![]() ![]() They can then determine whether they’re now hitting their internal deadlines and targets. In our survey, 58% of companies with product operations said they experience greater autonomy in their decision-making.įor a less subjective measure, the team can track how long it takes them to complete key deliverables. But the primary evaluation should focus on whether the product team now has enough time (or more than enough) to handle their core responsibilities. This, of course, requires a preexisting understanding of what the product team deems high value versus low value. You can ask them if they think they’re now spending less time on extraneous activities. But if that seems too demanding an ask, you can once again survey the team. You can then use that information to track progress and spend more time on higher-value tasks. Each product team member can utilize time trackers to document where they spend their time. ![]() You could attempt to measure increases in product team efficiency. It’s a job encompassing various tasks with priorities driven by several external and internal factors. Product team efficiencyĪsk a product manager what they did all day, and you’ll get a different answer every day of the week. Moreover, the team can gauge stakeholder satisfaction via a survey or simply asking around now and then. The team can document that standardized, personalized communication. Product operations succeed when they inform stakeholders more frequently and use the methods, cadence, and level of detail they prefer/require. According to our survey, 50% of companies with a production operations function feel “very” or “extremely” aligned. It only gets more complicated when the number of players involved grows. Keeping everyone in sync, up-to-date, and on the same page is a tough job. Stakeholder alignment is a massive challenge for any organization, so it’s no surprise this is the top responsibility for product operations. Let’s look at each one and think about how to decipher the true impact of product operations in each area and how they help the product team scale. Measuring how successful product ops has been at meeting these goals requires qualitative and quantitative analysis. This shared, common understanding properly sets expectations. The organization should know what responsibilities product ops are taking on. The other key ingredient in seeding success for product operations is to ensure everyone in the organization understands its purpose. This won’t be as accurate, but it’s better than nothing and provides some comparison. Use the same type of survey to ask colleagues what things were like before product operations began. However, teams can gauge success even after product operations join the gang. Taking stock of the current/pre-product ops state of affairs makes sense. In this case, it’s identifying how things were going before product operations came on the scene. Like any experiment or change, it’s beneficial to have a baseline to compare against. Setting the Stage for Product Operations Success Owning and managing the product stack, owning and managing product analytics, and creating customer feedback loops rounded out the top six responsibilities, all checking in at 42%. Moreover, enabling internal teams with product education came in at 43%. Increasing the efficiency of the product team followed as a close second with 52%. Improving communication between the product team and stakeholders topped the list of responsibilities at 58%. This process should begin by revisiting product operations’ defined responsibilities, which vary from one company to the next. They now have the additional burden of assessing the efficacy of product operations. ![]() Product leaders are already facing challenges when evaluating the work of product managers. Namely, what are they doing, and is it making a positive difference? Now they’re likely to receive the same scrutiny other groups within the company face. Product ops has become more commonplace and established. Product leaders need to learn how to define product operations success. According to our 2022 survey, 32% of all companies now have a product operations person or team on their staff, trending even higher for larger organizations. Product operations may be the new kid on the block for product teams, but they’re becoming a much more common fixture.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |