7 Product Management Software Tools to Streamline Development

There's a lot in common between a Product Manager and the executive president of a professional sports club. Don't buy it? Well, you should 😋, and here's why.

• Both are experts in their businesses.
• They both know what it takes to win. 🏆
• They're great leaders of their teams.

Stay tuned because this article will give you a grasp of how unique the product management role is. You'll learn what their responsibilities are and more.

And if you landed a job opportunity as Product Manager, we'll give you a hand with mastering your craft. 🥇

But first things first: defining the role. And once you know this, we’ll move on to exploring their tasks, unique characteristics, and the challenges they face.

What's a product manager?

For context, let's start with product management’s role in PI (Product Increment) Planning.

According to our Guide to PI Planning, the Product Manager must understand the customer needs and validate solutions against those needs. That’s the starting point and foundation for their role. But that's still generic. 🤔

The Product Manager is THE product expert. That makes them the best-equipped team member to make strategic decisions about the product. These decisions affect the work of a lot of people in a company.

The Product Manager is a product visionary and strategist. They monitor and analyze the market competition. That's how they define a unique product vision and product strategy. Their ultimate goal is to add unique value to the market based on customer needs.

The Product Manager decides what products or product features to build and in what order. This means they prioritize new products or new features in an existing product. Defining a product vision and a product strategy is intimately related to prioritization. They must do their best effort to maximize both customer value and business value. Not an easy challenge!

The Product Manager leads the teams responsible for developing a new product or improving an existing one. They usually work across cross-functional teams, so leading them demands a great deal of organization from the Product Manager. Plus, they need the ability to bridge, communicate with, and supervise engineering, marketing, sales, and customer support staff.

The Product Manager participates in all stages of product development, from planning and conception to launch or release. But what tasks do they do?

The product manager's tasks

You already know some of the product management tasks. But here's a comprehensive list of product management tasks:

• Understand, identify, and, if necessary, represent customer pain points and business challenges.
• Manage the process of generating new ideas for products or features, and decide which ideas to move forward with.
• Describe a product vision, and align all teams with that vision, especially in large companies.
• Create and maintain the product roadmap.
• Design a strategy for product development.
• Limit the project scope.
• Rank features against the product strategy, business goals, customer value, and customer or user feedback.
• Specify the requirements for each feature.
• Define the launch or release process, which comprises phases and milestones.
• Manage dependencies within and between phases.
• Identify the deliverables and corresponding due dates for the cross-functional teams.
• Coordinate the activities of each team from product development until launching the product into the market.
• Validate product design and implementation.
• Ensure the successful launch or release of the product.

Now, are you working with Scrum? If so, you might be wondering about the differences between the Product Manager and the Product Owner.

Product managers vs. product owners

Although they may interchange tasks, they're distinct roles. In short, the latter works towards realizing the product vision and the product strategy that the first defines.

The Product Owner works more closely with the software development team. On the other hand, the Product Manager interfaces directly with customers, users, and partners.

Sometimes, when there's no Product Manager, the Product Owner steps into this role. However, in that case, there's little time to coordinate the work of all teams around the same product vision.

But regardless of whether there’s an existing Product Owner, there are key ingredients that make good and great Product Managers. Let's discuss that next.

What makes a great product manager?

The characteristics of a great Product Manager consist of technical skills and personality traits. So, besides technical skills, they should have a high EQ (emotional coefficient). This means:

• Showing customers and users empathy during any communication with them
• Developing trustworthy relationships with internal teams and external stakeholders
• Inspiring and motivating team members
• Discretely persuading people to take the necessary steps to achieve a common goal, which starts with listening to them
• Avoiding bias in the preference for solutions by being user-centric and ensuring that solutions answer user needs
• Managing stress and performing well under pressure
• Demonstrating the urgency of task completion without causing panic
• Knowing how to ask the best questions to the right people at the right time
• Delegating the power of decision-making by giving teams a methodology and criteria for escalating if needed
• Daring to confidently make strong statements about priorities, advocating for any of their decisions
• Having the courage to choose whom to favor with a decision, whether it’s engineering, marketing, or sales
• Not being afraid of changes such as defining a new product strategy for business growth
• Reading the emotions of customers, users, and internal team members, and capturing their concerns

If they tick all or most of the above, the Product Manager is on the way to being emotionally intelligent.

Typical results from an outstanding product manager

If the Product Manager has a high EQ, they'll be the best at:

• Growing teams to become high-performing
• Negotiating with customers, users, partners, and people from different departments
• Resolving conflicts that might get in the way of cross-functional teams that make successful products
• Getting more funds, top talent, and other kinds of support or resources
• Prioritizing according to customer pain points
• Making sure the development team knows users actually need the changes they're implementing
• Obtaining the best trade-offs between the different individuals and teams involved and interested in a product's development

Ultimately, customers will trust the Product Manager to fix problems with the product. Plus, engineers will accept going the extra mile to incorporate a microfeature on short notice. And if the Product Manager is always calm and cool, management will trust their work.

At this point, you know how personality matters to the success of the product management role. Next, discover how the type of product and its users also affect their work.

The right measure of technicality

The more complex a technical product is, the more experience the Product Manager should have with building similar products.

On the other hand, for a less complex technical product, experience with launching products and supporting customers is enough.

Summing up, the Product Manager knows how to talk with the users of a product and the customer. Additionally, they have at least a basic technical understanding of the product.

But wait! That's not all. Product Managers also do some magic when interacting with engineers and top management.

Connecting with engineers and top management is key

The Product Manager should establish, maintain, and manage a relationship with the engineering team and top management.

Relating to the engineers

The relationship between the Product Manager and the engineering team depends on the company's view of the product development process. And it can be done in three different ways:

1. The Product Manager hands the product requirements to the engineering team, which transforms them into technical requirements.
2. Engineers develop the product, which the Product Manager validates and sometimes monetizes.
3. The Product Manager and the engineering team collaborate closely to develop the product.

❌ The first approach is not that agile or quick. In fact, it resembles a waterfall approach to product development that takes ages to get to a viable product. Also, engineers focus on coding and might lose focus on UX (user experience).

❌ The second alternative might innovate by creating new customer and user needs. Nevertheless, user feedback might come in too late to align the product with user needs without costing more.

✔️ Last, in the third option, the Product Manager and the engineering team gather requirements and make decisions together. The first doesn't tell the latter how to code, and the latter doesn't tell the first how to prioritize. The result is better UX, faster product development, and better product quality. And everyone's happy! 🎉

Relating to top management

The Product Manager should work closely not only with the engineering team but also with top management. The involvement of top management in the product development process is crucial to product success and the success of the product management role.

The more top management is involved in product development, the more the Product Manager is in a support role. And that's truer for young companies.

In a startup environment, the Product Manager often doesn’t lead the idea generation process. Another downside of young companies for those professionals is that they have less influence on the product vision.

It's time to consider how a company’s maturity impacts the product management role.

How company maturity influences the product manager

The company's maturity influences the Product Manager's performance and success. In a startup, this role should be more versatile. On the other hand, the role is narrower and has clearer boundaries in a mature company.

So, in a startup, the Product Manager might be responsible for market research, pricing, and customer support. That's because startups are growing companies that often have a tight staffing budget.

But despite being highly dynamic environments, young companies represent a land of opportunities for Product Managers. They might influence the business strategy more as the company grows. And they might also have a say when it comes to using or assigning company resources.

Finally, what the Product Manager lacks in a startup, they have in abundance in a mature company. An established customer portfolio is an example of that.

Product managers are the product’s backbone

The product management role is an essential element of any technology company. Perhaps their major responsibility is to define the product strategy and play a key role in Sprint Planning or PI Planning. But they also prioritize the planned features for the increment beforehand. And they coordinate the work of teams from different departments.

At a higher level, the Product Manager must communicate with those teams. The goal is to make sure everyone is on the same page. And ultimately, they're strong leaders who trigger the development of useful and profitable products.

If you're a Product Manager looking for more tools to help manage your product, check out Easy Agile's tools. Our roadmapping tool for Jira might help you sequence features for delivery to your customers. And Easy Agile's PI Planning solution for Jira might help you visualize program dependencies and milestones, plus do cross-team planning.

Keeping stakeholders in the loop is one of the key responsibilities of a product owner. A ton of work goes on behind the scenes before stakeholders can be presented with information about a product's deliverables and timeline. If sprints are your framework for getting work done and projecting delivery dates, the agile development team needs a way to make sure it's working through the product backlog at the right pace. The sprint burndown chart can show you the way.

In this post, we’ll talk about how to use a sprint burndown chart to monitor if your team is on track to complete its work and how putting user stories into sprints and epics generates even greater insights via user story maps.

What is a sprint burndown chart?

Image credit: Atlassian

First, a review: A sprint is a fixed period of time — typically between two and four weeks — that an agile software development team uses to complete a defined set of work.

A sprint burndown chart is a visual comparison of how much work has been completed during a sprint and the total amount of work remaining. It helps measure a Scrum team's progress, and it provides an easy view of whether the team needs to make any adjustments to complete its work for the current sprint iteration.

A burndown chart is a graph with a y-axis and x-axis 📉. The vertical axis measures the total amount of work that the team estimates it will complete during its current sprint. The horizontal axis shows the number of days remaining until the end of the sprint. On the chart are two lines: the actual work line (a line that represents the team's progress) and the ideal work line (a straight line from the top of the y-axis to the end of the x-axis).

You want your actual work line to follow your ideal work line as closely as possible. This would mean that work is being completed incrementally and at such a rate that it can be completed by the end of the sprint. Sprint goal achieved. 👍

A good practice for a team's product owner is to review the burndown chart on a daily basis. Doing so will allow you to detect if there are any progress issues happening in the sprint. For example, if your actual work line is trending above the ideal work line, then too much work remains to be completed by the end of the sprint at the current pace. We'll break down a few reasons why this may be happening later in the post. 😉

The sprint burndown chart is also a great tool to use during a sprint retrospective. Looking at this as a team can help generate talking points to discuss around the sprint retrospective's three key questions: What went well in the sprint? What didn't go as well as we hoped? How can we get better in the next sprint?

A primer on estimation methods

To measure effort on the vertical axis, we need to choose a metric.

Historically, traditional software teams used time to estimate the effort needed to complete a task or a project. For example, "I think it will take me three days to finish that user story." However, this approach can be risky because people tend to underestimate the amount of time it will take to finish a project.

The unit of measure on your sprint burndown chart's y-axis will depend on your estimation metric of choice. Let's review two common ones employed by agile sprint teams.

Ideal days

An ideal day is an estimate by a software developer of how many uninterrupted days it will take to complete a task. Assuming an ideal workday is eight hours of interruption-free work, the estimate could be stated as, "That user story will take me two ideal days." A benefit of this approach is that it accounts for work disruptions; however, it can be problematic because it often positions estimates as best-case scenarios.

Story points

Agile teams use story points as a relative estimate of effort as opposed to a time-based approach. Instead of saying, "I think this task will take me two days to finish," you would state, "I think this task is worth two story points." In this estimation technique, two story points are twice the effort than one story point.

Teams can use ideal days as a baseline to calibrate their story point estimates. For example, one ideal day can be equivalent to one story point, two ideal days to two story points, and so on.

A main benefit of using story points to estimate is that it allows teams to focus on relative measures of effort instead of thinking about how long it will take to finish a task.

Why your sprint burndown might be off track

A perfect actual burndown line is like Bigfoot — if it's been witnessed, it's probably a hoax. 😂

No team can perfectly estimate its work and develop at the exact pace represented by the ideal line. That said, if you notice large differences between your actual line and the ideal line (i.e., your actual line is much higher or lower than the ideal line), a number of things might be occurring:

• The team over- or under-committed to the amount of work at sprint planning
• Story points were added to or removed from the sprint after it started (scope creep)
• The estimated effort for some user stories is off

As a product owner, when you notice something that's off about your line after your daily review of your chart, you should mention that to your team members. The daily stand up is a perfect time to do so.

User stories and epics provide the big picture

User stories describe how a functional part of a product will work from a user's perspective. The common format of a user story reads, “As a [user role], I want to [user activity] so that I can [user goal].” For example, one might read, “As a new customer, I want to sign up for this product so that I can create my profile.”

User stories are placed in sprints to show what work (from the user's perspective) will be finished and by when. They can also be placed in epics to group them into themes within a product. Epics are widely used by agile teams to represent the high-level activity users will accomplish while using a product.

In our example above, an epic can capture all of the user stories that center around user signup, such as signing up, adding payment information, creating a user profile, and configuring notification settings.

If the sprint burndown indicates that the team is off track for a given sprint, then a combined view of sprints and epics can help you determine what impact that might have in the big picture. And, as we’ll see next, an interactive user story map can fix the problem.

User story maps: A view of epics and sprints

A sprint burndown chart is one of the handiest tools an agile software development team can use to make sure they're working and delivering at a solid pace. The burndown chart shows if any adjustments need to be made to your sprint.

User story maps provide another level of insights into team progress by:

• Showing sprints as vertical swimlanes
• Displaying epics as columns that represent the user journey through the product

This combination of swimlanes and columns unflattens your sprint backlog. It visualizes what the team will deliver and by when.

With Easy Agile User Story Maps for Jira, you can supercharge your ability to make adjustments to your sprint. It can help you:

• Create new user stories
• Edit story points on a user story
• Assign items in the backlog to an epic and a sprint

With this tool, teams can view their sprint statistics at a glance and take action. They can ensure they don't overcommit and that they're on track to achieving their sprint goals. It’s the most comprehensive user story map solution in the Jira marketplace for taking action to adjust your sprints from a big-picture viewpoint.

The perfect product launch is an elusive beast. As the launch date nears, the pressure mounts while the product manager deals with last-minute changes, bugs infesting the Jira board, and some network or server issue that threatens to ruin everything. You might have the perfect product management framework, yet the journey to the finish line is usually anything but elegant.

Whether you're launching a new product or releasing a new feature, product managers thrive on the excitement, exhilaration — and exhaustion! -— that come with the job, particularly surrounding significant releases. Even with careful planning, an exquisite product roadmap, and a neatly refined backlog, the final moments before launch always seem to end in a fight to the finish.

Before you place all the blame on your product management framework, or worse, your product team (Nah, you would never do that!), take a step back and breathe. We’ll walk through some ideas on how you can relieve some of the chaos on launch day. (Let's be honest, no drama on launch day would be just a little disappointing.)

Pre-launch planning

If you're using an agile product development methodology like Scrum or Kanban, you're already ahead of the game in terms of planning. Experienced PMs will have a roadmap with t-shirt sized epics and stories carefully laid out using established prioritization methods.

Based on your product strategy, you may choose to release new product features to production after each iteration. But sometimes, the product marketing plan requires a bigger splash. In this case, you can take advantage of press releases, major advertising events, or other high-visibility marketing opportunities.

Planning how you intend to release the product is as important as deciding what will be part of the release. Product development teams need to coordinate with product marketing to consider the following:

• Will you do a soft launch to a limited audience?
• Do you need to pre-release specific components to test pricing, marketing copy, or usability?
• Will you leave pre-releases in the wild until launch, or will you test for a specific time period and then pull them back?
• Do you have a hard date on which you must release (ex., Super Bowl Sunday), or is there some flexibility in the timing?

Answers to these questions drive the release strategy, which is then factored into your release plan and execution.

When it comes to determining what features to include in your product launch, you can choose from a variety of product management frameworks or use a hybrid approach and mix and match the methodologies to fit your situation.

The Kano model, AARRR (acquisition, activation, retention, referral, and revenue) theory, and OKRs (objectives and key results) all provide product management frameworks. These help product owners plan feature releases that align with the product vision and realize profitability objectives.

Remember: It's always a good idea to have a Plan B or even a Plan C to allow for unexpected events or issues that tend to rear their heads just before a launch. Atlassian has a great product launch template to get you started if you're working on your first release.

Launch day planning

A launch day checklist is your best friend on launch day. You might even want or need more than one list. A product launch has too many moving parts across too many teams for you to rely on memory alone. Your marketing, IT, and product teams will all play a role in the launch, performing necessary activities for their roles.

Particularly if this might be the first product launch in your startup, checklists help product teams think through details with clear heads well before launch day. The best plan is to ask each team to create their checklist and then meet as a group to align and coordinate each task's timing. Some launch day tasks are independent, ready to be tackled at any time. In contrast, others will be more time-sensitive or dependent on something else happening.

For teams with a few launches under your belt, these checklists hold the lessons learned from prior releases and, when updated after each launch, turn your team into a smooth-as-silk, product-launching machine.

Post-launch planning

As you know, a product launch is not the end game. Once the dust settles and everyone has gotten some sleep, you need to measure how the product performs. Planning how to measure the product’s initial key metrics allows product managers to communicate results to stakeholders early and as often as necessary.

Measuring key product metrics after a launch validates your decision-making of the product features, confirms you built the right product for the market, and helps you ask and answer the right questions when planning more feature builds and marketing strategies.

Important key product indicators following the launch can include total sales, top attribution channels, activation stats, and affinity sales. If you're launching a new feature within an existing product, you'll also want to keep an eye on retention numbers. A spike in churn rates could indicate a problem with the user experience or the underlying technology solution.

Beyond measuring the results of your release, you'll also need to prepare what's next. After your development team gets some shut-eye, they'll come back to work looking for their next assignment. You'll need to have your backlog ready for the next sprint planning ceremony, and then, it's back to business as usual. There may also be some immediate customer feedback that needs to be actioned.

Once you get your team off and running toward the next release, it’s time to take a look at your roadmap. You’ll likely discover new information when customers start using your new product or feature. It’s a good idea to leave some room in the roadmap to take on work discovered during the first few weeks of your launch.

Then there’s one last thing — CELEBRATE!! You and your team worked hard and accomplished something really cool! It’s easy to get caught up in the daily grind toward the next release. Take some time to pat yourselves on the back for a job well done.

Use your product management framework to tackle launch day like a rock star

With some planning and flexibility, you can set up your product team to make launch day look like a walk in the park. And the sooner you get good at this, the better. You'll always be launching something throughout the product lifecycle, from the initial MVP to new features to the end-of-life process.

Thorough roadmapping gets you off to a solid start, and as you get closer to launch day, you'll build out more of the critical details to ensure you don't miss anything. Cross-team coordination is essential, and checklists help open communication channels and get the entire team on the same page.

Early reporting on results builds confidence with stakeholders and is also a great way to show your team the results of their efforts.

Enjoy the adrenaline rush of launch day, but try to eliminate a little of the chaos and stress. As soon as you've launched, it's time to move on to the next thing. That's the nature of product development, and that's why we love it.