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Hustle Badger - practical how-to guides, templates and case studies to get the job done
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How to use this sheet: make a copy for your private use & edit there - so that others can continue to use this master
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LevelJuniorMidSeniorLeadGroup
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ThemeBreaking into Product Management and learning the basicsDeepening the craftMastering the craftTransitioning to people managementPeople manager
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Salary£X-Yk£X-Yk£X-Yk£X-Yk£X-Yk
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Track recordTypically 0-2 years experienceTypically 2-4 years experienceTypically 4-6 years experienceTypically 6-8 years experienceTypically 8-10 years experience
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ScopeResponsible for major features, or small sub teams (up to 3 engineers)Responsible for a full cross functional teamResponsible for a large cross functional team, or 2+ smaller sub-teamsResponsible for a large cross functional team, and line managing 1-2 JPMsLine managing 3-4 PMs / SPMs
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Sub-levelIIIIIIIII
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Company level mappingIC1IC2IC2IC3IC3IC3IC4M3
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Technical capability
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Discovery
* User research
* Analytical skills
* Competitor positioning
* Commercial awareness
* Validate new features in user tests
* Understands basic funnels and KPIs
* Limited understanding of our main competitors
* Speaks regularly to users to understand their experience and challenges
* Understands the user flow they are working on in a quantitative manner
* Familiar with key product metrics and tracks team's progress against these
* Familiar with a broad range of competitors
* Defines key user flows and funnels they are working on
* Combines qualitative and quantitative research to find opportunities to drive impact
* Uses competitor research to inform feature design
* Understands how product metrics drives business results
* Rich understanding of the main flows they are working on, informed by both qualitative and quantitative research
* Assesses quality of competitor features based on feedback from and empathy of users
* Can build basic model of product impact with limited support
* Rich understanding of user needs driven by combined qualitative and quantitative research
* Clear understanding of what best-in-class functionality looks like in their domain
* Models the business impact they can have by moving different product metrics
* Rich understanding of user needs across multiple workstreams driven by qualitative and quantitative research
* Clear understanding of what best-in-class functionality looks like in their domain
* Models the business impact they can have across different sub-teams by moving different product metrics
* Nuanced understanding of user problems and JTBD across their domain, driven by extensive qualitative and quantitative research
* Detailed knowledge of key competitors in space, and how functionality compares to them
* Intimate knowledge of the levers the team can pull to drive business impact
* Stretches their teams to continually enrich their understanding of users through qualitative and quantitative methods
* Clear view on where we need to match competitor functionality vs. exceed it
* Initiates discovery that results in critical insights, and evangelises these to wider business
* Understands and champions impact in a commercial sense
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Strategy & Comms
* Strategy and vision
* Creates order from chaos
* Goal setting and prioritization
* Stakeholder management
* Advocates a clear point of view on feature-level decisions
* Escalates problems that they cannot solve themselves
* Materials are clear, concise and well formatted
* All data can be traced to appropriate sources
* Uses templates as necessary to support communication style
* Can take substantial features from inception through to release
* Thinks about features in terms of their contribution to the team's OKRs
* Clarifies details for, and gathers feedback from stakeholders
* Has a clear view of the work the team should be doing for the next quarter, a documents approach thoroughly
* Contributes to definition of team OKRs, and prioritises features rigorously to maximise team impact
* Can drive results across a clearly defined problem space with known levers for action
* Engages stakeholders at all levels within existing channels
* Comfortable presenting to large groups (e.g. All Hands, Product Review)
* Creates high level plan that outlines main areas of opportunity, and communicates work within this structure
* Sets OKRs with support, and prioritises features rigorously to maximise team impact
* Can drive results across large problem spaces that drive significant business value
* Proactively engages stakeholders at all levels with support on sensitive topics
* Has a long term view of the work the team should be doing (6 months +) and clearly documented approach
* Sets OKRs with limited support, and prioritises features rigorously to maximise team impact
* Can drive results across large, complex problem spaces with a wide variety of stakeholder interests
* Proactively engages stakeholders at all levels with limited support
* Has a long term view of the work the team should be doing (12 months +) and clearly documented approach
* Sets OKRs without support, and prioritises features rigorously to maximise team impact
* Can drive results in novel problem spaces that have not been tackled before
* Proactively engages stakeholders at all levels with limited support. Capable of managing expectations and competing demands
* Has a compelling narrative that delivers enhanced user experience and business performance, that is well documented
* Sets OKRs without support to drive team towards this vision, and prioritises features rigorously to maximise team impact
* Can drive results across the most ambiguous problem spaces, where levers for impact were previously unknown (e.g. multi-channel growth)
* Proactively engages stakeholders at all levels from board down, and across entire company. Capable of managing expectations and competing demands
* Has an inspiring vision for driving long term business value by delivering exceptional user value in hard-to-copy ways, which is clearly documented
* Sets OKRs to drive teams towards this vision, and helps them prioritise features in robust way
* Articulates how work from separate teams combines in a unified way
* Proactively engages stakeholders at all levels from board down, and across entire company. Skilled at managing expectations and competing demands
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Delivery
* Agile practices
* Technical fluency
* Design fluency
* Actively participates in team rituals
* Fills in details for tickets, release notes and other documentation where structure is given
* Follows up on releases, and quantifies the impact they have had in product terms
* Actively participates in team rituals
* Respects value and needs of other roles in the production team
* Writes basic tickets and documentation without support
* Follows up on releases, and quantifies the impact they have had in product terms
* Can run solid team rituals (stand up, retros, etc.)
* Works effectively with ADM, tech lead and other team members
* Ensures that designs and features are appropriately tested
* Works with marketing to ensure that releases are publicised to users
* Follows up on releases and quantifies the impact they have had in business terms
* Runs great team rituals (stand up, retros, etc.)
* Works effectively with all team members
* Proactively challenges team members to work in a lean manner and maximise impact for effort
* Always builds robust product marketing into release plans
* Continually reevaluates backlog based on performance of recent releases
* Identifies and escalates staffing gaps, and challenges team rituals to be more effective
* Regularly challenges x-functional team members to get the most out of them
* Stretches team to deliver lightweight MVPs, test these robustly and double down on them as appropriate
* Uses a variety of product marketing tactics to maximise impact of releases
* Presents options for varying levels of impact based on different staffing scenarios
* Proactively challenges x-functional team members to get the most out of them
* Stretches team to deliver lightweight MVPs, test these robustly and double down on them as appropriate
* Uses a variety of product marketing tactics to maximise impact of releases
* Identifies and proactively drives resolution of staffing gaps, and continually improves team rituals to be more effective
* Effective at challenging x-functional team members to get the most out of them
* Minimises a variety of risks (value, useability, feasibility) early, with appropriate testing tactics
* Uses a variety of product marketing channels to maximise impact of releases
* Identifies problems with teams' staffing or rituals, and resolves these with production leadership peers
* Effectively challenges x-functional team members to improve their performance
* Coaches teams to minimise risks early, with a variety of testing tactics
* Coaches teams to effectively market product releases to maximise impact
* Ensures teams double down and iterate on features that have potential
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Soft skills
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Ownership & accountability
* Breadth of scope
* Resilience
* Performance (impact delivered)
* No track record of delivery
* Responds quickly and positively to feedback
* Track record of delivering small, well executed features
* Identifies specfic risks to feature delivery and escalates resolution appropriately
* Track record of delivering projects as expected
* Identifies and addresses problems within the team with guidance
* Track record of delivering a team's roadmap as planned
* Identifies and seeks guidance on resolving team issues
* Track record of delivering significant impact with a team
* Responsible for a large cross functional team
* Can resolve most problems within the team, and escalates threats to delivery from outside the team quickly
* Occasionally contributes to overall knowledge of the product team
* Track record of individually delivering impact in parallel workstreams
* Complete responsibility for multiple sub-teams and what they deliver
* Contributes to the overall knowledge of the product team
* Track record of delivering substantial amounts of impact through parallel workstreams, including through direct reports
* Complete responsibility for multiple sub-teams and what they deliver; 1-2 direct reports
* Rarely blocked. Proactively removes most obstacles to team, whether from within production or wider business
* Regularly adds to the overall knowledge of the product team
* Track record of delivering substantial amounts of impact to the business through direct reports
* Responsible for 2-4 production teams; has similar number of direct PM reports
* Always has a plan. Proactively removes obstacles to teams whatever the root cause
* Defines best practices within the product team
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Craft leadership
* Understanding of principles
* Evangelising
* Quickly learns and applies basic product management frameworks and templates* Familiar with the frameworks and processes in common use by the product team* Uses frameworks and processes developed by production leadership with limited support* Uses frameworks and processes developed by production leadership independently* Adapts frameworks and processes as appropriate for their team* Uses alternative frameworks where appropriate to drive improved results
* Understands and champions principles behind processes
* Knows a range of frameworks covering all aspects of product management, and can apply these appropriately
* Coaches direct team members on underlying product principles
* Understands the principles of product management beyond specific frameworks
* Improves product understanding with stakeholders outside the wider production team
* Proactively identifies an area where they can drive forwards the overall product management maturity of the company, and delivers on this
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People leadership
* Recruiting
* Feedback
* Conflict resolution
* Team motivation
* Sensitive to conflicting interests when dealing with stakeholders
* Practices "obligation of dissent" to drive team towards better outcomes
* Leads exploration and delivery of individual features in clear, confident and respectful manner
* Practices "obligation of dissent" to drive team towards better outcomes
* Leads team with support from other key team members (tech lead, ADM)
* Reliable contributor to interview process for Jnr / Mid PMs
* Identifies points of tension and feedback in team, and can address these with support
* Leads team in, clear, confident and respectful manner
* Conducts interviews alone and consistently identifies strong candidates
* Occasionally gives feedback to team members
* Leads team in, clear, confident and respectful manner, even in challenging circumstances
* Can own a stage of the recruiting funnel for JPMs / PMs, and consistently identify strong candidates
* Gives regular feedback to team members and manager
* Diffuses conflict between team members and between stakeholders
* Leads team in, clear, confident and respectful manner, even in challenging circumstances. Recognised as a strong leader in the business
* Can own a stage of the recruiting funnel for JPMs / PMs, and consistently identify strong candidates
* Gives clear and empathetic feedback to team members and manager
* Preempts conflict between team members and between stakeholders by addressing varying interests
* Leads team in, clear, confident and respectful manner; able to win team round and maintain morale in challenging circumstances
* Able to run hiring process for Jnr / Mid / Snr PMs with limited support
* Able to identify and coach Jnr / Mid PMs on key areas of development
* Can win round senior stakeholders by addressing their concerns and adapting style of communication
* Able to step in and rebuild trust and morale in teams where this has become damaged. Recognised as an effective leader across the business
* Hiring manager for production teams they oversee. Able to run recruitment process end-to-end and consistently hire above average candidates
* Identifies and coaches the key areas of focus for Snr / Lead PMs. Able to give direct feedback in an empathetic way that lands with the recipient
* Able to mediate between warring factions; seen as a peace maker
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