Welcome to ProductCamp. This event is for anyone who builds, designs, markets, or manages a product or service worldwide—as well as entrepreneurs and start-ups. Our combined camps have diverse audiences from software (technology) to life sciences, consumer packaging, to manufacturing. Join the conversation around all things product in this unique online event.

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Learn the role of activation in a truly product-led company and how to start working on and improving activation for your product.

The session will start with simple ideas such as identifying primary activation metric through data analysis and user research. Then, you will learn a few categories of product changes that typically improve activation. The session will finish with a repeatable framework that will help you replace a simplistic approach to activation with building a holistic approach to onboarding.

In this talk, Janna will look at modern roadmapping best practices, including where lean roadmapping came from and how to put it to use in your organization. You’ll learn practical tips on how to move away from old school feature and date-driven roadmaps, and how to move your team on to a leaner, more objective-focused track of product management using OKRs.

Businesses face many uncertainties, especially in today’s complex world. New product development allows firms to manage both internal and external risks leading to improved long-term profitability. Embracing a strategic approach to product development means understanding your customers, building collaborative teams, and generating a culture of learning.

In this presentation, we’ll discuss a risk model leveraging various new product development processes to design effective innovation cultures. You will learn how to evaluate your own organization’s risk tolerance, culture, and team structure to select appropriate product development pathways.

Learning Objectives:
1. Understand risk in innovation from a perspective of requirements uncertainty and technical uncertainty
2. Identify different risk-based approaches to new product development
3. Compare and contrast organizational design of NPD systems based on risk tolerance and culture

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Be the highly trusted product manager who creates sustainable product decisions and roadmaps.

Faster development. Efficient collaboration.

Product people make hundreds of micro decisions every day, i.e. design, requirement prioritization, target market, pricing and more. Often the time is tight, and pressure is big to create the best decision, preferably a decision that does not change overnight. 59% of decisions are based on gut-feeling and frequent changes are normal.

How can product managers make decisions leaving the road of uncomfortable feelings? This presentation reveals the secrets of our decision making and shows how to better secure sustainable decisions.

LEARNING OBJECTIVES
Know the science behind your decision making
The CuCoCO power for data-driven decisions
How can I get more resources to gather data

Products today are often released despite the process. Most teams are dealing with chaotic processes that few understand. And yet, every organization is unique—so your planning process should be too. Most organizations need a small number of living documents—fewer than 10—to guide market insights and product innovation.

Innovate your planning process to better align with the agility of your organization using the Quartz Open Framework. Throw away outdated methods and define a process as nimble as your organization.

There's a constant tug of war between designers, development and product. Designers want their designs to be perfect and they need a TON of discovery, development wants to get code out the door while trying to build things to scale up, and product ends up becoming this man/woman in the middle trying to balance it all. This ends up being an accountability nightmare.

In this talk I will break down concepts like the product trio, as Teresa Torres calls it, and show how we can utilize design thinking principles to
1) Squash the 4 levels of risk a la Marty Cagan (usability, feasibility, value, business viability)
2) Generate alignment and accountability to build the most valuable product in an agile way.

You'll walk away with the templates I use to foster more productive Design Thinking exercises/workshops and an action plan of how and when to engage Designers, Engineers and Product Management.

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Problem Solving is one of the most essential foundational skills for product managers that isn’t often taught formally although it affects the efficacy of many things product managers do on a day-to-day basis. In this session, we sensitize participants to how we naturally tend to make overconfident guesses and jump to solutions or implementation. But as a product manager, it is essential to go beyond that and be outcome-oriented & structured. The participants are shown how to start by defining the problems well, breaking them down, and then prioritizing and solving them. This is the beginning of thinking and acting like a product manager.

What happens after you build a strategy? If you aren't careful, it can end up just a piece of paper that no one references. Much like a tree that falls in the forest, what happens if it doesn't make a sound?

This is why Strategy Custody is important. How your strategy travels and affects the people who are effected by it is the difference between an alive strategy, and a dead one. In this session, we will talk about the difference between dead strategy and alive strategy, and how you can maintain high strategic custody to affect the decisions around you.

Join an "ask me anything" session led my the conference moderators.

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Have you ever wanted a way to ensure your product vision is understood, and a way to easily determine what should go in each release? User Story mapping may be the tool for you. We will share how we approach user story mapping and an example we have used in the real world.

Product management requires a multitude of skills. Frameworks, technical, business, and financial acumen, dev methodologies, and other "hard skills" are important, of course. But in order to be most successful and ultimately move into leadership, a handful of timeless skills are critical.

In this session, we'll discuss the 5 immutable truths of great product managers - customer intelligence, relationship-building, communication, judgment, and prioritization - and how these skills will serve as the catalyst for career growth.

One of the core challenges for product managers is understanding people and why they do what they do. No matter if it is your colleagues, your users, or your buyers this understanding of people is essential. The good news is that behavioral science is a rapidly expanding field that you can use as a product manager, designer, or researcher to better understand your users, buyers, and colleagues. In this session we will go through important behavioral science concepts to know, understand, and be able to use.

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How do some Product Managers make themselves heard - and are well respected by their stakeholders? They earn the influence that they use to get their jobs done more effectively. This interactive session will take you through proven techniques for becoming better at the earned influence game. Be prepared to participate - and laugh as we learn together.

You’re in your first days in a new product manager role. In no time, your calendar will be full and you’ll have a zillion emails. There’s so much to do. Where should you begin?

Before the demands of others overwhelm you, you need to prepare yourself to be the business and market liaison to the product team. Your role as a product manager or product owner is to make the best business decisions for the product, working from the best available information.

You'll learn:
Why the first 100 days are key to success in your new role
How to formulate a course of action
How to establish and communicate your management style
How to make maximum impact
Insights on establishing a strong reputation as a product manager


Join an engaging discussion of what a product manager must do in the first 100 days to build a strong foundation for success.

One of the biggest problems PMs face when leveling up is to think strategically versus tactically. It’s easier to think about the tactical actions needed to execute a roadmap than having a long term perspective that could lead to larger outcomes.

In this session, I want to teach new and seasoned PMs how to prepare and structure their product strategy, what inputs are required to build a solid strategy, and how to package and communicate it with important stakeholders. Having been through a small startups (Koder) and large corporations (Amazon, Adobe, Dun & Bradstreet), I have the know-how to create a standout product strategy to impress leadership and get buy-in for your ideas.

In the face of unprecedented market shifts, exponentially changing buyer behavior, reduced team capacity, and new requirements for remote working, we will discuss how product professionals can forge new paths for their organizations to remain relevant.

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