Recently, someone placed the following comment on one of my blog posts. "The AIPMM Seven Phase Product Lifecycle Framework is a vendor independent Product Management and Product Marketing standard that takes into account best practices used in a wide range of companies and industries. ... The Framework includes seven distinct product phases, from Conceive to End of Life, and covers all aspects during the entire product lifecycle." I'm familiar with the Seven Phase approach of the AIPMM, and it...

The business intent of Product Management is to increase an organization's competitive advantage through various product initiatives. Competitive advantage is defined by product differentiation and process efficiency. An XY chart displays a competitive advantage score in terms of differentiation and process efficiency.  This type of score card provides actionable information that a Product Management team can use for self-diagnostic in process improvement initiatives, and for performance co...

Profits gained from product initiatives are driven by two factors: the selling price of your product, and its total cost. The difference between the selling price and its cost is profit, both of which are impacted by product management. Let's take a look at cost. How does better product management impact cost? Better product management leverages standard practices, a single source of truth, an institutionalized language, asset sharing, and collaboration to reduce costs by as much as 25% throug...

Ask any high school student; they know just how much they have to do, at least for the short term. Let me call this the optimal level of instinctive competitiveness, after which point increasing competitiveness can only be achieved by increasing amounts of formalized product management processes. The question is how competitive does your company have to be, and for how long? If you and your company can be competitive based on your instincts, then why would anyone do anything more? The answer is...

Let's say you've done your homework and in one way or another you’ve identified a market opportunity. You define a product feature that you believe the market is going to run with. In fact, you're sure your product will be seen as something disruptive in the market with this new feature. What do you do? Do you keep your cards close to your chest and play them out? Do you tell your investors that things are about to change? How do you control the expectations of product investors? I mean anyone ...