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The biggest crime product managers can commit against their team and their profession is to make up answers to critical decisions. If you don’t know the answer to one of the sections in the Thesis, go find out.Dive into your analytics, talk to customers, run a survey, talk to your sales/account management/support teams that interact with customers regularly.
Depending on the feature, this could be very short or long section.
If there are things you know are not going to make the first version of this feature but expect will be needed to be added later, be sure you tell your team!
What you choose to build affects your company’s bottom line, their standing in the market, and what your team thinks of your judgment.
Use this area to concisely present your case for why this is the most important thing to work on right now.
I also try to rank the problems, so that the most important issues get the most attention.
Top problems may be because it affects the most people or functionality issues like the feature crashing constantly.
You should ask yourself, A KPI (Key Performance Indicator) is the most common way to determine that success since ideally you will tie the success of the feature to one or more of your company’s key metrics.
It’s okay to have more than one KPI, but keep it simple or there will be too many things to measure.
They needed to know why we were building it and all the necessary information to build the right thing without endless meetings or a massive spec they won’t read.
Fortunately, when I joined KISSmetrics, Hiten and I got to learn a better way from Josh Elman, who worked on product teams at Twitter, Facebook, and Linkedin.