All related (12)
Virgilia Kaur Pruthi (she/her)
Principal PM & Product Coach at Microsoft | Formerly Amazon

Product teams in my opinion consist of product, engineering, and design (at a minimum). With that said, product KPIs should always be shared with engineering since what they are building essentially impacts the KPIs of the product in question. All the work that product teams do should always build up back to the overall company/business unit objectives (even if those metrics are more technical).

Paresh Vakhariya
Director of Product Management at Atlassian
* Shared KPI's between engineering and Product Management is a great way to build high quality, scalable products that are delivered on-time that bring customer delight. This also builds camaraderie and encourages teamwork towards a common goal. * There are different ways of achieving this. e.g. PM's and Engineering can own certain KPI's. While both teams can also individually own their own KPI's. Not all have to be shared * Generally PM's would own Company, Business, Acquisition, User Engagement and User Satisfaction KPI's. Examples are: MRR, Churn rate, Number of user...more
Vasanth Arunachalam
Head of Technical Program Management at Meta
For the first part of the question - * I stared my career as an Individual contributor IC) and as you know that is all about specific product/platform strategy and top notch execution. I talked about the day to day of an IC in my previous AMA. * When I transitioned to a manager role with a small sized team, it was all about scaling myself through my team. I was still accountable for a specific product area (M&A, Backend services for an OTT platform, Business Integrity Enforcement etc) but it included a bunch of products/services that required me to expand my expertise i...more
Nico Rattazzi
VP of Product at Zumper
Product, Engineering (and even design!) should ensure the majority of the user's experience is measured (engagement, conversion), the platform is functional (speed, etc), and that the company's key metrics are preserved.  A big miss that comes up between product and engineering is when there is confusion around a product experience. Product Perspective: "This is not working as expected. This is a bug" Engineering: "This is what I was asked to build. It's working as specified" This will happen from time to time based on how mocks, specifications, or flows are interpreted. The best KPI her...more
Virgilia Kaur Pruthi (she/her)
Principal PM & Product Coach at Microsoft | Formerly Amazon

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 product area is solving for. Then see how those needs and your business goals align, and how your specific area can help solve for that. If it is a matter of stakeholder management that is a different story, but engineering, product and design should really have shared KPIs.

Tasha Alfano
Staff Product Manager, Libraries and SDKs at Twilio

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 performance and trends within the data and setting a realistic yet aspirational target to work towards. After that, begin iterating on your target. Revisit the KPI, analyze, adjust, and communicate your findings.

Nico Rattazzi
VP of Product at Zumper
It's worth ensuring you collaborate closely with your PMM to ensure you know who is responsible for what along all touchpoints. In general, top of the funnel channels owned by marketing should be owned by their team (social, paid, blog, email, etc). Everything else should be owned by the product/design/engineering team (with the exception when marketing owns the development of those product ie. lead gen with "no code" tools). The touchpoints where marketing hands customers over to the product experience should have the right metrics tracked to understand A) the quantity and quality of users...more
Rupali Jain
Chief Product Officer at WorkBoard
I'm going to suggest a few processes, but please do scale each process to the size of the organization. Treat your processes like you treat your product - establish 2-3 internal customer problems that are actually worth solving, and solve them with an MVP of a process and iterate as you learn - don't try to introduce everything at once. * Quarterly priorities: Getting into the habit early of writing down the plan for the quarter is a good muscle to build early in establishing the PM discipline even with only a handful of PMs.  Focus on articulating the big bets for that quarter a...more
Zeeshan Qamruddin
Director of Product Management, Fintech at Hubspot | Formerly Segment, WeWork, Airbnb
At the company level, there are a few different methods of communications to keep everyone abreast of updates: 1. Product Notification emails (Ad Hoc) - These emails have a set template and allow product teams from around the company to share updates to their areas in a digestable format as major features go out of the door.  2. Product Newsletter emails (Weekly) - The weekly newsletter summarized major product updates and initiatives to all product team members.  3. Quartery Business Review meetings (Quarterly) - These larger meetings gather key parts of the business to...more