Paresh Vakhariya

* In terms of KPI's shared between product and engineering, I would say "Effective Resource Utilization" can be missed primarily because it can be hard to track and measure across projects/teams. * "Internal team satisfaction" is another one that PM's may not include but this is an extremely important metric that provides a good idea of the health of the team and organization. This should not be missed.

New ideas can come from various sources: * Customer and end User feedback * Metrics and usage data. Metrics movers: ideas that will make a dent on you metrics * Market research, competitive analysis and trends: * Stakeholders such as other teams that are dependent on you * Engineering efficiency and improvements Please see my other response on how to decide what to build. Broadly speaking the decision for what to build depends upon: 1. User problems that the features will help resolve 2. Impact: what is the end customer or business metrics it will move 3. Long term strategy and roadmap alignment -> continue to build features incrementally for a long term benefit 4. Engineering effort needed to build

- Soft skills such as communication, teamwork, adaptability, and a willingness to learn are also important for any product organization. - Work with Engineering on a day to day basis to help build a product by clarifying requirements (which are gathered from various data sources) - Additionally skills such as clear prioritization, OKR and goal setting and a good understanding of metrics are crucial - Good UI/UX skills, ability to talk to customers and help articulate their customer challenges to their teams - Gather stakeholder feedback and craft a vision/strategy based on various data points (including above ones) - Ability to work with Sales and Marketing in addition to UI/UX, engineering to help define success of their product

Leadership levels require a broad set of skills and experience, as well as a strong commitment to leadership, team mentoring and cross-functional collaboration. A lot of time is spent in deciding the strategy/vision, seeking alignment with leadership and cross-functional stakeholders. Once strategy is completed, hiring the right PM's (and other functions) to align with the strategy is key. Also ensuring the org structure supports the strategy and empowers the teams to do their best work. Team coaching and mentoring is also a key factor in growing from a senior PM to higher levels. Ability to align the teams to a broader vision and then providing them feedback along the way is crucial.

Generally the process I follow to prioritize features is: * Aggregating feedback: from customers, users, and stakeholders through various avenues * Review User metrics to help identify pain points, feature requests etc. * Align feature prioritization with long term Vision/Strategy (This needs to be defined ahead of the prioritization exercise) * Assess the potential impact and value of each feature using factors such as customer metrics, market trends, competitive analysis, and alignment with company goals/OKR's/metrics. * Evaluate the effort required to develop each feature, considering factors such as development time, complexity, dependencies, and resource availability. * Prioritize using frameworks such as RICE prioritization framework (Reach, Impact, Confidence, Effort) to rank and prioritize features based on their importance, urgency, and potential impact. * Identify any dependencies between features and evaluate the implications of implementing them in a specific order. * Get feedback from key stakeholders on your prioritization * Continuously review and reassess the feature priorities based on all of the above.

Some key types I have encountered are: 1. UX/UI product managers: These product managers are responsible for the user experience and user interface of a product. 2. Platform product managers: These product managers focus on building and managing platforms that enable other products or services to be built on top of them. 3. Growth product managers: These product managers focus on driving growth and increasing user acquisition, retention, and engagement. 4. Technical product managers: managing the development of complex technical products. They work closely with engineers and designers to ensure that the product is technically feasible and meets the needs of the target audience. As for each type, the skillsets vary broadly. For UI/UX having a good understanding of customer issues and be able to ensure a UI can tackle these challenges are key. Metrics are more end user engagement related. For Platform PM's, building a scalable and reliable platform is key. These are more technical in nature and may/may not directly interface with customer needs but indirectly via the products they support. For Growth PM's, a solid metrics and funnel background is key along with UI/UX. For Tech product managers, good understanding of technical systems, their interplay and abillity to collaborate with engineering is key. For all PM's, prioritization, goal/OKR setting, communication, leadership and strategic thinking are a must.

It can be challenging to break into PM space but here are a few tips: 1. Switch roles to PM within your current organization: this is the best path as you already have a good understanding of your company, product, customers, metrics and stakeholders. Find a team that will offer you this career growth (by working with your manager) 2. Apply for roles within your industry and domain. This might help you switch over more easily than a completely new area. 2. Determine the type of PM you want to me (Platform, UI/UX, Data, Growth or Technical). Build your skillset in your current role for these specific types. Then apply for those roles 3. Build a product and blog about how you did this. Build a portfolio based on these projects. 4. Network within the industry and seek mentorship. Keep in mind, switching roles, company and levels at the same time can be challenging. Make these moves in 2-3 steps. e.g. switch to PM, then to a company you like and slowly climb the ladder to the position you desire. This is just an example.

Setting a solid product vision, strategy and a clear roadmap for atleast 3-6-12 months is the top activity for a PM leader. Some benefits of having this in place are: 1. Determine and solve customer problems 2. Clearly articulate the impact you will have on company or product metrics 3. Alignment across the entire organization on what you will deliver by and when 4. Make sure resources are allocated to the right initiatives as outlined in the roadmap 5. Inspire Engineering, Design, Marketing, Data Science and all other teams to achieve the vision 6. Communicate this roadmap and plan to executives and get their buy-in for resources and support

The best PM's have: - Strong leadership and communication skills. To be able to talk to customers, stakeholders, and leadership with the right context. They are good at leading teams with ambiguous problems and helping them arrive at a decision quickly - Strategy and Vision: the ability to define a problem, size and prioritize them, come up with a solution (along with a set of steps needed to achieve their goal) - Comfort with data, metrics, and OKR setting: set clear goals and a plan to achieve them over time. Rally a team around these goals. - Constant learner: learn about new tech and user challenges to help define solutions with a passion for the products they work on. - Dealing with ambiguity: be able to deal with changing direction, organizational constraints, timeline risks and resource constraints to constantly make progress

For a PM or Sr. PM, the skills needed are: * Strategic thinking and ability to develop product roadmaps that align with company goals * Deep understanding of customer/user issues and product development processes * Strong communication and leadership skills to lead cross-functional teams * Advanced knowledge of prioritization and risk management * Advanced analytical skills to define OKR's and metrics For a Director or executive, the skills needed are all of th ePM skills plus: * Strong leadership and communication skills to guide and inspire many product teams via a vision and strategy * Advanced stakeholder management and ability to interface and align with leadership on company goals * Advanced understanding of metrics and company OKR's * Industry knowledge and thought leadership * Ability to interface with customers to get a deep understanding of their issues. * Hiring, and mentoring a team. Help guide through inter personal issues.