All related (11)
Virgilia Kaur Pruthi (she/her)
Principal PM & Product Coach at Microsoft | Formerly Amazon

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 the success metrics (OKRs, KPIs) of the business itself is critical to knowing if you are investing in and prioritizing the right work.

2) Capturing "technical or engineering" metrics - Any work that your team spends time on should be impacting some metric. Even metrics that are technical (the most common one being latency) should be captured, reported on, and measured over time. 

Paresh Vakhariya
Director of Product Management at Atlassian
  • 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.
  • "Internal team satisfaction" is another one that PM's may not include but this is an extremely important metric that provides a good idea of the health of the team and organization. This should not be missed.
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
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