Level Up with a Bespoke Product Management Capability Framework – Feb 2023 Wrap

Photo courtesy of Yau Min

When Aaron Hardy first moved into a product leader role at PageUp, he needed to take stock of the situation, and work out where to focus his efforts first. Were there changes to make to the product? Did they have an adequate strategy to guide them? Or should he begin with his team?

After speaking with his new team, one area Aaron identified as lacking was a capability framework or career ladder. How were the team to know how they were performing? What steps would they need to take to move to the next level?

The team had already been through multiple restructures, with various leaders coming and going. And with that, each time the team would inevitably end up having to explain what they did, what value they brought, and justify why they were needed on the team. Would he put them through that all again?

Taking inspiration from Ben Horowitz (and Jim Barksdale) Aaron decided to start with his people.

"We take care of people, the products, and the profits - in that order" Ben Horowitz.

Step 1: Researching Capability Frameworks 

Before jumping straight in to create his own capability map, Aaron researched the existing frameworks already available. And there were plenty out there. However, none of them quite fit what he was looking for. 

  • Intercom’s framework has been shared quite extensively, and does a great job to show how to level up as a product manager. However, they have a very different business model, making it difficult to apply to PageUp.
  • The Association of Product Professionals had a good structure, demonstrating external (market) vs internal (operational) aspects. However, it was a little too heavy for what they needed. Aaron needed something simpler for his team to use.
  • Pragmatic Marketing Framework: Looking outside of direct product management, Pragmatic gives a good visual of broad capabilities. It also helps you evaluate what you’re doing and what you’re not. Then giving you the opportunity to assess if you think those gaps are important.

Aaron wanted to find something that was relevant to the way they did product. Something that his people could relate to, and use in their day to day activities.

Many different frameworks, from Pragmatic Marketing, Intercom, Ravi Mehta, the Association of Product Professionals, and more.

Step 2: Product Mastery Levels

After having a good view of the different skills needed, the other side of a capability framework is how many levels you need. Where is your company at, and what’s right for them? 

Also, it has become more common for companies to recognise and support different career tracks for:

  • individual contribution; and 
  • people leadership.

Wherever you land, remember – it’s for a point in time. As you grow and mature, you may need to extend the framework in the future.

Individual contributor career track:
Associate PM > PM > Senior PM > Principal PM

People Leadership career track:
Senior PM > Group PM, VP of Product

You should also consider the different types of product work, from:

  • Feature Work
  • Growth Work
  • Scaling Work
  • Product Market Fit Expansion.

And the different possible paths into product. 

Beyond the obvious Product Owners or other product adjacent roles, some other sources to grow your talent pool could be from support, operations, consulting, marketing, psychology, research, entrepreneurs, and many more.

Step 3: Making it Bespoke

The next stage is to try to pull it all together:

  • Mapping out all the skills;
  • Removing the irrelevant ones;
  • Finding the duplicates; and
  • Ranking what is important.

Hot tip: Making things visual can make them easier to understand.

Excel sheet with multiple crying emojis.
Cleaner visual representation of frameworks with colour coded sticky notes.

However, then comes the hard part:

Mapping to your own framework:

  • Writing descriptions for each capability. This will eventually be incorporated into Position Descriptions, so some things to consider would be:
    • What is expected at each mastery level? 
    • How are the different mastery levels mapped to different roles? 
    • How would people demonstrate their capability? 

Socialising:

  • How does your capability matrix align with other disciplines you partner with (eg, UX)? It’s good to gather feedback and support from your peers, senior team members; partners and possibly even senior leaders.

Input from the team:

  • You can also include the team. Have them help with the descriptions and differentiators. Rank the importance of each capability. Get them involved so they can contribute and shape the result, making it easier to create buy-in.

Ways to Level Up

Once you have your shiny new capability framework, it can help provide clear guidance for the team of what’s needed to reach the next level and they can do one of many self-assessments available online. 

But how can they actually level up?

There are plenty of methods are your disposal:

  • Formal training or courses – to either learn new skills, or revalidate existing skill levels;
  • Observation – following product leaders on social media;
  • Informal / on the job training;
  • Coaching and mentoring; and
  • Meetup groups.

Thank you

Thank you to Aaron for sharing his journey; our volunteers on the night, Yau, Yasha, Sakthee and Steve; and our event hosts Propel Ventures.

Slides and Additional Resources

Frameworks

Assessment tools

Additional reading

Creating your own Product Management Capability Framework

Join us on Thursday the 23rd of February!

Does your company have a product management capability framework or career ladder? As a leader have you built or contributed to one? As a product manager, how do you know if you’re doing a great job or ready for the next step?

Our Speaker Aaron Hardy, VP of Product at PageUp, will share his experience of creating a company-specific framework for evaluating the capabilities of a product management team at various levels. He will explore publicly available resources and provide examples of how to apply the framework. Additionally, he’ll talk about how individuals can create a framework & take initiative in their own professional development.

Thank you to our Event sponsor: Propel Ventures

Propel Ventures logo

Think of us as a strategic product development partner. At Propel, we know that building a successful product is more than just a technical and functional feat, it takes skillful and purposeful strategy and implementation to ensure users love it and your business profits from it. That’s why, unlike other development partners, we truly partner with our clients, helping them focus on discovering and building the right product for the right market. Our depth of experience in determining product-market fit, validating development progress with user testing and feedback, and supporting ongoing growth make us the ideal strategic partner for developing a commercially successful product. Propel’s services include product strategy, product management, product development, UX & UI design, go-to-market and product scaling.They are always keen to work with great people so if you’re looking check out more about them.

RSVP for Thursday, February 23rd

Product Management Career Development Workshop – July 2022 Wrap

How long have you worked in product? 

And in what capacity? 

As a Business or Product Analyst? Product Owner? Or Product Manager?

We all start from different places, and our paths for growth are varied. 

In July, Adam Wensor, Craig Brown and the crew from EverestEngineering joined us to run an interactive Career Development Workshop, where we co-created a development framework. 

The challenge

For many of us, we stumbled our way into product. Our early days spent trying to work out what we’re supposed to be doing. Slowly building in some reps, and some muscle over time. Eventually feeling more comfortable with the work. 

But how can we objectively assess ourselves?

And what sort of things should we work on to improve, and level up?

How might we build a roadmap for ourselves?

Product Management Competencies

What are the core competencies for product management? 

This can be workshopped with your team. Alternatively, we leveraged a few experts in the field:

  • Roman Pilcher;
  • Marty Cagan’s Silicon Valley Product Group; and
  • John Cutler

Next, we grouped the competencies into themes.

Then, we considered what different levels of mastery may look like?

Like many workshops, it was as much about the journey rather than the destination. However, with a broad mix of tenure in the room, it was a great opportunity to reflect how things can feel earlier on in our careers, and to gain some insights from those who may have more experience.

Thank you 

Thank you again to Adam Wensor, Craig Brown and the team at EverestEngineering for running the workshop and hosting the evening, and to our volunteers, Nosh Darbari and Yau Hui Min for helping on the night.

Resources and Additional Reading: