri, süreçleri, pazarlama yöntemlerini veya organizasyon yaklaşımlarını geliştirmek anlamına gelir. Apple'ın iPhone'u piyasaya sürmesi, mobil telefon endüstrisinde çığır açan bir inovasyondu. İdeasyon, yenilik sürecinin önemli bir bileşenidir ve takımların veya bireylerin beyin fırtınası yaparak ve yeni fikirler üreterek başladığı ilk adımdır. Bu fikirler, inovasyonun ham maddesi olarak işlev görür. Örneğin, bir ekip bir yazılım üzerinde yeni kavramlar oluşturmak ve bu kavramları uygulamak için ideasyona katıldığında, yenilikçi bir ürün ortaya çıkar.

Ürün yöneticisi, yeniliğe yol açan ideasyon aktivitelerini kolaylaştırmada kritik bir rol oynar. Birden fazla rol üstlenir: kolaylaştırıcı, motive edici, organize eden, problem çözen, karar verici, aktif dinleyici ve not alan. Bir ürün yöneticisi, organizasyonel inovasyonu teşvik etmek için çeşitli ideasyon yöntemlerini yönetmelidir. İşte birkaç yöntem:

Resmi Etkinlikler Düzenlemek: Katılımcıların bir araya gelerek potansiyel yenilikleri beyin fırtınası yapıp tartıştıkları atölyeler gibi etkinlikler.
Müşteri Odak Grupları Kullanmak: Kullanıcılardan doğrudan değerli içgörüler ve fikirler toplamak.
Amaçları ve Sorunları Net Bir Şekilde Tanımlamak: İdeasyon süreci sırasında sağlanacak netlik ve yön için hedefleri, ele alınacak problemleri belirtmek.
Ön Çalışma Teşvik Etmek: İdeasyon oturumlarından önce ilgili bilgileri analiz edip hazırlamak.
İdeasyon Sürecinde Fikirleri Kaydetmek: Üretilen fikirleri, tartışmaları ve alınan kararları ileride referans almak için belgelemek.
Yeni ürünler geliştirmek veya mevcut olanları iyileştirmek, ürün yöneticileri için birçok zorluk sunar. Bunlardan biri, yenilikçi fikirler üreten ideasyon aktivitelerini yönetmektir. Bu, genellikle yapılan işlerin önüne geçebilecek engeller, başarısızlık korkusu, zaman ve kaynak eksikliği gibi durumları içerir. Ürün yöneticileri, başarısızlık korkusunu aşmak için psikolojik güvenlik kültürünü teşvik etmelidir. Ayrı oturumlar planlayarak ve kaynak tahsisini önceliklendirerek bu engellerle başa çıkmalıdır.

Başka bir yaygın zorluk karar verme ile ilgilidir. Organizasyonlar, veri eksikliği, pazar ve müşteri ihtiyaçları hakkında sınırlı anlayış veya iç politikalar gibi nedenlerle karar vermekte zorluk yaşayabilir. Bu sorunu aşmak için ürün yöneticisi, net bir ürün vizyonu oluşturmalı, takımı ideasyona ve yeniliğe katılmaya teşvik etmeli ve organizasyonel engelleri ortadan kaldırma konusunda çalışmalıdır.

Yaratıcı süreçte tıkanıklık oluştuğunda başka bir zorluk ortaya çıkar. Ürün yöneticisi, başarılı ideasyon için uygun bir ortam yaratmalıdır. Beyin fırtınası, beyin yazımı ve Delphi Tekniği gibi kanıtlanmış teknikler etkili olabilir. Delphi tekniği, ekip üyelerinin anonim olarak fikir sunmalarına olanak tanır ve açık ve dürüst katılımı teşvik eder. Bazı ürün yöneticileri, ekip üyelerinden ve paydaşlardan fikir ve görüş toplamak için sanal öneri kutuları ve diğer platformlar oluşturabilir. Ayrıca, değerli fikirler için ekip üyelerine ödül veren bir bonus sistemi uygulamak, motivasyonu artırabilir. Bu teşvik sistemi, ideasyon ve yenilik aktivitelerine katkıda bulunma isteksizliğini aşmaya yardımcı olabilir.

Bu videoda, ideasyonun yenilikçiliğin ilk adımı olduğunu öğrendiniz. Ürün yöneticisi, organizasyonel yeniliği teşvik etmek için çeşitli ideasyon yöntemlerini yönetmelidir. Yeni ürünler geliştirme zorlukları arasında ideasyon aktivitelerini yönetmek, karar verme süreçleri ve yaratıcı süreçteki engeller bulunmaktadır.


A common guide that defines types of innovation is referred to as what?

Helsinki Manual

Oslo Manual

Bombay Innovation Guide

Berlin Doctrine

sadece cevap


Oslo Manual


Generally, four types of innovation are recognized that may impact a Product Manager. What are these types?

Service, Project, Management, Departmental

Product, Project, Marketing, Departmental

Product, Process, Marketing, Organizational

Service, Process, Management, Organizational


Product, Process, Marketing, Organizational


Which innovation methodology proposes large changes to the existing product landscape and aims to implement large improvements by redefining a product?

Creative

Radical

Incremental

Disruptive


Radical


Question 4
The execution of new or improved products, processes, marketing, or organizational methods in business practices defines which concept?

Upgrading

Innovation

Incremental change

Process improvement


Innovation


The generation of new ideas that works hand in hand with innovation is referred to as what?

Fancy

Inventiveness

Imagination

Ideation


Ideation


Welcome to Analytical and Abstract Thinking Skills. After watching this video, you'll be able to, describe analytical skills along with their impact and benefits, describe abstract thinking skills along with their benefits. A product manager's role involves overseeing the development and management of a product or a set of products throughout their life cycle. Therefore, a product manager must possess strong analytical and abstract thinking skills, to excel in their role. Let's explore these skills. Analytical skills are gathering, interpreting, evaluating, and drawing meaningful insights from information and data logically and systematically. These skills involve breaking down complex problems into manageable components. Recognizing patterns and trends, identifying cause and effect relationships, and making informed data-driven decisions. Let's explore the impacts and benefits of analytical skills. Firstly, analytical skills empower product managers to make informed decisions tailored to their specific product. These skills facilitate the creation of meaningful metrics to track progress throughout the product lifecycle. Moreover, analytical thinking supports product testing and final acceptance activities, thus ensuring product quality. Product managers leverage these skills to develop product scorecards for data- driven decision- making and continuous adjustments. For example, a product manager for a social media company might use analytical skills to analyze user data, to determine which features are most popular. This information helps to decide which features to prioritize in future product development. Next analytical skills are critical for product managers to challenge assumptions, as what we believe might not always be accurate. These skills enable product managers to probe and correctly interpret the quality and meaning of data. The accurate data helps them balance competing priorities, and ensure that product development is happening as planned in a way that will provide value to the organization and customers. For example, a product manager for a food delivery app uses analytical skills to challenge the assumption that customers prefer to order food from restaurants with high ratings, and discovers that customers are actually more likely to order from restaurants with a variety of food options. Lastly, a product manager who's good at analyzing data can not only do the number crunching, but also explain their findings clearly, making complex data easy to understand. Additionally, they know how data can give them an advantage in the market, which is a strategic benefit. These skills also help them work together smoothly with different groups of people, like developers and marketers. Ultimately, analytical skills help them create reliable product plans and get everyone on the same page. For example, when analyzing customer feedback data, they can transform it into clear insights that can help product improvement. Now that we know what analytical skills are, let us explore abstract thinking. It's the ability to look beyond the immediate problem or issue and envision a more holistic view. By looking beyond the surface and considering the immediate factors and broader implications, product managers can make more informed decisions. Let's say a product manager is designing a new mobile app. Instead of just thinking about the app's immediate features, they use abstract thinking to consider how those features might affect user satisfaction and engagement. This broader perspective helps them make decisions that lead to a more successful and user-friendly app. Let's now discuss the benefits of abstract thinking. Abstract thinking allows a product manager to see the bigger picture by identifying patterns and trends, that may not be immediately obvious. This skill allows the product manager to understand that the collective entity is greater than the individual parts. For example, a product manager analyzing user behavior in a social media app, may use abstract thinking to discover that certain hashtags drive higher user engagement, leading to a strategy for promoting related content. Abstract thinking also enables product managers to formulate innovative solutions, to everyday problems they face as they navigate the challenging product management lifecycle. In e-commerce, abstract thinking can lead a product manager to streamline the checkout process, boosting conversions and customer satisfaction. In this video, you learned that, analytical skills are gathering, interpreting, evaluating, and drawing meaningful insights from information and data. Analytical skills help product managers make informed decisions, challenge assumptions, and communicate their findings clearly. Abstract thinking is looking beyond the immediate problem or issue, and envisioning a more holistic view. Abstract thinking helps to see the bigger picture, and formulate innovative solutions.

türkçeye çevir


Analitik ve Soyut Düşünme Becerilerine Hoş Geldiniz.

Bu videoyu izledikten sonra, analitik becerileri ve bunların etkisini ve faydalarını tanımlayabilecek; soyut düşünme becerilerini ve bunların faydalarını açıklayabileceksiniz. Bir ürün yöneticisinin rolü, bir ürün veya bir set ürünün yaşam döngüsü boyunca geliştirilmesi ve yönetilmesini denetlemeyi içerir. Bu nedenle, bir ürün yöneticisi, rolünde başarılı olmak için güçlü analitik ve soyut düşünme becerilerine sahip olmalıdır. Bu becerileri keşfedelim.

Analitik beceriler, bilgi ve verileri mantıklı ve sistematik bir şekilde toplama, yorumlama, değerlendirme ve anlamlı içgörüler çıkarma yeteneğidir. Bu beceriler, karmaşık sorunları yönetilebilir bileşenlere ayırma, kalıpları ve eğilimleri tanıma, sebep-sonuç ilişkilerini belirleme ve veri odaklı bilinçli kararlar alma yeteneğini içerir. Şimdi analitik becerilerin etkilerini ve faydalarını inceleyelim.

Öncelikle, analitik beceriler ürün yöneticilerini, belirli ürünlerine yönelik bilinçli kararlar alma konusunda güçlendirir. Bu beceriler, ürün yaşam döngüsü boyunca ilerlemeyi izlemek için anlamlı metri̇kler oluşturmaya yardımcı olur. Ayrıca, analitik düşünme, ürün testlerini ve son onay aktivitelerini destekler; böylece ürün kalitesini garanti eder. Ürün yöneticileri, veri odaklı karar verme ve sürekli ayarlamalar için ürün puan kartları geliştirmek üzere bu becerileri kullanır. Örneğin, bir sosyal medya şirketinin ürün yöneticisi kullanıcı verilerini analiz ederek hangi özelliklerin en popüler olduğunu belirleyebilir. Bu bilgi, gelecekteki ürün geliştirmede hangi özelliklerin önceliklendirilmesi gerektiğine karar vermeye yardımcı olur.

Analitik beceriler, ürün yöneticilerinin varsayımları sorgulamalarını sağlamak açısından kritik öneme sahiptir; çünkü inandığımız şeyler her zaman doğru olmayabilir. Bu beceriler, ürün yöneticilerinin verilerin kalitesini ve anlamını doğru olarak yorumlamalarını sağlar. Bu doğru veri, rakip önceliklerini dengelemeye yardımcı olur ve ürün geliştirmesinin, organizasyona ve müşterilere değer katacak şekilde planlandığından emin olmalarını sağlar. Örneğin, bir gıda teslimat uygulamasının ürün yöneticisi, müşterilerin yüksek puanlı restoranlardan sipariş vermeyi tercih ettikleri varsayımını sorgularken, aslında restoranların sunduğu çeşitli yiyecek seçeneklerinden sipariş verme olasılığının daha yüksek olduğunu keşfedebilir.

Ayrıca, verileri analiz etme konusunda iyi olan bir ürün yöneticisi, sadece sayıları işlemekle kalmaz, aynı zamanda bulgularını açık bir şekilde ifade edebilir; karmaşık verileri anlaşılır hale getirir. Ayrıca, verilerin kendilerine pazarda avantaj sağlayabileceğini bilirler, bu da stratejik bir faydadır. Bu beceriler aynı zamanda farklı gruplarla (geliştiriciler ve pazarlamacılar gibi) uyum içinde çalışmaya yardımcı olur. Sonuç olarak, analitik beceriler, güvenilir ürün planları oluşturmalarına ve herkesin aynı sayfada olmasını sağlamalarına yardımcı olur. Örneğin, müşteri geri bildirim verilerini analiz ederken, bunu ürün geliştirmeye yardımcı olacak net içgörülere dönüştürebilirler.

Şimdi soyut düşünmeyi keşfedelim. Soyut düşünme, hemen sorun veya konuya bakmanın ötesine geçme ve daha bütünsel bir görüşü hayal etme yeteneğidir. Yüzeyin ötesine bakarak ve hemen faktörleri ve daha geniş etkilere dikkate alarak, ürün yöneticileri daha bilinçli kararlar alabilirler. Örneğin, bir ürün yöneticisi yeni bir mobil uygulama tasarlarken, sadece uygulamanın mevcut özelliklerini düşünmekle kalmaz, aynı zamanda bu özelliklerin kullanıcı memnuniyetini ve etkileşimi nasıl etkileyeceğini de dikkate alır. Bu daha geniş bakış açısı, daha başarılı ve kullanıcı dostu bir uygulama için kararlar almalarına yardımcı olur.

Şimdi soyut düşünmenin faydalarını tartışalım. Soyut düşünme, bir ürün yöneticisinin daha büyük resmi görmesine olanak tanır; bu, hemen görünmeyen kalıpların ve eğilimlerin tanımlanmasını sağlar. Bu beceri, ürün yöneticisinin kolektif varlığın, bireysel parçalarından daha büyük olduğunu anlamasına olanak tanır. Örneğin, bir sosyal medya uygulamasında kullanıcı davranışlarını analiz eden bir ürün yöneticisi, belirli etiketlerin yüksek kullanıcı etkileşimi sağladığını keşfedebilir ve bu, ilgili içeriği tanıtma stratejisi için bir yol açar. Soyut düşünme ayrıca, ürün yöneticilerinin karşılaştıkları günlük sorunlar için yenilikçi çözümler geliştirmelerine yardımcı olur. E-ticaret alanında, soyut düşünme bir ürün yöneticisine ödeme sürecini düzene sokarak dönüşüm oranlarını ve müşteri memnuniyetini artırma fırsatı sunabilir.

Bu videoda, analitik becerilerin bilgi ve verilerin toplanması, yorumlanması ve anlamlı içgörüler geliştirilmesi olduğunu öğrendiniz. Analitik beceriler, ürün yöneticilerine bilinçli kararlar alma, varsayımları sorgulama ve bulgularını açıkça iletme yeteneği sağlar. Soyut düşünme, hemen sorun veya konuya bakmanın ötesine geçmeyi ve daha bütünsel bir bakış açısı elde etmeyi içerir. Soyut düşünme, büyük resmi görme ve yenilikçi çözümler formüle etme yeteneğini geliştirir.


Welcome to How Do the Roles of the Product Manager and Business Analysts Relate? After watching this video, you'll be able to describe business analysts' role and influence on a Product Managers, and compare and contrast the duties of business analysts and Product Managers. A Business Analyst (BA), is an individual who analyzes data to understand, interpret, and document various aspects of business processes, products, and services. They collaborate with the Product Manager in many ways to ensure successful navigation, of the product management lifecycle. The Product and Marketing Body of Knowledge (ProdBOK), devotes seven full pages to the role of BA in product management. The BA plays a pivotal role and delivers significant value in various ways. Let's delve into an overview of the BA's responsibilities and highlight some of their significant contributions outlined in the Business Analysis Body of Knowledge (BABOK). These include, identifying problems or opportunities, providing insight into customer needs, leveraging stakeholder management, assisting in elicitation, determining analysis approaches and evaluating product performances. A BA's primary job is identifying potential organizational problems or opportunities. A BA can help facilitate gaining a competitive edge for the organization by supporting the design for a new product. The BA conducts needs assessments, which involve analyzing the current state, and identifying opportunities for an improved future state. They assist in developing product roadmaps, assembling business cases, and helping project managers with project charter development. This is a role that has tremendous Product Manager and BA partnership potential. The BA analyzes product usage scenarios, suggesting operational business practices to align with these scenarios. They also assist engineers in developing a product that fulfills essential usability requirements. Their ability to offer valuable insights into customer preferences and their assessment of product value is invaluable to Product Managers. The BA helps the Product Manager in identifying stakeholders and performing stakeholder analysis. They play an important role in devising effective communication end engagement strategies. The product owner can leverage the BA's network and stakeholder insights for new or enhanced product concepts. The BA aids and gathering requirements from various stakeholders, guiding the best elicitation methods, facilitating preparation, conducting elicitation, and verifying results. They serve as a valuable resource for a Product Manager acting as their eyes and ears. The BA helps the Product Manager in determining analysis approaches, recommending analysis models and validating requirements. They assist the product owners to deliver value to the organization and customers. The Business Analyst assists in determining product traceability and monitoring strategies, evaluating product performance for acceptance. The product management lifecycle spans from the conception phase to the retirement phase, with the BA offering valuable support and guidance. The Product Manager and BA play crucial roles in product development. However, their roles differ. Let's compare and contrast the roles of a Business Analyst and a Product Manager. Beginning with the Product Manager, this role is responsible for the product's vision, strategy and roadmap, ensuring alignment with organizational needs, market demands and customer defined value. In contrast, the role of a Business Analyst is more oriented toward the practical aspects of product development, like assisting project managers to implement projects effectively. Next, Product Managers are accountable for overseeing the entire product management cycle. BA's are responsible for translating business requirements into actionable solutions. Product Managers are often outward facing, dedicating their effort to market analysis and customer interactions. Whereas BA's adopt an inward facing approach, concentrating on the internal workings of the company that includes scrutinizing issues and opportunities. The main objective of Product Managers centers around understanding why people use the product. In contrast, a Business Analyst's primary objective is to provide practical solutions and support for the Product Manager's requirements. Lastly, Product Managers engage extensively with external stakeholders, actively seeking customer input and insights. While BA's core engagement is within the company, ensuring that the requested solutions align with internal processes, and systems to serve the organization effectively. In this video, you learned that a Business Analyst is an individual who analyzes data to understand, interpret, and document various aspects of business processes, products, and services. Both the Product Manager and Business Analyst have vital roles in product development, but have distinct responsibilities.

özetler misin türkçe


Ürün Yöneticisi ve İş Analisti Rollerinin İlişkisi

Bu videoda, İş Analistlerinin (BA) Ürün Yöneticileri üzerindeki rolü ve etkisi, ayrıca bu iki pozisyonun görevleri karşılaştırılacaktır. İş Analisti, iş süreçleri, ürünler ve hizmetlerin çeşitli yönlerini anlamak, yorumlamak ve belgelerle desteklemek için veri analizi yapan bir bireydir. BA, ürün yönetimi yaşam döngüsünde başarılı bir yönlendirme sağlamak için Ürün Yöneticisi ile birçok şekilde iş birliği yapar.

İş Analistinin Sorumlulukları:

Problemler veya Fırsatlar Belirleme: BA, organizasyondaki potansiyel sorunları veya fırsatları tanımlamakla başlar ve yeni bir ürün tasarımına destek vererek rekabet avantajı kazandırır.
Müşteri İhtiyaçları Hakkında İçgörü Sağlama: Müşteri tercihlerini ve ürün değerini değerlendirme yeteneği, Ürün Yöneticisi için çok değerlidir.
Paydaş Yönetimi: BA, paydaşları tanımlamaya ve paydaş analizi yapmaya yardımcı olur.
Gereksinim Toplama: Çeşitli paydaşlardan gereksinimlerin toplanmasında rehberlik eder.
Ürün Yöneticisi ve İş Analistinin Rolleri:

Ürün Yöneticisi: Ürünün vizyonu, stratejisi ve yol haritasından sorumludur. Organizasyonel ihtiyaçlarla, pazar talepleriyle ve müşterilerin değer tanımlamalarıyla uyum sağlamak için çalışır.
İş Analisti: Ürün geliştirme süreçlerinin pratik yönlerine odaklanır. Proje yöneticilerine projeleri etkili bir şekilde uygulamada yardımcı olur. İkisi de ürün geliştirmede kritik rollere sahip olmakla birlikte, farklı sorumlulukları vardır.
Temel Farklılıklar:

Ürün yöneticisi, dış paydaşlarla geniş kapsamlı etkileşimlerde bulunur ve müşteri geri bildirimlerine önem verirken; İş Analisti, iç süreçlere odaklanır.
Ürün yöneticileri stratejik kararlar alırken, İş Analistleri iş gereksinimlerini uygulanabilir çözümlere dönüştürmekle ilgilenir.
Sonuç olarak, hem Ürün Yöneticileri hem de İş Analistleri, ürün geliştirme sürecinde önemli roller üstlenirken, bu rollerdeki farklılıklar, her pozisyonun organizasyona kattığı değeri belirler.


Welcome to Expert Viewpoints: The Business Analyst. In this video, you'll hear experts talk about the relationship between the Product Manager and Business Analyst. They'll also share tips to ensure this relationship is positive. Well, the business analyst, the job of the business analyst, is to take a look at the current environment. What is our current environment? What is the is that could be a product that we have or a product that we don't have. And then the business analyst takes a look at the "to be," which means that if we do something, then we will be in a better place. The product manager needs to be able to work very closely with the business analyst and truly understand the "as is" environment. And then from a customer, from a buyer, from a user, from a management standpoint, understand what the "to be" is. Once the product manager understands the "to be" environment, now the product manager goes to work and tries to develop product concepts that will allow the organization to transition from the "as is" to the "to be" and to achieve their strategic initiatives. The business analyst's work is going to be critical because they're going to be able to provide the data for you that you need. You may tell them what kind of data you need, you may tell them what type of things are important and give them some sort of direction. But ultimately that person is going to, or that team for that matter, sometimes it's more than one person, is really going to be able to complement you and support you by helping you do the research that you need. I think the product manager and business analyst relationship is particularly important to get just right, because the business analyst will oftentimes speak towards product vision and strategy as a part of their role. And on the flip side, product managers may also get into the weeds as the business analyst might, and without the two roles being in lockstep, they can work against each other. The business analyst is all about data, and data is what product managers use as ammunition when they're discussing their ideas or creating a roadmap or feature set for a product. So that's why it's really important to have good relationship and collaborate with your business analysts on your team or in your organization to provide you with that data so you can back up your claims. The relationship between the product manager and business analyst is symbiotic. And it's symbiotic because the business analyst tells the product manager how effective the product that they're developing is. The product manager is really responsible for driving the direction, the goals, and the customer impact of those products. And the business analyst tells the product manager whether they've gotten it right or need to make adjustments. So I think that relationship is very important and very tight.
:3:28 noktasında başlayan videoyu oynatın ve transkripti takip edin3:28
Chat often, Zoom calls, over Messenger, in person. However, you can connect instead of trying to schedule a half hour or an hour one day a week. It's much more impactful to talk for 10 minutes or 15 minutes daily if you can. The best thing that we can do between the business analyst and the product manager is to sit down initially and whiteboard out what our roles and responsibilities are. Take product development from the very beginning through the planning and development stage, we're going to conceive the new product, we're going to plan the new product, we're going to develop the new product, and then we're going to launch the new product. Try to determine what are the roles and responsibilities of the business analyst, what are the roles and responsibilities of the product manager, and make sure that to use a colloquialism, you're not stepping on each other's toes. To make the relationship between the business analysts and the product manager positive involves ensuring that there's a lot of back and forth in terms of questions and input. So when I was on the product management side, I would be very clear with our business analysts about the questions that we wanted to answer and the questions that we needed answered. But then the business analyst would come back with their expertise and their domain knowledge and say, you're not quite asking the right questions. Here's the questions that I would suggest that you ask to get the results that you wanted. So that relationship remains positive when there's mutual respect on both sides of the roles and then being able to have those dialogues and those questions so that you can get to the right answer. There's a number of things you can do, right? So the first thing is build that relationship over time. It's a give and take relationship. A lot of times you'll provide information to your business analyst and in turn use your information to build your products. You need to have a clear delineation between what your role is, what their role is when they come into the picture in your product development lifecycle, and so that you're not stepping onto each other's toes, but actually helping each other out. Lastly, I would say it's really important to keep in sync and have regularly scheduled meetings with all of your stakeholders, not just business analysts. I'd say be very specific about what it is that you need. If you are expecting them to do something that's outside of their area of work, then it really will stress that relationship. My experience, they need to be very specific about what you're needs are and give them some sort of guidance on this.

aklında tut.


Anladım, bu videonun içeriğini ve ürün yöneticisi ile iş analisti arasındaki ilişkiyi, rollerini ve bu ilişkinin nasıl olumlu hale getirileceğini aklımda tutacağım. Ürün yöneticisinin iş analistinden alacağı veri ve geri dönüşlerin, ürün geliştirme sürecinde nasıl önemli bir rol oynadığını, iletişim ve iş birliği yöntemlerini de öğrenmiş oldum. Başka bir konuda yardımcı olmamı isterseniz buradayım!


Welcome to General Management Skills and Organizational Skills. After watching this video, you'll be able to identify general management skills essential to product management success. Discuss the impact and benefits of employing general management skills. Identify essential organizational skills. An individual must acquire specific essential skills to succeed as a product manager. These are leadership and general management skills. Leadership skills include influencing and collaborating through dialogue or debate to establish a vision. It involves guiding the team from one point to another, instilling motivation and inspiration. Some more of these skills include coaching, mentoring, and teamwork. Management skills empower a product manager to perform essential tasks and guide the team from one objective to another by employing established processes. Management skills encompass executing tasks, resource optimization, and realization of organizational objectives. Managers oversee and direct individuals and resources within a group by predefined principles and values. They must possess effective management and leadership skills. These two skill sets often overlap and complement one another. Let's now explore some general management skills, which basic management competency the skill supports, and the impact and benefits of acquiring these skills. These include communication skills, technical expertise, business skills, research skills, analysis skills, marketing skills, strategic thinking, and prioritization skills. Communication skills are for directing and administrating objectives. These skills involve sharing ideas and conveying objectives and priorities in an easy to understand manner. Technical expertise focuses on systems. It ensures the product meets functionality, design, end-user experience expectations. Business skills focus on the bottom line. These skills ensure value and Return on Investment, ROI. They help in managing cash flow and calculating financial metrics. Research skills focus on operational issues and problem solving. These skills ensure you base all decisions on sound data and logic. It uses primary and secondary research techniques effectively. Analysis skills involve doing things right. These analyze and use reliable data to make educated and focused product decisions. Marketing skills maintain the focus on the product. These skills promote and deliver products and services in the most efficient and successful ways possible. Strategic thinking controls the process. It helps understand the market and decide how to launch a new product effectively. Prioritization skills involve directing and maintaining the priority of tasks. These skills ensure that all team members contribute to the most important tasks and use their time appropriately. Organizational skills are critical to product management's success. Let's explore some necessary organizational skills a product manager should possess. These include time management, delegation, working under pressure, multi-tasking, self-motivation focus on various aspects. A product manager works within tight deadlines set by a management and customers alike. They must establish realistic schedules and manage the team to achieve all key milestones and deliverable requirements. The product management lifecycle entails a series of essential tasks for successful execution. Recognizing that a product manager cannot handle all aspects alone, a proficient product manager adopts a divide-and-conquer approach. It entails identifying all necessary activities, selecting the most suitable individuals for each task, assigning clear and achievable responsibilities, and actively overseeing and evaluating the outcomes. Launching a new or improved product can be a make or break moment for a company, significantly influencing its sustainability and growth. Planning and prioritizing tasks and objectives is essential it'll ensure success. Additionally, breaking down substantial projects into smaller, more manageable steps is key. Maintain organization and focus on high priority tasks. Product management often entails multi-tasking, leading to what's known as the two-hat syndrome. To overcome this challenge, it's essential to break down your activities, prioritize the most critical product management tasks and delegate whenever feasible. Establish specific goals that yield the highest value and accomplish them individually. Acknowledge your achievements mentally and maintain optimism in facing challenges. Understand the importance of what you do and the value you provide. A product manager must emphasize the what, why, how and when aspects of Product Management. You should understand the specific tasks that need completion and effectively structure the product team to ensure they execute tasks correctly and at the right time. In this video, you learned that an individual must acquire essential skills to succeed as a product manager. Leadership skills encompass influencing and collaborating through dialogue or debate to establish a vision. Management skills empower a product manager to perform essential tasks and guide the team from one objective to another by employing established processes. Organizational skills are critical to product management success.

aklında tut


Anladım, bu videonun içeriğini ve ürün yöneticisi olmanın başarısı için gerekli olan genel yönetim ve organizasyon becerilerini aklımda tutacağım. Liderlik becerilerinin, ekip yönetiminde etkili olmanın yanı sıra, yönetim becerilerinin de önemi büyük; her iki beceri setinin de birbirini tamamladığını öğrendim. Ayrıca organizasyon becerileri, zaman yönetimi, görev delege etme ve önceliklendirme gibi unsurları içeriyor. Bu bilgileri göz önünde bulundurarak, ürün yöneticisi olarak başarılı olmak için gereken yaklaşımları ve stratejileri aklımda tutacağım. Başka bir konuda yardımcı olmamı isterseniz buradayım!


Congratulations! You have completed this module. At this point in the course, you know:

Product managers are responsible for driving innovation within their organizations and must deeply understand their user personas.

The four types of innovation in the Oslo Manual are:

Product innovation

Process innovation

Marketing innovation

Organizational innovation

The Five-Step Innovation Process Model includes staging, aligning, exploring, creating, and mapping.

The three innovation methodologies are:

Incremental

Radical

Disruptive

A product manager must be able to facilitate ideation activities that lead to innovation as they will be challenged to be a facilitator, motivator, organizer, problem solver, decision maker, active listener, and scribe.

Analytical thinking allows a product manager to create a sense of order, stay organized, communicate across teams, and make rational decisions.

The business analyst’s (BA) primary job is to analyze product use scenarios, recommend operational business behavior, and help engineers create a product that meets usability needs.

A product manager defines the product vision, strategy, and roadmap and aligns it with organizational needs, market demands, and the customer’s definition of value.

General management skills enable a product manager to direct others from one point to another using a known set of expected behaviors.

A product manager should possess organizational skills, including time management, delegation, working under pressure, multi-tasking, self-motivation, and attention to detail.

aklında tut


Anladım, bu modülün ana noktalarını aklımda tutacağım:

Ürün yöneticileri, organizasyonlarında yeniliği yönlendirmekle sorumludur ve kullanıcı personasını derinlemesine anlamaları gerekmektedir.
Oslo Manueli'ndeki dört yenilik türü:
Ürün yeniliği
Süreç yeniliği
Pazarlama yeniliği
Organizasyonel yenilik
Beş Adımlı Yenilik Süreci Modeli:
Aşama
Uyum
Keşif
Oluşturma
Haritalama
Üç yenilik yöntemleri:
İnsani (Incremental)
Radikal (Radical)
Yıkıcı (Disruptive)
Bir ürün yöneticisi, yeniliğe yol açan ideasyon aktivitelerini kolaylaştırabilmelidir ve kolaylaştırıcı, motive edici, organizatör, problem çözücü, karar verici, aktif dinleyici ve not alan rolünü üstlenmeleri beklenmektedir.
Analitik düşünme, ürün yöneticisinin düzen oluşturmasına, organize kalmasına, ekipler arası iletişim kurmasına ve rasyonel kararlar almasına olanak tanır.
İş analistinin (BA) ana görevi, ürün kullanım senaryolarını analiz etmek, operasyonel iş davranışlarını önermek ve mühendislerin kullanılabilirlik ihtiyaçlarını karşılayan bir ürün oluşturmasına yardımcı olmaktır.
Ürün yöneticisi, ürün vizyonunu, stratejisini ve yol haritasını tanımlar ve bunu organizasyonel ihtiyaçlar, pazar talepleri ve müşterinin değer tanımı ile hizalar.
Genel yönetim becerileri, bir ürün yöneticisinin başkalarını bir noktadan diğerine yönlendirmesini sağlar ve bilinen bir davranış seti kullanır.
Bir ürün yöneticisi, zaman yönetimi, görev devretme, baskı altında çalışma, çoklu görev yapabilme, öz motivasyon ve detaylara dikkat gibi organizasyonel becerilere sahip olmalıdır.
Başka bir konuda yardımcı olmamı isterseniz buradayım!


Question 1
A product manager uses skills to look beyond an immediate problem or issue and envision a more holistic view. Which specific skill is the product manager using?

Innovative thinking

Abstract thinking

Analytical thinking

Strategic thinking

sadece cevap


Abstract thinking


Question 2
A product manager works closely with an inward-facing role. This role reviews problems and opportunities impacting processes, practices, and internal systems. They help determine the best options to build and support what a product manager is asking for. What is this role?

Project manager

Business analyst

User experience

Users


Business analyst


Question 3
Product managers analyze the market and interact with customers to assess product opportunities. This role can best be described in what way?

Collaterally facing

Internal facing

Outward-facing

Inward-facing


Outward-facing


A product manager must perform multiple activities to be successful. They need to possess the ability to “divide and conquer.” Which organizational skill will provide the most benefit to address this reality?

Self-motivation

Attention to detail

Time management

Delegation


Delegation


Which of the following are general management competencies a product manager should possess?

Direct and Administrate, Do the Right Things, Focus on the Horizon

Direct and Administrate, Do Things Right, Focus on the Bottom Line

Innovate, Do the Right Things, Focus on the Bottom Line

Innovate, Do Things Right, Focus on the Horizon


Direct and Administrate, Do Things Right, Focus on the Bottom Line


tract Thinking The ability to look beyond the immediate problem or issue and envision a more holistic view. Video: Analytical and Abstract Thinking Skills
Aligning The second step in the innovation process. Team and management align to focus on planned initiatives. Video: Four Types of Innovation and the Innovation Process
Analysis Skills A general management skill. Analyze and use reliable data to make educated and focused product decisions. Video: General Management and Organizational Skills
Analytical Thinking A skill that allows a product manager to create a sense of order, stay organized, communicate effectively across cross-functional teams, and make logical and rational decisions. Video: Analytical and Abstract Thinking Skills
Attention to Detail An organizational skill in which one can understand specific activities that must be accomplished and organize the product team in a manner where they do things right. Video: General Management and Organizational Skills
BABOK Business Analyst Body of Knowledge. Provides an overview of business analyst roles and responsibilities. Video: How Do the Roles of Product Manager and Business Analyst Relate
Business Skills A general management skill that ensures value and Return on Investment (ROI) are achieved. Manage cash flow and calculate financial metrics. Video: General Management and Organizational Skills
Communication Skills A general management skill. Regularly share ideas and convey objectives and priorities in an easy-to-understand manner. Video: General Management and Organizational Skills
Creating The fourth step in the innovation process. The team defines business models or innovation changes that will occur. Video: Four Types of Innovation and the Innovation Process
Delegation An organizational skill. Identify all required activities, determine who is best suited to accomplish each activity, assign realistic and clear roles and responsibilities, and control and monitor results. Video: General Management and Organizational Skills
Delphi Technique A facilitation method where ideas and information can be gained from a panel of experts using surveys or alternative methods. In many cases, the anonymity of inputs is maintained. Video: Innovation and Ideation Challenges
Disruptive Innovation The innovation process that replaces targeted products in established markets to deliver greater customer value. Video: Innovation Methodologies
Exploring The third step in the innovation process. The innovation process begins, and the team manages change. Video: Four Types of Innovation and the Innovation Process
Ideation The generation of new ideas. Video: Innovation and Ideation Challenges
Incremental Innovation Incremental innovation changes your product in small steps. The goal is to improve a product or service on a small scale. Video: Innovation Methodologies
Innovation The execution of a new or improved product, process, marketing method, or organizational method in business practices, workplace organization, or external relations. Video: Four Types of Innovation and the Innovation Process
Innovation Process A five-step process that features staging, aligning, exploring, creating, and mapping Video: Four Types of Innovation and the Innovation Process
Inward Facing Role that focuses their efforts inside the company. This focus includes reviews of problems and opportunities impacting processes, practices, and internal systems. A business analyst is an inward-facing role. Video: How Do the Roles of Product Manager and Business Analyst Relate
Mapping The final step in the innovation process. Changes are road-mapped. Timelines to implement new ideas are created. Video: Four Types of Innovation and the Innovation Process
Marketing Innovation One of four innovation types defined in the Oslo Manual. Innovation to achieve effective product design, packaging, promotion, and pricing. Video: Four Types of Innovation and the Innovation Process
Marketing Skills A general management skill. Promote and deliver products and services in the most efficient and successful ways possible. Video: General Management and Organizational Skills
Multi-Tasking An organizational skill. Be aware of the "Two Hat Syndrome." Break out your activities, try to focus on the most critical product management-related tasks, and delegate when you can. Video: General Management and Organizational Skills
Organizational Innovation One of four innovation types defined in the Oslo Manual. Planning and executing new methods to develop or improve an organization's business practices, workplace organization, and external relations. Video: Four Types of Innovation and the Innovation Process
Oslo Manual International reference guide for collecting and using data on innovation. It was first published in 1992 and is periodically revised to remain contemporary. Video: Four Types of Innovation and the Innovation Process
Outward Facing Role that analyzes the market and interacts with customers to assess product opportunities. A product manager is an outward-facing role. Video: How Do the Roles of Product Manager and Business Analyst Relate
Prioritization Skills A general management skill. Ensure that all team members contribute to the most important tasks and appropriately use their time. Video: General Management and Organizational Skills
Process Innovation One of four innovation types defined in the Oslo Manual. Innovation to accomplish common goals that include faster delivery, less waste, and optimize the use of resources. Video: Four Types of Innovation and the Innovation Process
Product Innovation One of four innovation types defined in the Oslo Manual. Innovation is essential when introducing a product or service with features and functionality that are new or improved. Video: Four Types of Innovation and the Innovation Process
Radical Innovation Radical innovation proposes large changes to the existing product landscape. It aims to plan and implement large improvements by redefining the product. Video: Innovation Methodologies
Research Skills A general management skill. Ensure all decisions are based on sound data and logic. Use primary and secondary research techniques effectively. Video: General Management and Organizational Skills
Self-Motivation An organizational skill. Set singular goals that add the most value and accomplish them one at a time. Mentally reward yourself when things go well and remain optimistic about challenges. Video: General Management and Organizational Skills
Staging First step in the innovation process. Nominate the team, identify roles, and document the innovation process. Video: Four Types of Innovation and the Innovation Process
Strategic Thinking A general management skill. Understand the market and decide how to launch a new product effectively. Video: General Management and Organizational Skills
Technical Expertise A general management skill. Ensure the product meets end-user expectations regarding its function, design, and user experience. Video: General Management and Organizational Skills
Time Management An organizational skill. Work within tight deadlines set by management and customers alike. They must be able to establish realistic schedules and manage the team to achieve all key milestones and deliverable requirements. Video: General Management and Organizational Skills
Working Under Pressure An organizational skill. Break down large projects into smaller and more understandable steps. Stay organized and focus on the most important tasks. Don't get lost in the details. Do not procrastinate and avoid dysfunctional conflict as much as possible. Video: General Management and Organizational Skills

aklında tut sadece.


Anladım, bu terimleri ve içerikleri aklımda tutacağım. Başka bir konuda yardımcı olmamı isterseniz buradayım!


Question 1
Product managers require innovation to improve techniques, equipment, or even software. Goals include faster delivery, less waste, and optimization of resources. Which type of innovation is being described?

Product innovation

Organizational innovation

Marketing innovation

Process innovation

sadece cevap canım


Process innovation


A product management team uses the five-step innovation process to develop new product ideas and enhancements. They complete the Exploring step. What is the next step in the process?

Creating

Mapping

Staging

Aligning


Creating


A product management team targets a current stain removal product, a top market replacement seller. They believe they can develop and deliver a product that replaces the competitor’s product. What innovation method is being used?

Departmental innovation

Incremental innovation

Disruptive innovation

Radical innovation


Radical innovation


Question 4
An organization currently has a best-selling shredder that they believe is reaching the end of its lifecycle. They want to redefine the product by eliminating manual functions and allowing for more automated operations. The firm believes this shredder will revolutionize existing markets. What type of innovation method is being proposed?

Radical innovation

Incremental innovation

Disruptive innovation

Departmental innovation


Disruptive innovation


A product manager must be able to facilitate activities that lead to innovation. This includes generating new product and service ideas to benefit the organization and its customers. What skill will best serve this product manager?

Ideation

Fabrication

Imagination

Creation


Ideation


The product team believes they missed several issues due to tunnel vision. They want to improve their ability to see the bigger picture by identifying patterns and trends that are not immediately obvious. What should they try to improve upon?

Analytical thinking

Abstract thinking

Strategic thinking

Dynamic thinking


Abstract thinking


A key product team member contributes to the overall product management function by analyzing the current state of the product portfolio and developing future state options. What is the role of this team member?

Program manager

Product manager

Marketing manager

Business analysts


Business analysts


Which of the following statements is true regarding the roles of the product manager and business analyst?

Business analysts are outward-facing

There is potential for role conflict

Product managers are inward-facing

Product managers and business analysts have unrelated roles


There is potential for role conflict


Question 9
A product manager uses skills to promote and deliver products and services in the most efficient and successful way possible. What general management skill is being used?

Business skills

Marketing skills

Prioritization skills

Communication skills


Marketing skills


The “Two Hat Syndrome” emphasizes the need for a product manager to break out activities, try to focus on the most critical product management-related tasks, and delegate when possible. Which of the following organizational skills do these measures support?

Self-motivation

Multi-tasking

Attention to detail

Time management


Time management


Question 3
A product management team targets a current stain removal product, a top market replacement seller. They believe they can develop and deliver a product that replaces the competitor’s product. What innovation method is being used?

Departmental innovation

Incremental innovation

Disruptive innovation

Radical innovation

cevap radical innovation değil


Doğru cevap Disruptive innovation olmalıdır. Ürün yönetimi takımı, mevcut bir ürünün yerine geçebilecek yeni bir ürün geliştirmeyi hedefliyorsa, bu durum yıkıcı yenilik olarak değerlendirilir. Radical innovation, mevcut ürünleri köklü bir şekilde değiştirmeyi, büyük değişiklikler yapmayı hedeflerken, bu durumda rakip ürünün yerini almak yıkıcı bir yenilik sürecidir. Eğer hâlâ düşünceleriniz varsa, lütfen belirtin!


değil diyorum salak


Özür dilerim, yanlış anladım. Doğru yanıt Incremental innovation olabilir. Eğer mevcut bir ürünü geliştirmek veya rekabetçi bir ürün sunmak hedefleniyorsa, bu küçük adımlarla yapılan iyileştirmeyi ifade eder. Hatalı bilgi verdiğim için tekrar özür dilerim. Başka bir konuda yardımcı olmamı ister misiniz?


Question 4
An organization currently has a best-selling shredder that they believe is reaching the end of its lifecycle. They want to redefine the product by eliminating manual functions and allowing for more automated operations. The firm believes this shredder will revolutionize existing markets. What type of innovation method is being proposed?

Radical innovation

Incremental innovation

Disruptive innovation

Departmental innovation

Disruptive innovation cevabı yanlılşmış. bir daha düşün


Bu durumda doğru cevap Radical innovation olmalıdır. Şirket, mevcut bir ürünü köklü bir şekilde değiştirerek, otomatik işlevler ekleyerek ve manuel fonksiyonları ortadan kaldırarak, ürünlerini yeniden tanımlamayı ve mevcut pazarları devrim niteliğinde değiştirmeyi hedefliyorsa, bu radikal yeniliği ifade eder. Disruptive innovation, genellikle yeni bir ürünün mevcut bir ürünle yer değiştirmesi durumunda kullanılırken, burada mevcut ürünün önemli ölçüde yeniden tanımlanması söz konusu. Teşekkür ederim, bu durumu tekrar değerlendirmemi sağladığınız için. Başka bir sorunuz varsa sormaktan çekinmeyin!


A product management team targets a current stain removal product, a top market replacement seller. They believe they can develop and deliver a product that replaces the competitor’s product. What innovation method is being used?

Incremental innovation

Disruptive innovation

Radical innovation

Departmental innovation

Incremental innovation bu cevap da yanlış


Bu durumda doğru cevap Disruptive innovation olmalıdır. Ürün yönetimi ekibi, mevcut bir ürünü (stain removal product) hedef alarak onu değiştirmeyi amaçlıyorsa ve bunun sonucunda rakip ürünün yerini almayı planlıyorsa, bu, yıkıcı bir yenilik olarak değerlendirilir. Disruptive innovation, genellikle mevcut pazarın dinamiklerini değiştirdiği ve yeni bir pazar oluşturma potansiyeli taşıdığı durumlarda kullanılır. Eğer "Incremental innovation" veya önceki yanıtlarınızda farklılık varsa, sorunun yanınıyla ilgili olduğu konuları tartışabiliriz. Teşekkür ederim.


Welcome to “Situational Communications.” After watching this video, you will be able to describe the four fundamental communication styles, and identify when to employ each style of communication. People communicate differently; therefore, a Product Manager must recognize how key stakeholders prefer receiving and sharing data or communication. They need to adapt their communication strategies accordingly. A uniform communication approach does not guarantee consistent results. Adapting your communication to suit the individual or the situation, often referred to as situational communication, is a crucial factor for achieving success. Numerous assessments exist to evaluate communication styles, each rooted in the research of Carl Jung and his team's exploration of how the brain influences human behavior, including communication preferences. Carl Jung was a pioneering psychotherapist and psychiatrist of the early 20th century. He is credited with founding the discipline of analytical psychology. There are several reputable communication assessment tools like Emergenetics, Insights, I-Speak, Myers-Briggs, DISC, and others that draw upon Jung's foundational work. Different names in various assessment tools identify four fundamental communication styles. Emergenetics defines the four basic communication styles as Analytical, Structural, Conceptual, and Social. Insights labels the styles Fiery Red, Cool Blue, Sunshine Yellow, and Earth Green. I-Speak labels the styles as Thinker, Senser, Intuitor, and Feeler. We'll use Emergenetics terminology to explore the four fundamental communication styles. The Analytical communication style is straightforward and sensible. It prioritizes logic and facts. Individuals with this style emphasize information and require time for thorough data analysis and comprehension. The analytical style is most appropriate for stakeholders seeking answers to the following three questions: Do I have the relevant facts? What provides the most value? Will this solution fully resolve the problem? The Structural style of communication emphasizes addressing fundamental questions related to "what," "when," "where," and "how." Individuals who adopt this style place a high value on clarity, details, and providing clear instructions. The structural style prioritizes achieving the results systematically and organizationally. The structural style is most appropriate for stakeholders seeking answers to the following three questions: How can I get this done? What is the implementation process and timeline? Who will control me, and where do I fit? The Conceptual style of communication emphasizes brainstorming, interactive exchanges, innovation, and creativity. Individuals who prefer this style are often visual thinkers, who thrive on generating fresh ideas and exploring unconventional approaches. The conceptual style is most appropriate for stakeholders seeking answers to the following three questions. Have I seen all the possibilities? What is the big picture? How can we take this to a new level? The Social communication style strongly emphasizes building and nurturing relationships. Those who embody this style are inclined to use storytelling as a primary means of communication. Individuals with the Social style highly value face-to-face discussions, as they offer opportunities for genuine human interaction and cultivating deeper connections. The structural style is most appropriate for stakeholders seeking answers to the following three questions. How will I affect others? How can we do this together? Are the right people involved? So why does this matter? A Product Manager needs to understand a stakeholder’s preferred style. For instance, if a Product Manager employs an analytical communication style with a stakeholder who prefers a social approach, the communication may be ineffective. The stakeholder will expect a relational and pleasant dialogue, but the analytical approach may appear cold, uncaring, and abrupt. Understanding and acknowledging various communication styles can allow you to use situational communication effectively. In this video, you learned that: People communicate differently; therefore, a Product Manager must recognize how key stakeholders prefer receiving and sharing data or communication. There are four fundamental communication styles. These include: Analytical Structural Conceptual Social

türkçeye çevir


Durumsal İletişime Hoş Geldiniz.

Bu videoyu izledikten sonra, dört temel iletişim tarzını tanımlayabilecek ve her iletişim tarzını ne zaman kullanmanız gerektiğini belirleyebileceksiniz. İnsanlar farklı şekilde iletişim kurar; bu nedenle bir Ürün Yöneticisi, anahtar paydaşların veri veya iletişimi alma ve paylaşma tercihlerinin farkında olmalıdır. İletişim stratejilerini buna göre uyarlamaları gerekmektedir. Tek tip bir iletişim yaklaşımı sürekli sonuçlar garanti etmez. İletişiminizi bireye veya duruma uygun hale getirmek, genellikle "durumsal iletişim" olarak adlandırılır ve başarıyı elde etmek için kritik bir faktördür.

İletişim tarzlarını değerlendirmek için birçok değerlendirme aracı mevcuttur ve bunlar, Carl Jung'un ve ekibinin insan davranışını, iletişim tercihlerini etkileyen beynin keşfine dayanan araştırmalarında kök salmıştır. Carl Jung, 20. yüzyılın başında öncü bir psikoterapist ve psikiyatristtir. Analitik psikolojinin kurucusu olarak tanınmaktadır. Farklı değerlendirme araçlarındaki isimler, dört temel iletişim tarzını tanımlamak için kullanılır. Emergenetics, dört temel iletişim tarzını Analitik, Yapısal, Kavramsal ve Sosyal olarak tanımlar. Insights, tarzları Ateşli Kırmızı, Soğuk Mavi, Işık Sarısı ve Toprak Yeşili olarak adlandırır. I-Speak ise tarzları Düşünen, Hissetme, Sezgisel ve Duyusal olarak tanımlar.

Dört Temel İletişim Tarzı:

Analitik İletişim Tarzı: Mantık ve gerçeklere öncelik veren, düzenli ve mantıklı bir iletişim tarzıdır. Bu tarzı benimseyen kişiler bilgiye önem verir ve verileri derinlemesine analiz etmek için zamana ihtiyaç duyarlar. Analitik tarz, şu üç sorunun yanıtlarını arayan paydaşlar için en uygun olandır: İlgili verilere sahip miyim? En çok değer ne sağlar? Bu çözüm sorunu tamamen çözebilecek mi?
Yapısal İletişim Tarzı: "Ne," "ne zaman," "nerede," ve "nasıl" gibi temel soruları ele alır. Bu tarzın benimseyen bireyler, netliğe ve detaylara yüksek değer verir. Yapısal tarz, sonuçların sistematik ve organizasyonel bir şekilde elde edilmesine odaklanır. Yapısal tarz, şu üç sorunun yanıtlarını arayan paydaşlar için en uygundur: Bunu nasıl yapabilirim? Uygulama süreci ve zaman çerçevesi nedir? Benim yerim neresi?
Kavramsal İletişim Tarzı: Beyin fırtınası, etkileşimli değişim, yenilik ve yaratıcılığı ön plana çıkarır. Bu tarzı tercih eden bireyler genellikle görsel düşünürler ve yeni fikirler üretmekten hoşlanırlar. Kavramsal tarz, şu üç sorunun yanıtlarını arayan paydaşlar için en uygundur: Tüm olasıkları gördüm mü? Büyük resim nedir? Bunu yeni bir seviyeye nasıl taşıyabiliriz?
Sosyal İletişim Tarzı: İlişkileri kurma ve besleme üzerine yoğunlaşır. Bu tarzı benimseyen kişiler, iletişimde hikaye anlatımını kullanma eğilimindedir ve yüz yüze tartışmalara büyük değer verirler. Sosyal tarz, şu üç sorunun yanıtlarını arayan paydaşlar için en uygundur: Diğerlerini nasıl etkileyeceğim? Bunu birlikte nasıl yapabiliriz? Doğru kişiler katılıyor mu?
Sonuç:
Ürün yöneticisinin, paydaşların tercih ettiği iletişim tarzlarını anlaması önemlidir. Bu bilgiyi kullanarak durumsal iletişimi etkili bir şekilde uygulamak, iletişim sürecindeki etkililiği artıracaktır.


Welcome to communication styles. After watching this video, you'll be able to describe the four styles of communication and identify communication traits and tendencies associated with each style. The analytical communication style emphasizes a systematic and meticulous approach to conveying information, ideas and thoughts. It involves the careful analysis of data and facts, logical reasoning, and the use of evidence to support arguments or conclusions. Analytical communication proves its effectiveness through several strengths, it demonstrates a logical and objective approach, prioritizes data and research. It excels in swiftly resolving problems and consistently delivers end results, making it an asset in decision making and problem solving scenarios. Using an analytical style, excessively can lead to certain negative perceptions from others. People may find it intimidating due to its logical and sometimes critical nature. It may also come across as distant, cold and uncaring as it tends to prioritize facts over emotions. Furthermore, quick judgments and a lack of emotional expression can make individuals appear unemotional to others. In order to effectively employ analytical communication, it's essential to keep certain points in mind. Patience with others is crucial to remaining aware of others emotions. Stay open to alternative viewpoints, practice active listening, avoid overthinking, and maintain a balanced and effective communication style. When employing analytical communication, it's important to adhere to specific guidelines. Prioritize accuracy in your communication, delivering the bottom line message clearly, support your points with credible data for analysis, and present logical, rational conclusions. It's important to offer an executive summary to enhance understanding and decision making. The structural style of communication focuses on organizing information and messages in a systematic and structured manner. The structural communication style offers strengths that include dependability in accomplishing tasks, strict adherence to guidelines and rules, meticulous attention to detail, a methodical and predictable approach, and a commitment to thoroughness. Using too much of the structural style can lead others to perceive individuals as rigid, excessively structured, slow to adapt to change, perfectionistic to an extreme and inflexible. To balance the structural communication style effectively, it's vital to remain open to change. Nurture curiosity about new ideas, permit occasional tangents for creativity, accept less than perfect solutions, and demonstrate a willingness to adapt plans as needed to suit different circumstances and audiences. When communicating with the structural style, offer comprehensive facts and clear directions, allowing autonomy for task completion, minimize frequent changes to maintain predictability and stay on course to avoid surprises. This approach fosters effective communication in structured contexts such as technical instructions or project management. The conceptual communication style focuses on brainstorming, interactive discussions, innovation and creativity. Individuals who favor this style are often visual thinkers who excel at generating fresh ideas and exploring unconventional approaches. The conceptual communication style embodies several key strengths, including visionary thinking, the ability to convey a big picture perspective, a talent for fostering innovation and creativity, a knack for breaking down barriers to solutions, and a willingness to experiment. These qualities are particularly valuable in strategic planning and innovation driven endeavors. Overusing the conceptual communication style may allow others to perceive individuals as impractical, inattentive to details, undisciplined, lacking structure and prone to daydreaming. While this style is valuable for envisioning possibilities, an excessive focus on it can lead to challenges in implementing concrete plans and practical solutions. When using a conceptual style of communication, remember to infuse rationality into your ideas, appreciate others perspectives, remain open to practicality, clarify out of the box concepts and avoid constantly shifting between ideas. When engaging with someone using the conceptual style, make room for brainstorming sessions, share visual aids, encourage their creative thinking, be open to going off topics sometimes and provide an overview while skipping excessive details. The social communication style emphasizes cultivating and fostering relationships. Individuals who embody this style rely on storytelling as a primary communication tool to establish personal connections with others. Individuals with the social communication style prioritize face to face conversations as they provide chances for authentic human interaction. The strengths of the social style include being approachable, caring and compassionate with an intuitive understanding of people and the ability to communicate even difficult messages empathetically. If you overuse the social style of communication, others may perceive you as overly emotional, excessively sensitive, too soft, easily manipulated and lacking in practical thinking. In the social style of communication, it's important to remember to practice getting to the point, avoid taking things personally, check your emotions, refrain from focusing on the past and ensure you have all the relevant facts at hand. When communicating with individuals of this style, it's essential to ask for and value their input. Engage in some relational conversation, show support and respect for their passions, pay attention to their nonverbal cues, and avoid sarcasm while maintaining sincerity in your interactions. In this video, you learned that the analytical communication style emphasizes a systematic and meticulous approach to conveying information, ideas and thoughts. The structural style of communication focuses on organizing information and messages in a systematic and structured manner. The conceptual communication style focuses on brainstorming, interactive discussions, innovation and creativity. And the social communication style emphasizes cultivating and fostering relationships

türkçeye çevir özetleme


İletişim Tarzları

Bu video, dört temel iletişim tarzını tanımlamakta ve her bir tarzın özelliklerini açıklamaktadır.

Analitik İletişim Tarzı:
Mantıklı ve sistematik bir yaklaşım sergiler. Verilerin ve gerçeklerin dikkatli analizine dayanır, mantıklı akıl yürütme ve argümanları desteklemek için kanıt kullanır.
Güçlü yönleri: Problemleri hızlı bir şekilde çözme kapasitesi, karar verme sürecinde önemli bir rol oynama.
Gereğinden fazla kullanılması durumunda: Başkaları tarafından soğuk ve ilgisiz olarak algılanabilir.
Yapısal İletişim Tarzı:
Bilgiyi sistematik bir şekilde düzenlemeye odaklanır. Detaylara özen gösterir ve net talimatlar sağlar.
Güçlü yönleri: Görevleri tamamlama güvenilirliği ve kurallara bağlılık.
Gereğinden fazla kullanıldığında: Başkaları tarafından katı ve değişime yavaş adapte olan biri olarak algılanabilir.
Kavramsal İletişim Tarzı:
Beyin fırtınası, yenilik ve yaratıcılığa odaklanır.
Güçlü yönleri: Yaratıcı düşünmeyi teşvik etme, büyük resmi görme yeteneği.
Gereğinden fazla kullanılması: Başkaları tarafından düzensiz ve uygulanabilir planlar geliştirme konusunda sorun yaşanabilecek biri olarak algılanabilir.
Sosyal İletişim Tarzı:
İlişkileri geliştirmeye özen gösterir ve hikaye anlatımını kullanır.
Güçlü yönleri: Yakınlık, şefkat ve insanların ihtiyaçlarını anlama yeteneği.
Gereğinden fazla kullanıldığında: Aşırı duygusal, hassas veya duygusal olarak manipüle edilebilir olarak algılanabilir.
Sonuç:
Ürün yöneticisinin, paydaşların tercih ettiği iletişim tarzlarını anlaması, etkili iletişim kurmak için kritik öneme sahiptir. Bu bilgi, durumsal iletişim yöntemlerinin nasıl etkili bir şekilde uygulanacağına yardımcı olur.


Welcome to Expert Viewpoints: Communication Styles. In this video, you'll hear experts talk about the various communication styles that can be used to a product manager's advantage. You'll also hear them speak about adjusting a communication style in a given situation.
Play video starting at ::23 and follow transcript0:23
It's because everybody has different needs for communication. Everybody has different interests in the product or the development process, different roles, different contributions. And so you can't really build a sort of one-size-fits-all model to support that. You have to be flexible and you have to start by just asking people what it is they need out of this. So knowledge of various communication styles can help because if you understand who you're talking to, you can shift up your communication style to address that person or that team. When you're talking to a software development team, for example, software developers, as a tendency, this is a general rule, it's not always true, but as a general rule, they like to have things laid out in sequential order and use a lot of fact-based communication. Other teams may not want things laid out sequentially, they may have a big picture. Some teams like to be told a story, that's a very specific communication style. It may not be sequential, it may not be a lot of facts, it may be more of a narrative. There are four basic communication styles. For example, the analytical communicator wants communication that is direct and to the point without a lot of details. A structural communicator is an individual who wants details, wants process. A conceptual communicator wants to be able to look at the possibilities, to think out of the box. And your social communicator wants to develop a relationship. So it's very, very important for the product manager to learn the various communication styles of the key team members and stakeholders that they work with and try to adapt their communication style to the other individual's communication style so that again, the messaging connects. It's really important to understand the different communication styles that other people have in order to pass the message, in order to communicate the message the best you can. So it helps with collaboration, absolutely. The second thing it helps with is conflict resolution. So a lot of times there is no underlying root cause for a conflict except people don't like the way you said something or you have a problem understanding what the other person is saying due to different communication styles. Product managers for sure need to be comfortable with using a variety of communication styles because we talk to such a diverse group of people. Executive communication is one skill, talking to your engineering team, to your UX team, to your customers, are all very different communication styles and skills. How do you determine which communication styles are appropriate? Knowing which communication styles are appropriate both for an individual and for teams a lot of times can be just a trial and error situation. So a lot of times it's just trying to figure out what the team needs and what type of style that they need and then adjusting as appropriate. Product managers need to really be good at reading people and reading teams. One other technique that I would recommend is to ask people or teams to repeat back what you just communicated to them. This is a really good test to see if what you're communicating and the way you're communicating is landing. First of all, it starts with their role as far as what's appropriate. And I would say the more that people are involved in the development process, for example, they would need to have more information from you. The people that are more supporting it at a high level or from distance really need to have more summary type of information. And when do you adjust? You adjust when perhaps you're not getting the type of response that you need. Maybe people are confused because you're giving them too much detail, if you actually did that. And if they want you to scale back on the communication or increase it, then you can do so. When I was starting out as a PM, my mentor had templates and a communication plan, if you will, that he shared with me. And I was grateful for that because it gave me a place to jump off from. But like with all things, I did need to pivot and adjust for the stakeholders I interacted with and for my own professional style. And so I think you know how to pivot and how to adjust based on feedback you get directly from those individuals, but also just whether or not your communication is landing and sticking and if it's not, time to try something else. So a couple of different things that can help you determine which communication style is appropriate. One is you listen, you listen to not only the verbal cues that are coming from the person you're talking to, but also their body language that in a lot of ways will tell you if the person is using an aggressive style or more of a passive style. Are they more detail oriented or they're talking more high level? So the second thing I would say is context is really important, right? So is it a one-on-one meeting in a closed room or you're talking to someone in a group setting where perhaps more senior people are involved as well? Active listening is very, very important. Learn the various communication patterns of the various communication styles. For example, an analytical individual will use terms such as cut the chase, what's the bottom line? What is the problem that we are trying to solve? A structural communicator will use things such as, how are we going to do it? What are the steps? How do I get from A to Z? Can you walk me through this? Can you give me an example? A conceptual communicator is going to use terms such as let's take this idea and run with it. How can we go from good to great? Oftentimes your conceptual communicator is going to use metaphors aim high, we got this things such as this. And your social communicator is going to ask who's involved? Let's build a relationship here with some of our customers and users and they're going to really have people focused types of questions and comments. So by listening and understanding the perspective of the individual, we can often recognize what their communication style is.

aklında tut sadece


Anladım, bu videonun içeriğini ve farklı iletişim stillerini, ürün yöneticisinin iletişim stratejilerini nasıl adapte etmesi gerektiğini aklımda tutacağım. Ayrıca, analitik, yapısal, kavramsal ve sosyal iletişim stillerinin özelliklerini ve nasıl etkili bir şekilde kullanılacağını da öğrenmiş oldum. Başka bir konuda yardımcı olmamı isterseniz buradayım!


Welcome to Trust and Communication Styles. After watching this video, you'll be able to explain the process of building trust by adapting your communication style, outline how each communication style can either gain or lose trust. Patrick Lencioni, an American author, states that trust is about vulnerability. Team members who trust one another learn to be comfortable being being open, even exposed to one another around their failures, weaknesses, even fears. Lencioni cites a lack of trust as the number one dysfunction of a team. A product manager must gain the trust of their team before product management results. Understand individual communications and styles which can accelerate overcoming a lack of trust and bring a team together. There are four distinct communication styles. These are analytical, structural, conceptual, and social. Your likes and dislikes drive your style and help you identify what motivates you, what you value, and in some cases, your culture. As a product manager, you need to learn to adapt styles to suit the situation and person to build trust. There are six tips that every product manager should use to earn trust. These include be an active listener, understand emotional intelligence, communicate effectively, be culturally aware, build rapport, and resolve conflict. Be an active listener, listen instead of shutting them out. Acknowledge and support their idea or plan to the greatest extent possible. For example, encouraging team members to share their thoughts and listening to what they have to say. Self-awareness is an important step in enhancing your emotional intelligence. Dismissing ideas or shutting down idea generating discussions may lead your team members to stop being open and look for an exit strategy. An example of understanding emotional intelligence is acknowledging the ideas put forward by an individual who likes brainstorming. Nonverbal communication is said to be more critical than the words you share. The Product Management Institute, PMI, states that 55% of all communications are non-verbal. Don't allow your non-verbal communications to dominate a conversation. For example, an individual with a high social preference will shut down if your non-verbal communications are disrespectful. Cultural awareness is another way to win or lose trust. Understanding and appreciating another individual's culture can win others respect and appreciation. Disregarding cultural realities will be a barrier to open communications. Cultural factors are often disclosed by an individual style. Cultural competence helps you avoid stereotypes, biases, and misunderstandings, as well as tailor your services to meet your stakeholders specific needs and preferences. For example, adapting your communication style to respect and understand diverse cultural norms. Building rapport is critical to gaining trust. Creating an environment where each style feels comfortable is key. For example, a conceptual individual wants to share ideas. A social individual wants to build a professional relationship. A structural individual, on the other hand, wants to talk about processes and methods. Addressing conflicts in a mutually collaborative way is important. Conflict occurs when opinions and ideas clash. Understanding an individual style can help you gain perspective of the other person's perspective. For example, actively listening to your team members concerns and finding common ground to reach a consensus on the project timeline. Communication styles and trust-building strategies are interconnected to enhance trust, gather insights into your stakeholders preferred communication styles, and align your interactions accordingly. Let us now explore how each communication style can gain or lose trust. Let's start with analytical. To win trust, it's crucial to respect their time, avoid ambiguity, and consistently focus on delivering value. You can lose trust if you dive too deeply into a subject, provide erroneous data, and misrepresent the value proposition. In the structural style, you can win trust if you appreciate their plan, acknowledge their expertise, and give them guidance. You can lose trust if you micromanage, do not allow time for clarification, and change the guidance constantly. In the conceptual style, you can win trust if you allow time for brainstorming, listen and acknowledge ideas, and appreciate their creativity. You can lose trust if you give no options, ignore the big picture and allow no room to explore. In the social style, you can win trust if you show respect, work as a team, initiate a friendly interaction. You can lose trust if you are sarcastic, share negative non-verbal cues, or not tactful. In this video, you learned that there are six tips that every product manager should use to earn trust. These include be an active listener, understand emotional intelligence, communicate effectively, be culturally aware, build rapport, and resolve conflict. Communication styles and trust-building strategies are interconnected to enhance trust, gather insights into your stakeholders preferred communication styles, and align your interactions accordingly


Güven ve İletişim Tarzları

Bu video, güven inşa etme sürecini açıklamakta ve iletişim tarzının nasıl adapte edilmesi gerektiğini anlatmaktadır. Patrick Lencioni, güvenin kırılganlıkla ilgili olduğunu ve takım üyelerinin birbirlerine karşı açık ve samimi olmalarını gerektirdiğini vurgulamaktadır. Lencioni, güvensizliği bir takımın en büyük işlevsizliklerinden biri olarak tanımlar. Ürün yöneticisi, etkili sonuçlar elde etmek için takımının güvenini kazanmalıdır.

Dört Temel İletişim Tarzı:

Analitik İletişim Tarzı: Bu tarzda güven kazanmak için zamanlarına saygı göstermek, belirsizlikten kaçınmak ve sürekli olarak değer sunmaya odaklanmak önemlidir. Güven kaybedilirken, konunun derinlemesine incelenmesi, yanlış verilerin sağlanması gibi durumlar olmalıdır.
Yapısal İletişim Tarzı: Bu tarzda güven kazanmak için planlarına saygı göstermek, uzmanlıklarını kabul etmek ve rehberlik sağlamak önemlidir. Güven kaybı ise mikro yönetim yapmak, açıklama için zaman tanımamak ve sürekli olarak rehberliği değiştirmekle olabilir.
Kavramsal İletişim Tarzı: Bu tarzda güven kazanmak için beyin fırtınasına zaman tanımak, fikirleri dinlemek ve yaratıcılıklarını takdir etmek önemlidir. Güven kaybı, seçenek sunmamak, büyük resmi göz ardı etmek ve keşfe izin vermemekle olabilir.
Sosyal İletişim Tarzı: Bu tarzda güven kazanmak için saygı göstermek, bir takım olarak çalışmak ve dostane etkileşimlerde bulunmak önemlidir. Güven kaybı ise alaycı, negatif beden dili kullanmak veya dikkatsiz olmakla olabilir.
Öneriler:

Aktif dinleyin ve diğerlerinin görüşlerini anlayın.
Duygusal zekanızı geliştirin ve başkalarının duygularına saygı gösterin.
Kültürel farkındalık gösterin; diğer bireylerin kültürlerini anlayarak saygı kazanın.
İletişim tarzlarını tanıyın ve katılımcılarla etkileşimlerinizi buna göre uyarlayın.
Sonuç olarak, iletişim tarzları ve güven inşa stratejileri birbirine bağlıdır ve güveni artırmak, paydaşların tercih ettiği iletişim tarzlarını anlamak için önemlidir.


Welcome to Expert Viewpoints, Communications and Trust. In this video, product managers and subject matter experts will offer insights on how communication is linked to trust and tips on how to build trust. How do you feel communications and building trust are linked? What are tips you can provide to build trust? They are linked totally together as one. How I communicate to you is going to either create, or not create trust. How we communicate is a way to build trust through the showing of respect and showing that you totally understand their perspective and are willing to accommodate their needs. Communications and building trust are linked in both the way that you communicate and the type of information that you're delivering. I think when you communicate with people, again, asking a lot of questions, what are your needs in this project? What are your goals? What do you want to accomplish from a career perspective? Do you feel like this project is going to get moving forward in your career? Is this the right project for you to be on at this moment? If you really have an interest in the people or the team that you're working for, you can ask those types of questions and that will build trust. They will feel like you want what's best for them and then they will give you their best back. The other thing that builds trust I believe, is being as upfront and honest and authentic as you can with people giving them as much information as you're able to give them. Communicating often and frequently, and clearly builds trust. When you have trust, people aren't afraid to reach out to you with questions if they didn't understand what you attempted to communicate. But also with bad news, which we run into a lot in software. Communications and trust are absolutely two sides of a coin. If you think about it, effective communication, being honest, being transparent, over time, builds trust because people can trust you, they can trust what you're saying. It's true the other way around as well. If you don't trust somebody, then it's hard to effectively communicate with that person. Having trust is important to be then able to communicate clearly and effectively and having honest and transparent communications builds this trust over time. The more people see that you have expertise and capability and that you know what you're doing, essentially, then that trust starts to build. But if you don't communicate with people, they won't feel like you either don't know what you're doing or you're holding something back for some reason, and that really breeds distrust. What are tips you can provide to build trust? Some tips that I can provide that will help build trust with individuals and teams, is to use a question mentality, asking people questions when I'm talking with a team about a direction that a product needs to go, these are the reasons for why we made these decisions. Then I will ask questions who disagrees with this approach or does anybody have any new ideas that we can consider as we're building this product? After all, it's the people that do the actual building that get the work done and so you do want their buy-in. To get that buy-in, to get that participation they have to feel like they have a voice and I think that builds a lot of trust with the team. Another tip for building trust is to avoid talking behind people's back and withholding information when you don't need to. One thing that I do to build trust with my stakeholder group and my engineering team is to provide updates on a weekly basis of what I've been working on, what the team has been working on and where a given initiative stands and giving space for them to ask questions. In these updates, I'll give async or in person, depending on the stakeholder group. I think first you need to listen. You need to keep your ears open, talk less, listen more to the person you're communicating with. Second thing I would say is conflict is common, especially in tech industry, in your workplace. In a professional setting, conflicts can arise by a number of different means. But it is more important that you address this conflict as early as possible. Lastly, I would say the most practical way to build trust is to be on time with the promises that you've made. If you promise to deliver something, let's say it's a piece of documentation or it's a feature in a product, you need to do that over and over with time to build that trust. Really goes back to communication and building relationships. Also, I've had another manager tell me at point point over-communicate. At first I was thinking, well, we put all this effort into finding that perfect balance for communication. But even if you think someone doesn't need to know something about a specific topic, over-communicate, people can tell you to adjust. You do have to find that balance, but you don't want to ignore or assume that people don't want to know something. Well, to build trust the Number 1 tip is for you to be vulnerable. Be willing to go ahead and share a little bit about yourself and that's not just job-related, that is personally related as well. Most importantly, let people know that anything that they share with you is going to be held in confidence. Create the right environment, show respect, and be vulnerable.

aklında tut


Anladım, bu videonun içeriğini ve güven ile iletişim tarzları arasındaki bağlantıyı aklımda tutacağım. Güven inşa etmek için iletişimde nasıl yaklaşılması gerektiği, aktif dinlemenin önemi, zamanında verilen sözlerin yerine getirilmesi ve aşırı iletişim kurmanın faydaları gibi noktaları öğrenmiş oldum. Ürün yöneticisinin ekip üyeleri ve paydaşları ile olan ilişkilerinde güven oluşturma stratejilerini de aklımda tutacağım. Başka bir konuda yardımcı olmamı isterseniz buradayım!


An individual who enjoys brainstorming and generating new ideas would likely prefer which communication style?

Structural

Conceptual

Social

Analytical

sadece cevap


Conceptual


Which of the following statements regarding communication styles is correct?

Do not vary your communication style.

An individual has a singular preference.

An individual may have multiple style preferences.

Analytical is the optimal communication style.


An individual may have multiple style preferences.


Knowledge of communication styles can help you develop more trusting relationships. Who developed the 5 Dysfunctions of a Team Model that states lack of trust is the first dysfunction that must be overcome?

Phillip Kotler

Karl Jung

Michael Porter

Partick Lencioni


Patrick Lencioni