Product Management KPI's

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

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

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

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

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

+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

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

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 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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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,

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

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

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

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

While there are different specific metrics that marketing and product teams track for product launches, what's critical is the alignment between the two and agreement on the metrics to track prior to

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

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

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

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

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

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

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

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

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