1. Process Skills
1.1. Customer Discovery
1.1.1. Scale
1.1.1.1. 1
1.1.1.1.1. little experience talking to customers and show little initiative in trying to gain these skills. They are content talking to internal resources to the exclusion of pursuing relationships with customers and building CDP. Level 1 PMs have no CDP customers
1.1.1.2. 2.5
1.1.1.2.1. understand who target is but don't really have a sense for the range of users. 1 CDP. At risk of building a special.
1.1.1.3. 5
1.1.1.3.1. have developed 3 CDP relationships in target market, starting to understand range of profiles/needs. growing sense of MVP. articulation of pain points emerging
1.1.1.4. 7.5
1.1.1.4.1. have developed 6+ CDP in the target market. understand range of user profiles/needs. clear MVP definition and validated articulation of customer pain based on work with CDPs
1.1.1.5. 10
1.1.1.5.1. highly skilled at relationship building and interviewing customers to understand the root problems to be solved and have at least 10 CDP customers they engage with frequently to gain customer insight, 6 of which they’ve converted to reference customers for their product.
1.1.2. Questions
1.1.2.1. How many CDP customers do you have?
1.1.2.2. What have you done to engage your CDP customers across the process?
1.1.2.2.1. What have you done this week?
1.1.2.3. Are your CDPs reference customers?
1.1.2.3.1. If not, do you know exactly what it would take to get them there?
1.1.3. Impact/Consequences
1.1.3.1. Positive
1.1.3.1.1. If CDPs are engaged regularly, high probability of building a viable product
1.1.3.1.2. Sales force enablement through references
1.1.3.2. Negative
1.1.3.2.1. Not in a position to do product discovery
1.1.4. Definition
1.1.4.1. Customer Discovery includes customer interviewing skills, opportunity assessments and understanding of customer development programs.
1.2. Product Discovery
1.2.1. Scale
1.2.1.1. 1
1.2.1.1.1. struggle to define MVP. Either they under specify MVP and end up with a product that can’t be sold or they over specify and over complicate MVP. Neither of these is unexpected at the start of Product Discovery but a Level 1 PM doesn’t have the skills developed to produce validated learning that would bring the needed clarity.
1.2.1.2. 2.5
1.2.1.2.1. skills are improving but progress is very slow and takes many ideations. Discovery tends to lose sight of the value delivery component at time. Articulation of precise assumptions and success criteria are not achieved without help. Ideations may take a few days/week to complete.
1.2.1.3. 5
1.2.1.3.1. Discovery inputs are acceptable assumptions and clear definitions of success from a value delivery standpoint. Ideations are still slower because it takes a long time to get to these inputs. Discovery team is starting to use prototypes for user testing and using that to enhance inputs to engineering team. Ideations happen 1/day in a discovery process.
1.2.1.4. 7.5
1.2.1.4.1. Team moves quickly to figure out what's important and what's not important to test/discovery and usually does a good job of determining the right fidelity of prototype to create based on the questions to answer. Major UX issues are identified up front the majority of the team and the team is energized by the speed of learning. 2-3 quality ideations/day in a discovery process.
1.2.1.5. 10
1.2.1.5.1. may have a similar starting point but leverage both qualitative techniques (user prototypes and user testing) as well as quantitative techniques (livedata prototypes and split testing) to refine and bring laser like focus to MVP. Usually 3 ideations/day when doing discovery.
1.2.2. Questions
1.2.2.1. To what level do you understand how to define minimum viable product for your team?
1.2.2.2. How much user testing are you conducting?
1.2.2.3. What is your average ideation time from idea to validated learning?
1.2.3. Impact/Consequences
1.2.3.1. positive
1.2.3.1.1. Focused MVP through validated learning
1.2.3.2. Negative
1.2.3.2.1. Relying on their own intuition
1.3. Product Optimization
1.3.1. Scale
1.3.1.1. 1
1.3.1.1.1. prioritize “me too” features and rely solely on qualitative feedback from internal and external voices to make improvements. Level 1 PMs may build specials based on their desire to please and lack of skills around identify the right things to build next.
1.3.1.2. 2.5
1.3.1.2.1. still chasing features too much and not using data. At least stopping to ask more questions though and recognizing the importance of gather data. Struggles to articulate what KPIs are still but working to define them.
1.3.1.3. 5
1.3.1.3.1. Clear KPIs are starting to emerge and the team has a plan for how to gets data to measure even if the data isn't being captured yet for all of them. PM still relies mostly on the qualitative feedback but has a good way of vetting "me too" requests to ensure the team isn't just chasing features.
1.3.1.4. 7.5
1.3.1.4.1. Team has the KPIs defined and the data coming in to measure them. Decisions are starting to be made from data. PM is starting to have the ability to defend decisions about why they are not pursuing specific features based on what's being measured. Team is starting to figure out ways to capture data on specific features to try to predict impact before building something.
1.3.1.5. 10
1.3.1.5.1. listen closely to qualitative feedback but have thought through what information they’d want/need in order to make data driven decisions based on actual customer behavior. Level 10 PMs also challenge the status quo when it comes to “me too” features and seeks to limit the amount of resources spent on things that might not really be necessary especially when these features increase software complexity and UX complexity for the user.
1.3.2. Questions
1.3.2.1. To what level do you leverage established techniques for improving existing products?
1.3.2.2. What are you measuring with analytics?
1.3.2.2.1. How are you using the analytics data to make decisions?
1.3.2.3. What are the teams KPIs?
1.3.2.3.1. How are the KPIs tied to business objectives for your product?
1.3.2.4. Is it time to slow down investing in your product?
1.3.2.4.1. How will you know?
1.3.3. Impact/Consequences
1.3.3.1. positive
1.3.3.1.1. Validated Decisions
1.3.3.1.2. Data driven decisions
1.3.3.1.3. Improved stakeholder mgmt
1.3.3.2. Negative
1.3.3.2.1. Subjective Priorities
1.3.3.2.2. "gut" feel decisions
1.3.3.2.3. Chasing features
1.4. Product Development
1.4.1. Scale
1.4.1.1. 1
1.4.1.1.1. let their lead engineer make most priority choices or set direction for the team and are caught off guard when others on the team are seeking direction about the next most important things to work on.
1.4.1.2. 2.5
1.4.1.2.1. the majority of the time they take responsibility for the PO duties and aren't relying on someone else to pick up their slack. Still struggle with the quality of input to the product team in terms of user story quality, size, and/or acceptance criteria. team suffers from churn due to changing scope/direction.
1.4.1.3. 5
1.4.1.3.1. fulfill the duties of the product owner but still require a good amount of reminders from the SM as it relates to keeping the backlog groomed. User stories are improving but still tend to be too large at times and acceptance criteria is adequate but could be improved. vision is also adequate but not clear enough to provide optimal efficiency to the team.
1.4.1.4. 7.5
1.4.1.4.1. staying one step of engineering. Performs duties of PO without reminder from SM and is proactive when it comes to seeing issues before they compromise the teams velocity. High quality stories that are decomposed to the right size most of the time.
1.4.1.5. 10
1.4.1.5.1. have clear vision of where to go for both discovery and development and have well groomed product backlog of items for the team to consume. Level 10 PMs leverage the strengths of the lead engineer and interaction designer but don’t delegate their key job responsibilities to these individuals. Level 10 PMs are highly engaged with the team and responsive when it comes to answering questions on in progress user stories. PREDICTABLITY in the team.
1.4.2. Questions
1.4.2.1. To what extent do you have understanding of the product development process and your role in that process?
1.4.2.2. How often are stories changing mid-sprint?
1.4.2.3. stories
1.4.2.3.1. Are stories properly groomed and sized?
1.4.2.3.2. Do the stories actually convey a story of the value delivery and customer pain?
1.4.2.4. Is the backlog really prioritized by product principles and value delivery?
1.4.3. Impact/Consequences
1.4.3.1. positive
1.4.3.1.1. Solid backlog of high value, prioritized stories
1.4.3.1.2. supportive of delivery needs
1.4.3.1.3. proactive planning/leading
1.4.3.1.4. enhancing team velocity
1.4.3.2. Negative
1.4.3.2.1. Hands off/unengaged
1.4.3.2.2. reactive planning/leading
1.4.3.2.3. detracting from team velocity
2. Execution Skills
2.1. Sense of Urgency
2.1.1. Scale
2.1.1.1. 1
2.1.1.1.1. hurt the team and confuse the team because while they verbally try to push the team to deliver their own actions and behavior are not congruent. Due to this behavior they struggle to gain the respect of the engineering team and often blame others for slow velocity without recognizing their own effect on it
2.1.1.2. 2.5
2.1.1.2.1. have stopped the negative "pushing" the team but still don't model focus and sense of urgency in their own behavior necessary to impact team. recognize their growth is needed and starting to take personal responsibility for this.
2.1.1.3. 5
2.1.1.3.1. developing a stronger sense of urgency and are starting to set context others.
2.1.1.4. 7.5
2.1.1.4.1. Focus and purpose are starting to be seen and acknowledged by others. Team velocity increasing consistently and is partially attributed to leadership and focus provided by PM.
2.1.1.5. 10
2.1.2. Questions
2.1.2.1. To what extent do you detract or help instill a sense of urgency for the team?
2.1.2.2. Are you focused and purposeful in your own activities?
2.1.2.3. Do you have daily and weekly goals you are being held accountable for?
2.1.3. Impact/Consequences
2.1.3.1. positive
2.1.3.1.1. Driven PM leads to team that is also driven
2.1.3.1.2. Helps set context/big picture to motivate
2.1.3.1.3. increasing velocity
2.1.3.2. Negative
2.1.3.2.1. Verbally Driving but Lackadaisical in Action
2.1.3.2.2. discontent team
2.1.3.2.3. same/decreasing velocity
2.2. Framers
2.2.1. Scale
2.2.1.1. 1
2.2.1.1.1. struggle to set the appropriate context necessary for effective meetings. The lack of framing can cause conversations to drift into peripheral issues.
2.2.1.2. 2.5
2.2.1.2.1. doing a good job setting initial context but don't have the skills developed to keep conversations on track.
2.2.1.3. 5
2.2.1.3.1. good initial context. most of the time meeting stay on track. Still working to shorten the length of meetings. Time boxing is too generous that allows room for lack of focus. Still may have a tendency to invite too many people to meetings.
2.2.1.4. 7.5
2.2.1.4.1. great context setting. Get down to business and keep things on track the majority of the time. Doing much better about getting the right parties involved.
2.2.1.5. 10
2.2.1.5.1. conducts purposeful meetings with clear sense of the goals or of problem to be solved and what specific issues and obstacles are. They concisely identify and frame problems and run constructive meetings.
2.2.2. Questions
2.2.2.1. To what extent do your meetings have clear purpose?
2.2.3. Impact/Consequences
2.2.3.1. positive
2.2.3.1.1. Focused, productive meetings
2.2.3.1.2. shorter meetings
2.2.3.1.3. right people involved
2.2.3.2. Negative
2.2.3.2.1. Waste others time b/c of lack of skill
2.2.3.2.2. longer meetings
2.2.3.2.3. way too many people at meetings
2.2.3.2.4. conversations drift
2.2.3.2.5. no time-boxing for agenda items
2.3. Judgment
2.3.1. Scale
2.3.1.1. 1
2.3.1.1.1. may try to lead their teams through the wrong means/tactics. They don’t show good discretion in what information they communicate to whom and are frequently in conflict over the wrong things.
2.3.1.2. 2.5
2.3.1.2.1. have grown past trying to lead the team through positional authority. They are improving when it comes to conflicts but still struggle with dealing on these issues when they do arise without intervention from others.
2.3.1.3. 5
2.3.1.3.1. would generally be described as showing good discretion but haven't developed skills in positive assertiveness that are necessary to work through obstacles that arise that threaten the success of the product.
2.3.1.4. 7.5
2.3.1.4.1. doing much better at foreseeing potential risks/conflicts and taking steps on their own to diffuse potentially damaging situations that could impact the product. doing a better job with positive assertiveness without being seen as a "commander".
2.3.1.5. 10
2.3.1.5.1. knows when to push, escalate, get more info, when to take someone aside for a private chat. They have good control over their emotions and make wise choices relating to interactions with others.
2.3.2. Questions
2.3.2.1. To what level do you demonstrate good judgment?
2.3.2.2. Tell me about your leadership style...
2.3.2.2.1. How do you work to motivate your team?
2.3.3. Impact/Consequences
2.3.3.1. positive
2.3.3.1.1. Wisdom & Discretion
2.3.3.1.2. Lead through competency and motivational tactics
2.3.3.1.3. Team stability
2.3.3.1.4. self awareness
2.3.3.2. Negative
2.3.3.2.1. Poor choices in dealing with others
2.3.3.2.2. Try to be a command and control leader
2.3.3.2.3. Need outside help to stay on the right track
2.3.3.2.4. Unaware of how you come across to others
2.4. Attitude
2.4.1. Scale
2.4.1.1. 1
2.4.1.1.1. negative and frequently makes excuses. Their energy level is easily affected by problems that arise and they are known to detract from their team.
2.4.1.2. 2.5
2.4.1.2.1. positive energy but still tends to make excuses vs taking full ownership/responsibility. Getting more of a handle on how they deal with stress but can still be a negative influence on their team at times.
2.4.1.3. 5
2.4.1.3.1. manages frustrations well and uses healthy outlets and channels for dealing with stress. Energy is consistent but would not be described by others as infectious.
2.4.1.4. 7.5
2.4.1.4.1. good energy levels that are positively impacting the team. not easily discouraged but works hard to overcome obstacles but still working to ensure good outlets exist for stress/pressure to avoid burnout.
2.4.1.5. 10
2.4.1.5.1. stay positive in the face of obstacles. They makes stuff happen instead of making excuses. Finally, they are tireless and unstoppable.
2.4.2. Questions
2.4.2.1. To what extent does your attitude enhance/detract from your effectiveness and your team morale?
2.4.3. Impact/Consequences
2.4.3.1. positive
2.4.3.1.1. Energizer
2.4.3.1.2. take full responsibility/ownership
2.4.3.1.3. able to put things in perspective
2.4.3.1.4. finds solutions to problems
2.4.3.2. Negative
2.4.3.2.1. Detractor
2.4.3.2.2. makes excuses
2.4.3.2.3. blames others
2.4.3.2.4. narrow focus/view of life & circumstances
2.4.3.2.5. discontent
2.4.3.2.6. gets stuck in a rut
3. Knowledge Skills
3.1. Customer
3.1.1. Scale
3.1.1.1. 1
3.1.1.1.1. no actionable understanding of the industry or who the target customer is
3.1.1.2. 2.5
3.1.1.2.1. clear understanding of target market and who target user is. Started intentional conversations with at least 6 customers but has yet to take action on this to solidify user profiles.
3.1.1.3. 5
3.1.1.3.1. Intentional conversations with at least 15 customers and more in depth observation of 2-3 customer. User profiles have been framed out and base of knowledge is being used to empathize and motive team around solving customer pain.
3.1.1.4. 7.5
3.1.1.4.1. intentional conversations with at least 30 customers and has developed a deep knowledge of varied personas being served by product and uses these to help bring clarity and focus to product decisions. At least 6 more in depth customer visits.
3.1.1.5. 10
3.1.1.5.1. company’s acknowledged expert in your customers. People from across the org immediately go to you when they have a question about your customers
3.1.2. Questions
3.1.2.1. How many intentional customer interviews have you conducted?
3.1.2.1.1. What questions did you ask?
3.1.2.1.2. What did you learn?
3.1.2.1.3. Where are you going from here?
3.1.2.2. How many in-depth onsite observation sessions have you been a part of?
3.1.2.3. To what extent have you interviewed our internal resources who have worked in the industry and mined their knowledge?
3.1.2.4. What assumptions are you making about the behavior of your customer that you need to validate?
3.1.2.5. Do you have a crystal clear understanding of that target users' pain that you've validated in numerous conversations?
3.1.2.6. How have you helped a customer to adopt your product?
3.1.2.7. Could your team tell me what the user personas are that are being optimized for?
3.1.3. Impact/Consequences
3.1.3.1. Positive
3.1.3.1.1. Empathize
3.1.3.1.2. Ability to Evangelize pain
3.1.3.1.3. UX
3.1.3.1.4. Platform of respect with Stakeholders
3.1.3.1.5. Defining personas
3.1.3.1.6. Ability to recognize impactful innovation
3.1.3.1.7. Ability to define product strategy & themes
3.1.3.2. Negative
3.1.3.2.1. no/Slow product adoption
3.2. Domain
3.2.1. Scale
3.2.1.1. 1
3.2.1.1.1. characterized by an inability to conduct productive conversations around your product without totally BS'ing or totally relying on someone else
3.2.1.2. 2.5
3.2.1.2.1. you know who to tap into to get what you need to know within your org or without but you still can't really stand on your own in conversations around the product & domain. when you interact with stakeholders and customers the relationships are strained by your knowledge but you don't try to BS.
3.2.1.3. 5
3.2.1.3.1. you have a good base level of domain understanding and the vast majority of the time you are right in the conversation but highly "technical" or in depth areas are still not commanded. Domain level knowledge is not a handicap to effective relationships or your ability to be a PO to the team.
3.2.1.4. 7.5
3.2.1.4.1. Your team sees you as having an equal if not greater understanding of the domain than the eng and UX resources (for some this might not be a high bar). Your domain knowledge is giving you good credibility in your relationships and you are starting to be able to innovate personally or recognize good ideas of others worth pursing based on your understanding.
3.2.1.5. 10
3.2.1.5.1. equate to a total command (even SME level understanding) of your product's domain that you use regularly to help ensure the right thing is built in the product. Level 10 would also be characterized by having fruitful conversations with our customers based on domain understanding which instill their confidence in our ability to deliver a product they'll love. Customer may even seek out knowledge and best practices from you.
3.2.2. Questions
3.2.2.1. Do you (or can you, when appropriate) speak the language of the users?
3.2.2.2. How well do you understand the industry and the job of the user?
3.2.2.3. How well do you understand the competitive landscape?
3.2.2.4. Do you understand the working cycles or conditions?
3.2.2.5. Do you know why your customer has to do what they do or do you just understand what they do?
3.2.2.6. If the product is technical in nature, how well do you understand the reference materials or specs you have to comply with?
3.2.2.7. If you have easy access to a competitive product, do you command the knowledge of that tool/app and understand where the competitive advantage will come?
3.2.3. Impact/Consequences
3.2.3.1. positive
3.2.3.1.1. Instills customer confidence/trust
3.2.3.1.2. Aid to UX - Esp. terminology that will resonate
3.2.3.1.3. Unlocks innovation
3.2.3.1.4. Respect from stakeholders
3.2.3.1.5. Untitled
3.2.3.2. Negative
3.2.3.2.1. Erodes trust/confidence
3.2.3.2.2. Marginalized impact
3.3. Product
3.3.1. Scale
3.3.1.1. 1
3.3.1.1.1. frequently caught off guard by what functionality is even supported in their product and has little understanding of why the product is the way it is
3.3.1.2. 2.5
3.3.1.2.1. you understand most what your product can do but are still surprised sometimes by what's supported functionality and only have a high level understanding of why it works the way it does. Can give a pretty good product demo of a customer journey but no real ability to deep dive, identify, or solve real issues with the product.
3.3.1.3. 5
3.3.1.3.1. only in rare occasions does something your product can/can't do catch you by surprise. by this time you can navigate in and out of the app faster than any customer could. you have an ability to suggest workarounds to known issues and even have some personal best practices emerging
3.3.1.4. 7.5
3.3.1.4.1. you have a total command in most areas but still don't understand all the little nuances and details. Best practices are pretty well established and growing bag of tips/tricks for product use. You have personally explored most of the edge cases and boundaries and understand the behavior in those areas.
3.3.1.5. 10
3.3.1.5.1. total command of what their product does down to the minute details of every last thing relating to the customer's experience from start to finish with their product. Level 10 PMs in product knowledge know not only what their product does but also knows why it works the way it does. You know the tips and tricks b/c you know why and how it works the way it does.
3.3.2. Questions
3.3.2.1. Do you know your product like the back of your hand?
3.3.2.1.1. How do you measure that?
3.3.2.2. Do you have best practices for how to use your product?
3.3.2.3. Do you have the ability to provide workarounds based on your knowledge of how it works?
3.3.2.4. Do you have a command over the assumptions/risks that went into the design of the product?
3.3.2.5. Do you know the limits of your product?
3.3.3. Impact/Consequences
3.3.3.1. Positive
3.3.3.1.1. You can engage anyone at anytime and be prepared for the conversation
3.3.3.1.2. You can promote best practices
3.3.3.1.3. You know what the product can/can't do
3.3.3.1.4. You have workarounds for known issues
3.3.3.1.5. You prioritize the right things based on risk to the product & customer experience
3.3.3.2. Negative
3.3.3.2.1. Customers or internal people know your product better than you. You lose creditability/trust.
3.3.3.2.2. Untitled
3.4. Technology
3.4.1. Scale
3.4.1.1. 1
3.4.1.1.1. doesn't understand high level technology concepts or how the product works at basic level. Someone with Level 1 understanding has no sense for the relative complexity of implementation decisions
3.4.1.2. 2.5
3.4.1.2.1. good understanding of technology and a basic level of how it works. Could draw a very high level diagram of system components and how they work together. Growing sense of what would be hard to build.
3.4.1.3. 5
3.4.1.3.1. excellent understanding of technology today but not as much of the visionary grasp of trends. Really knows how to leverage lead eng to compensate for what they don't know about technology and it is not an area of weakness. 9 out of 10 times can sense when user stories need to be decomposed b/c they are too big.
3.4.1.4. 7.5
3.4.1.4.1. growing intuitive sense about when something isn't right and ability to ask good questions that even challenge the engineers based on projected pitfalls of technology assumptions being made. User stories are well-written and good foresight of the nuances of what it would take for the team to implement in code.
3.4.1.5. 10
3.4.1.5.1. Level 10 PMs have a visionary grasp of technology trends and understand how to leverage technology solve real customer problems
3.4.2. Questions
3.4.2.1. How often do user stories that are "in flight" have surprises related to technical implementation?
3.4.2.2. Are user stories flowing quickly across the board b/c they are properly decomposed?
3.4.2.3. Are you able to engage in technical conversations and really be in the conversation?
3.4.2.4. Are you able to anticipate and ask good questions about what is being built?
3.4.3. Impact/Consequences
3.4.3.1. Positive
3.4.3.1.1. Unlocks innovation, able to identify the next big thing
3.4.3.1.2. Can see how to leverage disruptive technology
3.4.3.1.3. Ability to spot dependencies (esp interteam)
3.4.3.1.4. Respect from eng team
3.4.3.2. Negative
3.4.3.2.1. No respect from eng team
3.4.3.2.2. Long delivery times leading to missed targets/goals
3.4.3.2.3. No patience/understanding of dev team or ability to relate to them
3.5. UX
3.5.1. Scale
3.5.1.1. 1
3.5.1.1.1. little to no understanding of good principles of UX and because of this frequently introduce confusion and complexity into the product as well as waste time arguing over UX choices reasoning from an uninformed position.
3.5.1.2. 2.5
3.5.1.2.1. growing sense of the principles and good enough understanding of the roles to know when to challenge, when to escalate, and when to let go. In a nutshell... good team dynamics but not a lot of PM contributions to UX conversation.
3.5.1.3. 5
3.5.1.3.1. understands the most important principles well enough to spot them when they creep into the design. has a good grasp of user workflow and engages interaction designer with good questions
3.5.1.4. 7.5
3.5.1.4.1. command enough of the principles that they knows when to run a UX test and how to get it done. high NPS on features delivered.
3.5.1.5. 10
3.5.1.5.1. command of the UX product principles much like an interaction designer and can help ensure these are reinforced in product decisions but also recognize their primary role in the design process is to ensure the design brings the desired value. high NPS for product area
3.5.2. Questions
3.5.2.1. Do you understand the various competencies within our UX team and the value they bring to the product?
3.5.2.2. Untitled
3.5.3. Impact/Consequences
3.5.3.1. Positive
3.5.3.1.1. Help see issues early
3.5.3.1.2. Untitled
3.5.3.2. Negative
3.5.3.2.1. Long discovery cycles
3.5.3.2.2. Team conflicts
3.6. Business & Financial
3.6.1. Scale
3.6.1.1. 1
3.6.1.1.1. no grasp of what is costs to build the solution, what the product costs to the customer, or what goals exist as a business for the product
3.6.1.2. 2.5
3.6.1.2.1. understand where the product fits into the business strategy but doesn't really "count the cost" associated with product efforts. No real sense of urgency around time to market which stems from a lack of understand of sales cycles, product competition. Can articulate some of the key ideas that would be part of the product scorecard and have a draft forming of it.
3.6.1.3. 5
3.6.1.3.1. understand where the product fits into the business strategy and does "count the cost" of what it takes to build features. Execution phase has growing sense of urgency stemming from PMs ability to leverage Bus & Fin knowledge as additional dynamic of team motivation. Recognizing importance of team transparency to the rest of the business. Have a 1.0 version of a product scorecard.
3.6.1.4. 7.5
3.6.1.4.1. showing signs of acting like a mini-startup. Operates in this mode most the time. Has developed tools and consistently uses them to share information around team performance and goal and is working with scrum master to ensure team performance is measured. Product scorecard is be used/enhanced.
3.6.1.5. 10
3.6.1.5.1. treat their product and a team like a mini startup and everyone on the team understand the importance of delivering product in light of cost to build, time to market, desired business goals, sales cycles, and competition.
3.6.2. Questions
3.6.2.1. Do you have a product scorecard developed?
3.6.2.1.1. Do you use your scorecard to make decisions regarding your teams objectives?
3.6.3. Impact/Consequences
3.6.3.1. Positive
3.6.3.1.1. Another tool in the tool belt for team motivation
3.6.3.1.2. Efficient team that doesn't operate in a vacuum
3.6.3.1.3. Ability to frame and set bigger picture context
3.6.3.2. Negative
3.6.3.2.1. Lack of understanding creates fear of making decisions
3.6.3.2.2. Tends to think only in their silo
3.6.3.2.3. Poor communication outward and upward
3.6.3.2.4. No sense urgency
4. Individual Skills
4.1. Team Collab
4.1.1. Scale
4.1.1.1. 1
4.1.1.1.1. limited collaboration, frequent team issues, lack of balance in roles of PM, UX, and Engineering
4.1.1.2. 2.5
4.1.1.2.1. collab does not meet expectations. PM is either engaged too little or too dominant of fashion. Team is not satisfied NPS <25 for roles performed by PO/PM within the team.
4.1.1.3. 5
4.1.1.3.1. collaboration meets expectations. team shows continued improvement. Team is satisfied with PO role being fulfilled by PM. NPS >50 for role performed by PO/PM within the team.
4.1.1.4. 7.5
4.1.1.4.1. collab exceeds expectations. Team show NPS of >65 for role performed by PM/PO.
4.1.1.5. 10
4.1.1.5.1. high collaboration and superior teamwork. Team leverages retros to take team working relationships to the next level and healthy, productive debates takes place but are kept in balance. NPS in the >75 range for job done by PO/PM within the team.
4.1.2. Questions
4.1.2.1. Untitled
4.1.2.1.1. How effectively do you work with the lead developer and the lead designer?
4.1.2.1.2. To what level are you involving the lead developer and designer early enough and providing them direct access to customers?
4.1.3. Impact/Consequences
4.1.3.1. positive
4.1.3.1.1. Team loves their PM
4.1.3.2. Negative
4.1.3.2.1. Team doesn't respect PM
4.1.3.2.2. Team discontent with role of PO fulfilled by PM
4.2. Product Evangelism
4.2.1. Scale
4.2.1.1. 1
4.2.1.1.1. lack of vision or inability to communicate/articulate it. Level 1 PM would write weak user stories that fail to convey the customer problems being solved or why it matters.
4.2.1.2. 2.5
4.2.1.2.1. Adequate user stories written to convey pain. vision of where they are going is still weak and this impacts PM confidence in prioritization and stakeholder mgmt and team motivation.
4.2.1.3. 5
4.2.1.3.1. Adequate user stories written to convey pain. Vision for product area and evangelizing customer pain happening weekly. Team is starting to feel more energized but not everyone gets it.
4.2.1.4. 7.5
4.2.1.4.1. Great user stories that captivate and motivate engineering. Eng are brought along almost daily in an understanding of the customer. Still needs growth working towards product evangelism effectiveness with others outside the team.
4.2.1.5. 10
4.2.1.5.1. command of what their product can do, where it should go, and why and are known to energize others by their product passion, drive, and determination on delivering excellence and truly building products that customers love. Almost every interaction you have with the PM makes you excited about what they're up to and you see the results of that from the team.
4.2.2. Questions
4.2.2.1. How effectively are you sharing the vision for the product and motivating the full product team as well as the various stakeholders and others in the company that must contribute to the product in one way or another?
4.2.3. Impact/Consequences
4.2.3.1. positive
4.2.3.1.1. Catalyst
4.2.3.2. Negative
4.2.3.2.1. Lack of vision
4.2.3.2.2. Lack of unity amongst team, company, stakeholders
4.2.3.2.3. Lack of product passion
4.2.3.2.4. babysitter mentality... "I watch over this area of the product"
4.3. Time Management
4.3.1. Scale
4.3.1.1. 1
4.3.1.1.1. characterized by being unfocused or simply lazy. Maybe it is because they let the week happen to them or because they are content focusing on the responsibilities of a Product Owner but neglect the larger duties required for effective Product Management.
4.3.1.2. 2.5
4.3.1.2.1. not lazy but also not well organized or using goals/plans to ensure they aren't dropping the ball as it relates to all of the duties needing to be accomplished.
4.3.1.3. 5
4.3.1.3.1. uses milestones/goals to keep time more focused. Still struggles to keep all of the balls in the air but rarely is caught off guard by what they're not doing (i.e. - they know what they are neglecting) and trying to compensate.
4.3.1.4. 7.5
4.3.1.4.1. good efficiency. good prioritization. staying out front of the team and product. Start
4.3.1.5. 10
4.3.1.5.1. highly focused and act intentionally in every sphere necessary to make their product successful. Level PMs know how to leverage others around them and do so frequently. In addition, they consistently prioritize the right things to be spending their time on.
4.3.2. Questions
4.3.2.1. How well do you manage your time?
4.3.2.2. Are you able to ensure you have sufficient time to work on the critically important topics, or are you using most of his time on daily fire fighting?
4.3.2.3. To what extent do you fully utilizing your ScrumMaster, the Program Manager, and other leaders/management?
4.3.3. Impact/Consequences
4.3.3.1. positive
4.3.3.1.1. Intentional
4.3.3.1.2. Efficient
4.3.3.1.3. Effective
4.3.3.1.4. Leadership by Example
4.3.3.2. Negative
4.3.3.2.1. Waste time
4.3.3.2.2. Focusing on the wrong things
4.3.3.2.3. Ineffective
4.4. Stakeholder Management
4.4.1. Scale
4.4.1.1. 1
4.4.1.1.1. have little rapport established with stakeholders and has a tendency to frustrate them more than meet their expectations. This lack of rapport might stem from low transparency into the team or and inability to articulate how decisions are made.
4.4.1.2. 2.5
4.4.1.2.1. NPS <25. Stakeholders feel out of the loop and aren't on board with the priorities of the team. Stakeholders don't feel they understand with any degree of predictability what the team will deliver.
4.4.1.3. 5
4.4.1.3.1. stakeholder's feel pretty good about job PM is doing. They may still be skeptics but have started to see good things coming out of the product team. NPS >50. PM sets adequate but not great expectations as it relates to product delivery.
4.4.1.4. 7.5
4.4.1.4.1. PM has grasped what it takes to be successful with stakeholders and is a great communicator. Sets good expectations around when things will be delivered and provides enough transparency into the team. NPS >65
4.4.1.5. 10
4.4.1.5.1. have the trust and respect of their stakeholders and have earned this through frequent, high communication as well as responsiveness, transparency, and a track record for reliable delivery in line with customer and business needs. NPS >75
4.4.2. Questions
4.4.2.1. How well do you manage your stakeholder relationships?
4.4.2.2. Are stakeholders “out of the loop” or frequently surprised at what’s covered in review meetings?
4.4.2.3. Are you responsive to their requests and help set appropriate expectations?
4.4.3. Impact/Consequences
4.4.3.1. positive
4.4.3.1.1. High rapport through competence
4.4.3.1.2. Lots of freedom provided to PM b/c of track record established
4.4.3.2. Negative
4.4.3.2.1. Low rapport
4.4.3.2.2. View of team or product is negative from the outside
4.5. Community Management
4.5.1. Scale
4.5.1.1. 1
4.5.1.1.1. unaware of the work cycles of our customers and could be considered to abuse our customers (Inspired p.142)
4.5.1.2. 2.5
4.5.1.2.1. PM and team is aware of work cycles and attempts to delivery value at the right time and through phased rollout techniques. Team has delivered buggy software and struggled to respond to customer expectations which has impact customer satisfaction and the establishment of references.
4.5.1.3. 5
4.5.1.3.1. Well timed delivery but speed of delivery could be improved. It is rare that quality code isn't delivered. PM and team respond acceptably to issues in the product. NPS >50
4.5.1.4. 7.5
4.5.1.4.1. Speed of delivery continues to improve, as does the timing and roll out techniques. Educational supplements to delivery are done with release. NPS for the product area >60.
4.5.1.5. 10
4.5.1.5.1. frequently deliver value through their product and do so in a way that users feel educated and confident in use of the product. Level 10 PMs ensure that their product actually works and delivers value in line with how customer will actually use the product. In addition, when the product doesn’t work or fails to meet expectations the PM is highly engaged in ensuring customer satisfaction with their product. NPS>75
4.5.2. Questions
4.5.2.1. How well do you manage the community of users of your product and practice gentle deployment techniques?
4.5.2.2. Do you measure NPS for your product area?
4.5.2.2.1. If yes, what is it?
4.5.3. Impact/Consequences
4.5.3.1. positive
4.5.3.1.1. Delights customers
4.5.3.2. Negative
4.5.3.2.1. Abuses customers
4.6. Holistic View of Product
4.6.1. Scale
4.6.1.1. 1
4.6.1.1.1. little to no awareness of the customer journey all the way through the product suite and instead get caught up on optimizing whatever aspect they have control over.
4.6.1.2. 2.5
4.6.1.2.1. starting to understand more of the bigger picture but can still be "territorial" around their product area or willingness to cross boundaries to ensure an amazing customer journey happens.
4.6.1.3. 5
4.6.1.3.1. engages peers on PM and PPO teams to get initial plans and conversations started. Can still tend to sit back and let stuff happen vs being proactive at seeing things through that are larger than their team.
4.6.1.4. 7.5
4.6.1.4.1. engages in an ongoing fashion with other PMs and PPOs in ongoing delivery conversations. Developing positive assertiveness across teams. Others teams have appropriate context as it relates to value delivery and are starting to be more focused and motivated. PM may even lend resources to other key areas to unblock strategic issues.
4.6.1.5. 10
4.6.1.5.1. understand that the whole can be greater than the sum of the parts when multiplying effects occur. To accomplish this, they strive to see things from a big picture perspective and understand the impact of others’ products on their and vice versa. Level 10 PMs will be engaged with their team of peers in a collaborative fashion to ensure success at the product portfolio level.
4.6.2. Questions
4.6.2.1. Do you strive to maintain a holistic view of product and ensure that the endtoend experience is strong?
4.6.2.2. Is the customer experience for your product being impact by something that isn't "owned" by your product team?
4.6.2.2.1. What have you done about that?
4.6.2.3. Are you thinking in terms of the customer problems we are solving at a solution level?
4.6.3. Impact/Consequences
4.6.3.1. positive
4.6.3.1.1. Optimizing the whole
4.6.3.1.2. Ability to set context for others
4.6.3.2. Negative
4.6.3.2.1. Narrow view
4.6.3.2.2. Optimizing a part
4.6.3.2.3. Ability to see the big picture