3 Uncommon Product Management Practices You Should Adopt in 2023 | by Shehab Beram | First steps in the product | November 2022

When we talk about practices for product managers, we’re usually referring to the frameworks, methods, and techniques that most product managers use to create a killer product. These product management practices generally include product roadmapping methods, product research techniques, prioritization frameworks, agile development techniques, etc.

In this article, we’ll discuss three different product management practices that have proven useful and have not been implemented by many organizations.

The objective of UX analysis is to go through a particular product flow, analyze it internally with the support of user data, and develop improvements to be validated.

The journey begins a week before the meeting, where the product manager chooses a specific stream and works with the product team to collect quantitative and qualitative data on that stream.

For example, the product manager chooses the payment flow for an e-commerce product. The product manager then works with the UX team and the data team to uncover data such as payment abandonment rate, task success rate, system usability scale (SUS) and the user error rate of each screen.

After the data collection stage, the product team proceeds to the UX analysis meeting with the other invited departments. The product team starts by stating the data, then goes through the full flow, screen by screen. Participants begin to place their comments and ideas on each screen, taking into account the user’s problems.

Once the team has gone through the end-to-end flow, they begin prioritizing improvements based on the data and insights shared. At the end of the meeting, the product team will be left with a prioritized list of improvements that can be validated through multiple techniques such as A/B testing and user testing or directly implemented as a quick fix. These improvements could lead to improving the set of metrics for this stream.

As a product manager, keeping stakeholders in the loop of product ideation, feedback, and direction is crucial. To make sure to loop them effectively and get insightful feedback from them, product reviews have been established.

Product review meetings are discussion and decision-making meetings between all stakeholders. These meetings have different parameters and desired outcomes depending on the process and company culture. Some of the commonly desired results are:

  • [Ideate]: [X number of our users] faces the [problem x] when they passed by [Y flow]. What do you suggest to solve the problem?
  • [Align]: Given total addressable marketing and growing user base. And given the [problem X] in front of [Y number of users]we prioritized [Feature Z] and [Feature V]. Is this group aligned? what are your ideas and thoughts?
  • [Decide]: The [X product] the team requested to prioritize this feature due to [problem Y]. We think [problem Z] and [solution V] are better investments. According to the management team, what is the highest priority?
  • [FYI]: We have selected the following [X number of problems] to be resolved for the next quarter. Please let us know if you have any comments or questions.

As product managers, we constantly have to tell stories when communicating with everyone. We say:

  • From stories to engineers to build a fantastic product.
  • From stories to marketing to deliver a captivating message to prospects.
  • Stories to customers to inspire them to achieve great things.
  • Stories to executives and the board to justify the ROI of our product investment, and the list goes on…

Being a good storyteller is why some product managers take the leap good to excellent…and some don’t.

To achieve complete understanding and alignment between teams, some product teams have implemented Pixar’s method of writing user stories. It goes like this:

Once upon a time there was . 
Every day, .
One day .
Because of that, . Because of that, .
Until finally .

Product stewardship practices aren’t just a set of steps you need to follow or tools you can use at any time. Every practice should have a purpose and objective, not just be implemented. With this in mind, before implementing any new practice, assess your team and environment and assess whether this new practice can add value to your product and customer in the long run or not.