►
From YouTube: Intro to Product Management
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
Hey
everyone:
this
is
daryn
eastman
product
manager
here
at
gitlab
today,
we'll
cover
an
introduction
to
project
product
management
and
specifically
product
management
here
in
gitlab.
So
what
will
be
covering
today's
video
we'll
cover?
What
is
product
management?
Why
is
product
management
important?
A
So
if
you
quickly,
google,
all
of
these
companies,
of
course,
especially
in
gitlab
as
well,
and
look
for
the
product
management
role,
you'll
see
that
all
these
companies
depicted
on
this
slide
have
a
product
management
function.
Now
you
will
find
a
product
management
function
and
other
companies
that
we
won't
traditionally
call
technology
power
companies,
but
specifically
in
terms
of
what
you
have
in
the
industry,
referred
to
as
part
of
the
product
management
role.
Generally
speaking,
we're
talking
about
technology,
power
companies
or
products
and
services.
A
So
what
are
some
of
the
key
responsibilities
of
the
product
management
function?
Well,
solving
customer
problems
and
that's
kind
of
first
and
foremost,
it's
really
being
that
advocate
for
understanding,
customer
problems,
understanding
customer
needs
and
pain,
points
and
then
figuring
out
with,
of
course,
the
help
of
your
broader
team.
How
to
solve
those
problems,
you're
also
very
much
responsible
for
creating
customer
value.
A
The
product
management
organization
is
also
responsible
for
aligning
the
product
strategy
to
the
business
strategy,
vision
and
mission
of
the
organization,
so
all
organizations,
typically
most
organizations,
will
have
a
mission
statement,
a
vision
and
a
business
strategy
and
the
product
management
organization
must
align.
I
was
responsible
for
aligning
the
product
strategy
to
the
overall
business
strategy.
Vision.
Admission.
A
So
why
is
product
management
important
to
be
touched
on
this?
Just
a
slight
bit
before
it's
really
a
function
in
the
organization?
That's
super
required
for
delivering
business
value.
A
The
product
management
function
is
responsible,
delivering
with
this
value
by
defining
the
features,
products
or
services
that
solve
customer
problems,
while
at
the
same
time
producing
measurable
benefits
such
as
user
growth,
revenue
margins
and
profits.
So
again,
the
product
management
function
must
deliver
business
value.
So
a
you
have
to
understand.
A
Customer
needs
within
a
product
management
function
organization,
and
then
you
are
responsible
for
figuring
how,
in
your
products
and
services
to
address
those
customer
needs,
while
at
the
same
time
delivering
the
business
benefits
which
are
typically
measured
in
terms
of
user
growth,
revenue
margin
and
profits.
So
that's
why
the
product
management
function.
It's
so
important.
It
sits
at
the
intersection
over
a
number
of
things
that
you
do
within
a
technically
a
technology-powered
organization.
A
But,
generally
speaking
as
you
are
exploring
a
career
in
product
management
and
you're,
looking
at
different
writings
of
different
books,
you
will
see
variations
of
these
types
of
frameworks,
and
this
is
just
to
kind
of
help.
A
Is
this
idea
of
discovery
by
understanding
the
customer
defining
your
user
personas
very
being
very
close
to
the
customer
and
by
you
know,
participating
on
a
daily
or
weekly
basis
with
customer
interviews,
understanding
assumptions,
mapping
and
talking
working
with
the
customers
to
understand
their
pain
points,
their
job
to
be
done,
doing
things
like
marketing
competitor,
now
math
requirements
and
competitive
analysis?
A
And
then
all
of
that
feeds
into
this.
This
continuous
circular,
continuous
cycle
of
defining
ideas
I
mean,
and
and
as
a
park
manager,
you're,
not
the
only
person
to
finding
ideas
but
understanding
some
of
the
ideas
that
may
solve
some
of
the
problems
that
you
have
identified
in
working
closely
with
your
customers
and
doing
things
like
to
use
multi-testing,
energy
testing
and
so
forth,
and
then
building
on
the
final
product
and
service.
A
So
again,
there's
a
framework
to
help
you
understand
how
product
management
approaches
or
how
the
product
management
function,
approaches,
delivering
a
business
value,
and
then
we
go
into
a
product
manager.
So
what
is
a
product
manager?
Well,
the
product
managers-
or
this
is
someone
that
works
within
the
product
management
function
and
is
the
individual
that
influences
and
leads
a
product
team
to
combine
technology
and
design
to
solve
real
world
customer
problems
and
solving
those
problems
with
solutions
that
align
with
the
businesses,
goals
and
operating
model.
And
this
is
the
definition
for
money
kagan.
A
I'm
from
the
silicon
valley,
product
group,
so
you're,
seeing
some,
hopefully
you're.
Recognizing
some
terms
here
that
that
we've
talked
about
in
the
previous
slides
right
customer
needs
customer
problems
and
defining
solutions
that
address
those
customer
needs,
and
then
those
solutions
will
hopefully
result
in
you
achieving
or
your
product
management
organization
helping
to
achieve
business
goals.
A
So
at
gitlab
we
have
some
core
responsibilities
that
we
expect
for
a
product
manager.
We
have
a
handbook
page,
which
is
this,
is
written
in
a
lot
more
detail
and
gives
you
a
lot
more
insights
in
terms
of
the
expectations
for
the
role
and
kind
of
what
we
expect
from
our
product
managers
on
a
day
by
day
basis,
but
at
a
high
level.
A
Here
are
some
of
the
core
responsibilities
for
gitlab
product
manager,
one
understanding
and
communicating
again
the
problem
face
or
the
problems
faced
by
our
users
and
customers
then,
secondly,
define
the
requirements
of
solution
that
is,
love
our
users
customers.
I
especially
like
this
one,
because
we've
kind
of
tweaked
the
language
to
be
very
good,
less
specific.
Not
only
do
we
want
to
understand
the
problems
of
our
users
and
customers
here
at
gitlab,
we
want
to
define
and
come
up
with
lovable
solutions
and
that's
our
measurement
of
success
here
at
gitlab.
A
One
is
we
expect
to
maintain
and
update
your
product
category
direction
pages
and
the
pro
category
direction
pages
are
really,
where
can
also
be
kind
of
described
as
the
roadmap
for
your
product.
So
you
will
see
other
text
the
word
roadmap
used
around
here.
A
In
get
now,
we
start
with
our
product
category
direction
pages,
that's
sort
of
your
entry
point
into
communicating
with
your
users,
customers,
internal
stakeholders,
the
vision
for
your
product
category
your
stage
and
so
and
then
and
then
walking
through
to
that
constituency
from
your
vision
to
your
road
map
and
your
tactical
plan
on
the
way
over.
To
achieve
that
vision,
then
you're
responsible
for
reviewing
updating,
key
performance
indicators
or
metrics
performing
release
planning
for
every
milestone.
A
A
So,
as
you
have
new
features
and
capabilities
that
are
going
to
be
coming
out
with
each
release
cycle,
you
have
to
create
release
compose
content
for
that
you're
also
responsible
for
driving
alignment
with
your
stable
counterparts.
Your
github,
whether
it's
in
marketing
engineering,
customer
support,
user
experience
quality
and
you
want
to
drive
the
alignment
by
using
industry,
standard
processors
like
objective
key
results
or
krs
you're,
also
responsible
for
connecting
the
user
and
customer
insights,
I.e.
A
The
yin
and
yang
always
customer
insights,
always
evaluating
customer
pain
and
then
defining
what
features
and
capabilities
must
be
in
your
product
to
solve
that
customer
pain
and
then
prioritizing
rigorously,
in
terms
of
which
features
and
capabilities
need
to
get
into
the
product
and
then
finally,
you're
responsible
for
triaging
new
issues,
and
here
in
gitlab
those
buckets
are
basically
new
feature
requests
from
customers
and
bugs
that
may
come
in
security
vulnerabilities
and,
of
course,
I
should
suggest
finally
determining
pricing
on
placement
for
features.
A
So,
in
addition
to
some
of
the
data,
the
daily
tasks
we
just
walked
through
as
a
as
a
good
product
manager,
it's
trying
to
be
a
great
product
manager
or
as
a
product
manager
and
just
stop
entering
to
the
profession
and
looking
to
build
their
skill
sets.
These
are
some
of
the
skills
that
you
want
to
kind
of
think
about,
developing
and
and
reflecting
on.
A
As
you
move
through
your
career
journey,
you
need
to
be
able
to
assess
market
opportunities,
and
that-
and
you
know-
that
is
a
mix
of
again
working
very
closely
with
customers
really
understanding
their
needs,
understanding
their
jobs
to
be
done,
understanding
their
pain
points.
A
You
want
to
be
comfortable
and
adapt
at
conducting
customer
interviews,
so
you
want
to
become
an
adept
listener.
You
want
to
become
an
empath
in
terms
of
you
know,
really,
leaning
in
and
figuring
out
what
customers
are
trying
to
say
and
in
terms
of
going
a
little
bit
deeper
understanding
their
needs.
Their
payment
pain
points,
identifying
opportunities
within
those
customer
conversations.
A
You
need
to
be
able
to
develop
and
maintain
a
product
roadmap
aka
from
our
previous
lines
here
at
gitlab,
starting
with
your
direction
penis,
and
so
what's
your
vision?
What's
the
what's
the
strategy?
What's
the
tactical
plan
this
month,
this
quarter
next
year
on
the
way
to
achieving
your
vision,
you
need
to
be
able
to
to
have
some
comfort
around
pricing,
analysis
and
business
case
development
and
then
back
to
that
theme
about
metrics.
You
want
to
be
able
to
define
and
track
your
kpis
or
and
get
that
pollen,
so
you
say
performance
any
case.
A
You
want
to
be
able
to
define
and
track
your
success
metrics
and
then
you
want
to
have
emotional
intelligence,
and
that
basically
means
you
need
to
be
able
to
have
relationship
management,
skills,
self-awareness,
self-management
and
social
awareness
skills,
and
this
is
really
key,
especially
the
point
about
relationship
management,
because
as
a
product
manager,
you're
typically
not
going
to
be
managing
a
development
team
on
a
marketing
team,
you're,
typically
working
as
a
peer
within
a
larger
group,
that's
meant
to
deliver
that
vision
and
strategy,
and
then,
finally,
this
line
just
summarizes
our
gitlab
product
development
flow
and
so
we'll
have
links
here
in
the
slides
that
takes
you
directly
to
or
give
them
handbook
pages
that
breaks
this
out.
A
A
lot
more
detail
gives
you
some
of
the
much
more
detailed
steps
around
the
development
flow,
but
it's
a
quick
summary
of
what
this
this
flow
is
trying
to
tell
me
is
this
that,
as
you
are
exploring
new
ideas
on
new
concepts
here
at
gitlab,
where
either
a
the
problem
is
not
well
understood
or
b,
the
solution
I
mean
people
understood.
This
is
kind
of
the
framework
that
we
want
you
to
go
through
in
terms
of
refine.
That
idea
on
this.
A
You
know
validating
the
problem
space
digging
into
it,
iterating
in
terms
of
your
design
and
reading
on
your
solution
set,
applying
the
work,
iterating
the
work
and
then
finally,
building
and
testing
the
defined
solution
and
shipping,
something
to
your
customers
and,
of
course,
finally,
always
ending
up
with
improvement
right
now.
Basically,
you
want
to
analyze
the
results
at
the
end,
you
want
to
measure
the
data
that
says:
okay
has
this
been
successful,
and
then
you
want
to
iterate.
A
So
thank
you
for
listening.
This
is
a
brief
overview
of
the
product
management
function,
product
management
role
here
in
gitlab
what
a
product
manager
does.
I
hope
you
found
this
very
interesting
if
you
have
any
questions
and
feel
free
to
reach
out
it's
great
talking
with
you,
since
danny
smith,
signing
off
cheers.