How Effective
Is Your Product
Operating Model?

Assess your level of product operating excellence and uncover areas for improvement.

Assess Your Level of Product Operating Excellence

6 Questions

15 Minutes

Endless Benefits

How do your leaders and teams assess, deploy, and monitor portfolio strategies, goals, themes, etc.?(check all applies)Part 1 of 2

We maintain documented product strategies, goals, themes, etc. (e.g. OKRs) We maintain documented, high-level KPIs or metrics to measure product performance (e.g. adoption, conversion, etc.) Our strategies, goals, themes, etc. (e.g. OKRs) are connected to product roadmaps in the same tool for instant visibility We have near real-time visibility on investments by product or strategy, goal, theme, etc. Executives and teams track product performance/KPIs in defined operating cadences

How do your leaders and teams assess, deploy, and monitor portfolio strategies, goals, themes, etc.?(check all applies)Part 2 of 2

Our product strategies guide product prioritization via target allocation We evaluate the impact of releases based on metrics We periodically evaluate performance targets to adjust investment in initiatives/product teams We build and monitor a network of metrics and observe correlations including input/output metrics, tension metrics, etc. We continuously plan to understand the implication of changes and make pivots or trade offs with the least possible disruption

How do your revenue and product teams collaborate and prioritize product opportunities in context of user and revenue insights?(check all applies)Part 1 of 2

Product Managers collect requests, ideas, or process insights in various ways Internal teams send/share product ideas/requests in various ways We have a central place to collect product ideas, including cross-product intake We have broad participation in gathering ideas/requests and provide visibility into which requests land on roadmaps We often connect strategies with ideas (e.g. segments, persona, etc.)

How do your revenue and product teams collaborate and prioritize product opportunities in context of user and revenue insights?(check all applies)Part 2 of 2

We frequently perform thematic analysis We engage functional leaders for first cut of prioritization before hand off to Product Teams We enrich ideas with revenue and deal data from CRM tools We close the loop on outcomes related to the idea after a certain period of months/quarters We evaluate allocation by customer, segment, etc. to shape strategies

How do you engineering and ops teams manage resource allocation?(check all applies)Part 1 of 2

Not all teams estimate work even though there are cross-team dependencies. Estimates/plans are not linked anywhere Engineering teams breakdown work and roll up estimates until reaching a cutline We have real-time visibility on planned scope and rolled up estimates We have real-time visibility on initiative spend and variance We perform collaborative cross-team planning between product and engineering before cementing our roadmap

How do you engineering and ops teams manage resource allocation?(check all applies)Part 2 of 2

We conduct iterative planning at the strategy, initiative, and feature levels We perform team and role-based planning with real-time allocation We track planned vs. actual continuously We conduct scenario planning on-demand with projected benefit, time horizon, and resourcing needs (enhanced by AI) We have instant insight on capitalization and reinvest

How well is your product development lifecycle (PDLC) understood, adopted, and adjusted?(check all applies)Part 1 of 2

Our PDLC covers product and engineering processes only Our PDLC is not well known/undocumented We extend our known playbook to also include discovery and product launch We have a well-documented PDLC with templates and playbooks We have instant visibility on bottlenecks throughout our PDLC

How well is your product development lifecycle (PDLC) understood, adopted, and adjusted?(check all applies)Part 2 of 2

We engage cross-functional teams to participate in our PDLC We incorporate legal/regulatory workflows etc. We adjust and rollout PDLC changes without disruption We gain insights on our PDLC and evolve it over time We understand historic say/do/change with regards to our PDLC

How well do your product managers prioritize, build, and communicate product roadmaps across the portfolio?(check all applies)Part 1 of 2

We use some form of prioritization framework (RICE, etc.) and each product has its own roadmap/workspace We communicate roadmaps by manual distribution to various audiences We have a dynamic perspective of portfolios e.g. strategy >> product/s >> strategies We have a cross-product/portfolio-wide roadmap to account for cross-team dependencies We offer self-serve, on-demand roadmaps customized for relevant audiences

How well do your product managers prioritize, build, and communicate product roadmaps across the portfolio?(check all applies)Part 2 of 2

We perform periodic product performance reviews e.g. 6+ month post release to true up real ROI (MoAR) Our product initiatives have KPIs/success measures We apply differentiated allocation based on the adoption stage of a product We perform strategic risk monitoring triangulating outcomes, investments, and delivery We incorporate product and feature lifecycle in prioritization and allocation decisions

How effective do your teams manage cross-product delivery to speed time to market and preserve ROI?(check all applies)Part 1 of 2

We annually track cross-team delivery progress We plan and track GTM/launch progress (though inconsistently) as delivery dates constantly shift Our roadmap progress is automatically rolled up into various components in our portfolio hierarchy We track planned vs. current progress automatically We track and alert dependency risks across varied ways of working at team level

How effective do your teams manage cross-product delivery to speed time to market and preserve ROI?(check all applies)Part 2 of 2

We have real-time visibility of scope/investments to protect ROI/decide on pause, pivot, persevere within portfolio We track GTM and other non engineering deliverables - autonomously by cross functional teams We understand portfolio progress trend to predict/mitigate broader risks We automatically monitor and mitigate cascading risks on delivery (aka ripple effects) We can identify risks to the business as well as other financial risks instantly, in real time

How Effective Is Your Product Operating Model?

Assess Your Level of Product Operating Excellence

How Effective
Is Your Product
Operating Model?