I’ve worked with developer focused tooling for almost 7 years so I know exactly
what you mean here. On almost every new feature or product our teams put into
motion, we have a huge list of factors to
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Product Management KPI's
3 answers
Staff Product Manager, SDKs and Libraries at Twilio • February 10
Executive Vice President Products at Snow Software | Formerly Rackspace, Dell • October 26
When working with products that are not monetized, it is actually more critical
to measure business impact to show the value of your work. Why? Often products
that are not monetized, are the first one
Director of Product at Shopify • December 14
Products must have some connection back to profitability, helping to either
increase income or reduce costs. You otherwise wouldn't want to make an
investment unless you're choosing to make a donation
5 answers
Principal PM Manager / Product Leader at Microsoft | Formerly Amazon • January 31
Such a great question! When you first set a KPI especially if you are in a new
market and/or in a new product/customer space, it can feel uneasy. The best way
I have learned is by setting something an
VP of Products at DOZR • February 22
I would start by understanding what is the company being graded on by its
investors and how is this new product going to deliver/contribute to that KPI.
Let's say your investors are keen on seeing rev
Senior Director of Product Management at Zendesk • April 20
+1 to arbitrary! I think setting goals for both new and existing markets may
feel like excel magic, some numbers that are based on mainly assumptions and the
product manager's gut. Its uncomfortable a
Director of Product Management at GitLab • July 26
This is a great question. I am a fan of actually being ambitious and setting
unrealistic targets or stretch goals and seeing where we end up in the first
couple of reporting periods. To get a dose of
Director of Product at Shopify • December 14
Setting KPIs should not feel arbitrary. That's a smell. It means that the people
choosing those metrics or setting their targets don't clearly understand how
they influence the business or the outcome
I'm currently struggling to define checkout error rates for our e-commerce platform. We're currently at 1.5%. Personally, I think it's too high. However, I have nothing to substantiate my opinion.
2 answers
Principal PM Manager / Product Leader at Microsoft | Formerly Amazon • January 31
I would recommend first building a relationship with your technical
lead/engineering counterpart. Have them show you how your e-commerce platform
(or product area) works end to end, from the backend p
Director of Product at Shopify • December 14
Service Level Agreements (SLA) are driven by three factors: (1) industry
standard expectations by customers, (2) differentiating your product when
marketing, (3) direct correlation with improving KPIs
3 answers
Principal PM Manager / Product Leader at Microsoft | Formerly Amazon • January 31
What a terrific question! This is one takes time and depending upon your
organization will require patience. The best way I have learned, is to ask "why"
a particular feature is being prioritized, and
Executive Vice President Products at Snow Software | Formerly Rackspace, Dell • October 26
To make a product team/organization more KPI driven, it is always best to start
at the top. The Head of Product at your organization should provide the broader
PM organization with the strategic conte
Director of Product at Shopify • December 14
Becoming more KPI driven is a matter of desire and taste. No person, team, or
organization attempts to change without believing that behaving differently will
result in an improved outcome they care a
7 answers
Principal PM Manager / Product Leader at Microsoft | Formerly Amazon • January 31
This could really range based upon the company, your users, your target goals,
where you are in your business lifecyle, etc. The most basic ones are:
acquisition, activation, retention, revenue, refer
Staff Product Manager, SDKs and Libraries at Twilio • February 10
The worst KPIs to commit to are the ones you can’t commit to at all. We can set
targets and metrics and make dashboards, but that’s exactly what they are -
targets. I recommend looking at past perform
VP of Products at DOZR • February 22
KPIs around delight unless this is your key product differentiator (which is
proven to be compelling to customers). Focus on building an intuitive and
effective product experience that users would wan
Senior Director of Product Management at Zendesk • April 20
Rates: To me without absolute numbers, rates may paint a false picture. Let me
explain with an example. Lets say you have a trial experience for your product
and you are responsible for the cart expe
Director of Product Management (Confluence) at Atlassian • May 10
Some of the worst KPI's in my opinion are: KPI's that cannot be measured
correctly KPI's that do not give a sense for the goal you are tracking. You can
use the AARRR (Acquisition, Activation, Retent
Director of Product Management at GitLab • July 26
The worst KPIs are vanity metrics that have no ties back to actual adoption or
business metrics. I once had a product manager commit to hitting a number of
emails a notification system was supposed to
Director of Product at Shopify • December 14
Let's cover this in two ways: (1) how to think about KPIs, (2) examples of poor
ones and how they can be better. I'll also approach the question a little more
broadly than Product Managers alone. Rem
6 answers
Principal PM Manager / Product Leader at Microsoft | Formerly Amazon • January 31
Interestingly enough I see two trends in the types of KPIs product teams miss.
1) Aligning with the larger's organization or business goals - Ensuring that
your product roadmap is actually impacting
Director of Product Management (Confluence) at Atlassian • May 10
In terms of KPI's shared between product and engineering, I would say "Effective
Resource Utilization" can be missed primarily because it can be hard to track
and measure across projects/teams. "Inte
Director of Product Management at GitLab • July 26
Many product organizations focus on delivery, Net Promoter Score, and user
counts. One metric that I think is important to always consider is your
availability and consistency of user experience in th
Group Product Manager at Google • August 18
This is a good one. I think there are two that often get missed and largely it
is because they are hard to measure and expensive to move. Product excellence.
How do you measure customer delight in a
Executive Vice President Products at Snow Software | Formerly Rackspace, Dell • October 25
Oftentimes, I find that Product Management teams are focused on getting the
product to market that they forget that their #1 job is building a business. As
a business leader, you can't be simply focus
Sr. Director, Product Management at Mezmo • December 12
This is a great question. In my opinion, a lot of product teams especially ones
that are focussed on customer-facing products completely miss tracking product
health KPIs like bugs in the product, pro
3 answers
Senior Director of Product, Central Technology at Zynga • August 2
Be adaptable to change - don't be afraid to try different things or change a
process that is no longer working for the team. For a team that is growing
quickly oftentimes process gets ignored because
Director of Product Management at Aurora Solar • October 27
I'm a strong believer in "just enough" process, so my answer to questions like
this is always some version of "it depends"! The one piece of process that every
team must have is a way to reflect on,
Sr. Director, Product Management at Mezmo • December 13
When joining a small company with no or little structure or joining a small but
growing product team, it is essential to understand the current state of the
product management process before establish
2 answers
Executive Vice President Products at Snow Software | Formerly Rackspace, Dell • October 26
Great question. To create a powerful partnership between Product Marketing
(PMM) and Product Management (PM) it's essential for you to have a common set of
KPIs that help you understand whether your
Sr. Director, Product Management at Mezmo • December 13
Product teams that don't have strong collaboration and communication with the
product marketing team fail to deliver a delightful customer experience. These
siloed product and marketing departments th
7 answers
Staff Product Manager, SDKs and Libraries at Twilio • February 10
The partnership with Product Marketing is one of the most important functions
when it comes to rolling out a successful product. Don’t read too much into the
last part of that statement though, a Prod
Director of Product Management (Confluence) at Atlassian • May 10
Just like Shared KPI's between Engineering and Product Management, a similar
shared KPI framework between Product Management and Marketing is a great way to
build high quality products that bring cu
VP Product at CookUnity • June 30
I love this question because it's something I'm currently involved with at
CookUnity. At a B2C company the marketing team is a Product Manager's best
friend, especially in the early startup days. You
Group Product Manager at Google • August 18
Oooohhhh, this is a good one and something I spend a lot of time balancing.
Product owns the product and at the end of the day both gets unearned credit and
unearned blame. It is your neck on the lin
Director of Product Management at Aurora Solar • October 27
I generally think in terms of OKRs rather than KPIs, so here let's agree that we
are talking about some shared measure of success! On our teams, Product
Marketing is responsible for all communication
Director of Product Management at GitLab • December 7
I think this is one of my favorite ways of categorizing different kinds of
product managers - based off of the KPI’s that they are being optimized for.
Product managers who are focused on building pro
4 answers
Principal PM Manager / Product Leader at Microsoft | Formerly Amazon • January 31
This is a hard one as I am sure there are a ton of layers to unpack here.
Whenever there is a question around metrics, I would first look to the customer
and understand what customer pain points your
Senior Director of Product Management at Zendesk • April 20
Usually I would begin with understanding What are the key customer pain points
that I am trying to solve for your customer? Those are my metrics in 9 out of 10
cases Why is my product team funded? Wh
Director of Product Management (Confluence) at Atlassian • May 10
Here is a rough process I would follow but it really varies a lot depending upon
each business: Understand Company Objectives and Goals Have a clear Product
Vision and Strategy that aligns with these
Executive Vice President Products at Snow Software | Formerly Rackspace, Dell • October 25
A good framework I use follows the product adoption lifecyle curve: At
Introduction (think MVP) the main objective is establishing product-market fit.
At Growth you need to shift objectives to focus