Proven concepts. Applied. At your site or “live” on the web.

Onsite or online, get your team on the same page with a common language, a company-specific set of tools and templates, and proven methods for developing and delivering products.

It’s likely some product management team members have formal training; others don’t. Some have years of experience; some have just started. They probably have some tools they’ve used in the past and maybe some templates from a training class. How do you adapt these to your business and products?

Key product management topics. Product management spans many activities from business planning to market readiness. Under10 offers a broad set of topics including personas, pricing, positioning, problem discovery, and more. You define your agenda by choosing the set of topics that fit your top business issues.

“Review, Extend, Apply.” In our workshop modules, we’ll review what the team already knows on the topic, extend their understanding with a new technique or concept, and then apply the concept to your products and markets in a working session. We encourage you to share examples based on your products and methods. Our focus is on skills development, not just information transfer, so each module delivers a document or process that’s ready for production (or at least ready for validation).

Delivered onsite or via webcast. You can create your own delivery package by combining onsite workshops with web-based sessions plus one-on-one coaching by phone. Clients typically schedule these sessions over a period of 4 to 6 months to ensure adoption. Onsite is best for team-building; online is best for distributed teams. Pick the delivery model that works for your team.


Team Assessment (full-day session)

With the Under10 Playbook Assessment, we’ll look at your processes — from concept to retirement— to assess the importance of each element, determine how well it’s being executed, and evaluate the skills of your team. We’ll assign responsibilities for each element and identify specific areas for additional training and skills transfer.

Objectives

  • Profile 40+ activities and artifacts to define responsibility areas
  • Identify gaps between current and future states
  • Determine your skills training plans

Who should attend

Product leaders, product managers, product owners, product marketing managers, and team leads of departments who work with them.

What’s Included

  • Completed worksheet with identified gaps, responsibilities, and training needs
  • Extended write-up of assessment and our recommendations

Define Team Roles and Responsibilities (workshop)

How do we define product management and marketing teams and how do they interact with others? In this module, we use a simple framework for defining team responsibilities for product strategy, planning, and growth. We’ll contrast them with the responsibilities of development, marketing, sales, and services. (Hint: our focus is on problems, not solutions).

Objectives

  • Learn what is (and isn’t) product management
  • Define the roles for product strategy, product planning, and product growth

Who should attend

Product leaders, product managers, product owners, product marketing managers, and team leads of departments who work with them.


The 3 Roles of Product Management (presentation)

Welcome to product management—whatever that is.

Product Management is one of the most exciting—and most misunderstood—functions in technical organizations. Is it a strategic role or a support role? Often, the role is defined largely by others. Many in product roles are unclear about what is (and isn’t) product management. After all, product management spans many activities from business planning to market readiness.

Highlights

  • A better metaphor for product manager
  • Is the product manager a “”mini-CEO””?
  • A simple tool to define product management

In this session, we’ll examine many product activities and artifacts for product strategy, planning, and growth, and introduce a simple tool that you can use in your organization to clarify the roles of product management and others.


Revisiting Your Planning Process

Every organization is unique—so your planning process will be too. What are the activities and artifacts to go from idea to market? Using the Under10 Playbook Canvas, we’ll define a nimble planning process that determines which activities and artifacts are necessary in your business. It encompasses three critical phases for managing today’s products: 1) business planning and justification, 2) technology planning of solutions that address market problems, and 3) launch planning to deliver the solution to your market.

Objectives

  • Understand the Under10 “”honeycomb”” framework
  • Identify key artifacts and activities
  • Define your life cycle process using the Under10 Playbook Canvas

Who should attend

Product leaders, product managers, product owners, product marketing managers, and team leads of departments who work with them.


Market Insights and Problem Discovery [Market Problems]

Many people consider market research to be something that only outside firms can do. But it’s amazing what you can learn in a phone discussion; you’ll learn even more by observing clients in their work environments. In this module we’ll learn to identify problems and outcomes that drive innovation. Together we’ll examine the techniques for gathering requirements and performing customer discovery, particularly interviews and observation.

Objectives

  • 3 research methods everyone should know
  • The mechanics of client interviews
  • Conduct mock interviews in your product teams

Who should attend

Product managers, product owners, U/X designers, product marketing


Interviews and Observation workshop [Market Problems]

We’ll extend the session on Market Insights with a series of practice sessions for interviewing and observing. Many teams understand research concepts but are reluctant to begin so we’ll start with some mock interviews in a safe environment.

Objectives

  • Team interviews
  • Observing for product improvements
  • Crafting a 10-question survey

Who should attend

Anyone with responsibility for identifying and documenting customer and market problems


Markets, Segments, and Personas [Buyer and User Personas]

Create personas and use their stories to drive your business planning and delivery. Understand who the buyers are (and who are not), understand their journey from awareness to action, and understand the language they use when discussing their problems.

Objectives

  • Who is (and isn’t) your buyer?
  • Buyer personas and journeys
  • Create personas for your products

Who should attend

Those who need to profile the ideal client to drive product development and marketing. This typically includes product managers,product owner, UX designers, and product marketing managers.


Product Strategy and Innovation

How do you incorporate innovation into your product plans to create a long-term vision? In this module, we’ll explore three innovation and strategy frameworks and examine their impact on investment themes and value streams.

Objectives

  • Three strategy frameworks for product leaders
  • Aligning strategy with product ideas
  • Profile projects for market-product fit

Who should attend

Product leaders, product managers, product owners, product marketing managers, and team leads of departments who work with them.


Creating Your Business Model [Business Plan]

Is it time for a one-page business plan? What is the right level of detail at which step of the planning process. In this module, we’ll discuss three common business planning approaches and create your own canvas.

Objectives

  • Opportunity scoring using ASPIRE
  • The one-page business plan
  • Levels of involvement by others

Who should attend

Anyone responsible for business planning.


Realizing Business Value with Pricing “

Because pricing is a critical piece of any business model, we’ll lead a discussion of pricing and negotiation challenges for your products including pricing for value, pricing methods, tiers, and when to charge more.

Objectives

  • Terms you should know
  • Common pricing techniques
  • Pricing and negotiation

Who should attend

Those responsible for business planning and defining the standard pricing model.


Define Your Competitive Landscape

Profile your competitors, their products, and their positioning to determine the right approach in positioning and selling against them.

Objectives

  • Identify and profile your key competitors
  • Create battle-cards for your sales teams.

Who should attend

Those responsible for sales enablement, competitive intelligence, and competitive product profiles.


Making Build, Buy, and Partnering Decisions

Discuss techniques for determining when to develop new products and capabilities internally or when it makes more sense to look externally.

Objectives

  • Profile partnering opportunities for strategic fit
  • Considering brand impact on customers
  • Using ASPIRE to determine partner fit

Who should attend

Strategic product managers and product leaders, as well as partnership managers


Today’s Development Methods and Product Teams

Have your development and engineering teams adopted agile methods? How does agile impact product management? In this session, we will learn how agile methods increase responsiveness to our customers and prospects, and how product planning changes with these approaches. We’ll review common development methods and how they impact product teams. This isn’t a development method class; it focuses on how product management can feed and monitor any development process.

Objectives

  • A brief intro to methods
  • The rhythms of agile delivery
  • The backlog and the five queues
  • Balancing scope and dates

Who should attend

Designed for those who are struggling to sync product management and agile development.

Product Stories and Personas [Requirements]

We often get so caught up in features that we lose sight of the people who use our products and what they’re trying to accomplish. This is a common area of conflict for many teams: product managers tend to write generic stories while developers want extremely detailed specifications. What is the right level of detail for your team? We’ll run a discovery session with your team to determine the right level of precision for product stories in your organization.

Objectives

  • Problems drive features
  • Understanding product stories
  • User stories versus job stories

Who should attend

Product managers, product owners, and technical team leads’


Story Writing Workshop

In this breakout session, we will apply the product story approach to your products by articulating and prioritizing a set of planned stories with acceptance criteria.

  • Create 5 to 10 product stories
  • Discuss level of detail
  • Determine acceptance criteria for each

Who should attend

Product managers, product owners, and technical team leads


Prioritizing for Business Value

We all have more to do than can be done. Learn simple but powerful tools to prioritize projects in sync with your business strategies. We’ll examine a number of methods and use these prioritization techniques with your products and features to determine which approach is best for your organization.

Objectives

  • Explore quick prioritization techniques for product ideas and stories
  • Apply these techniques to your products
  • Determine how to modify these techniques to your organization

Who should attend

Product leaders, product managers, product owners, product marketing managers, and team leads of departments who work with them.


Roadmaps and Roadmapping [Product Roadmap]

One of the big challenges of planning is aligning releases with industry rhythms to make the biggest impact in the market. Too many teams attempt to release capabilities based on development convenience rather than market need. In this module, we’ll look at roadmapping capabilities using simple techniques that ensure corporate support.

Objectives

  • Aligning roadmaps with strategy
  • Differences between internal and external roadmaps
  • Getting buy-in for your roadmap

Who should attend

Product leaders, product managers, product owners, product marketing managers, and team leads of departments who work with them.


Defining Your Value Proposition [Positioning]

How will you communicate your product message to the market? Rather than just a grouping of features, a product solves problems for personas. Positioning provides the details of the key idea and the features most relevant to buyers. In a breakout, your team will develop one or more positioning documents for your products

Objectives

  • Market facts and persona stories
  • 3 techniques for positioning
  • Re-positioning the competition

Who should attend

Product managers, product marketing managers, and those responsible for product messaging.


Release and Launch Plans

Just because the code is finished doesn’t mean the product is ready to launch. In this module, we’ll discuss how to align the rhythms of your internal teams with the events in your industry to create impactful product releases and define responsibilities and tasks for effective product release and launch.

Objectives

  • Preparing for a release
  • A release isn’t necessarily a launch
  • Setting launch dates in sync with industry events

Who should attend

Product management roles plus launch managers and release managers.


Sales Enablement

What’s the best way to support your sales teams and channel partners? There are too many to help one at a time so you’ll need to help them smarter. This module on sales enablement looks at the importance of sales tools at each step of the sales cycle. We’ll evaluate the latest techniques in sales enablement to better support your sales teams. With the right tools, sales people can help themselves.

Objectives

  • Understanding the buyer’s journey
  • Using metrics to identify needed tools
  • Writing qualifying questions
  • Elements of a successful sales playbook

Who should attend

Those who empower and support sales teams and channels.


Win Loss Analysis

Effective teams use win/loss analysis to determine ways to create better products as well as improved promotions and sales enablement tools. A specialized form of research, win loss analysis gives deep insights on product, promotion, and selling. In this session, we will explore successful approaches for setting up and conducting client interviews as well as analyzing the results.

Objectives

  • Why customers lie to sales people
  • When to contact clients
  • Setting up your interview
  • Simple analysis tools

Who should attend

Strategic product leaders, product marketing managers, and team leads of departments who work with them.


Presentation Techniques

Presentation skills are critical for today’s business roles. In this module, we will discuss best practices for presentations including how to prepare, handle questions, and adapt your material to the audience.

Objectives

  • Adapting for your audience
  • Structuring your presentation
  • Taking questions and handling objections

Who should attend

Anyone responsible to creating or delivering presentations.


Retrospectives

Many teams have learned to perform process retrospectives, particularly teams using agile methods. In addition, we need to master market and business retrospectives. Did we achieve our desired goals? Use a few simple tools to focus your next product or process retrospective. This module encourages teams to examine the health of the product and define achievable goals to measure success.

Objectives

  • The product retrospective
  • Business and market reviews
  • Learn from the past to drive your processes

Who should attend

Product leaders, product managers, product owners, product marketing managers, and team leads of departments who work with them.


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