Frameworks for Product Managers
Frameworks are tried and tested conceptual structures that support your work as a Product Manager.
With practical tips, tools and templates - you can apply everything learned right away using proven systems.
The below guide provides frameworks with examples for the following:
Define your Product Strategy
Setting Product goals
Understand your customers
Breakdown problems
Prioritisation decisions
Executing and launch
Using Frameworks
Picking the right framework:
Consider your needs
Convincing yourself
Convincing others
Urgency
Framework selection tips:
Start cheap and fast. Take a product mindset to your toolset. Understand what you're trying to achieve then test, reflect and iterate.
Product Frameworks
Frameworks to help from two perspectives:
Lifecycle management of products and services (e.g. the stages of lifecyles explore, grow, mature, sunset)
Identify and develop ideas into market-ready products and services
Different frameworks support different needs:
Strategy formulation
Goals and Initiatives
Roadmaps and Backlogs
Sprints and Launch
Post Launch
End-to-end variations and sequences of the above.
Metrics Frameworks
Pirate Metrics
Measure your funnel, define success metrics and optimise it for the better.
HEART
How to choose right UX metrics for your product.
Prioritisation Frameworks
How do you decide what to work on? This is prioritisation in a nutshell. Your decisions are guided by many things: stage of product, external pressures, objectives, progress measures
Prioritisation is never completed in isolation.
Prioritisation occurs at different levels of the org
Prioritisation is not set and forget
RICE
Value vs. Effort
KANO
Stay tuned for more:
Cost of Delay
Story mapping
The MoSCoW method
Opportunity scoring
Product tree
Buy a feature
Weighted Scoring Prioritization
ICE Scoring
Weighted Shortest Job First (WSJF)
Design Frameworks
5 Why's
5W's & H
Design Thinking
Jobs to be done
Strategy Frameworks for Product
Strategy is your short description of your plan, with 3 to 5 concrete investments that, if you get right, will bring you closer to winning (i.e. achieving your goals/vision). The essential elements are where you are going (and how to measure when you get there) and your current plan. Time horizons typically differ at the team, product and org levels.
I will
GlEe (Gibson Biddle)
The product stack (Ravi Metha)
Amazon Method
SWOT Analysis
Eisenhower Matrix
Porter's 5 Forces
Execution Frameworks
Lean Startup (build, measure, learn)