How One Jira Ticket Made My Employer $1MM/Month: 7 Metrics That Actually Matter
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Re: How One Jira Ticket Made My Employer $1MM/Month: 7 Metrics That Actually Matter
#2Interesting article - most of these metrics should be learned on the job for a lot of product managers.
Re: How One Jira Ticket Made My Employer $1MM/Month: 7 Metrics That Actually Matter
#32016
Re: How One Jira Ticket Made My Employer $1MM/Month: 7 Metrics That Actually Matter
#4At first I thought the ticket was going to be "stop using JIRA/Confluence".
There is so much time wasted on this system where I work it's amazing. Some people sit all day updating JIRA with all kind of crap instead of actually doing their job.
At this point I'm starting to get the same feeling towards it as towards SAP.
Re: How One Jira Ticket Made My Employer $1MM/Month: 7 Metrics That Actually Matter
#5The problem is in most businesses you can explain this until you're blue in the face, to no avail.
Re: How One Jira Ticket Made My Employer $1MM/Month: 7 Metrics That Actually Matter
#6tl;dr: be sure to usability test your products.
Re: How One Jira Ticket Made My Employer $1MM/Month: 7 Metrics That Actually Matter
#7> Tip: Your marketing and sales teams should never be allowed to discuss features “in the pipeline”
Probably unpopular here, but this is a misguided, engineer-centric view of a business. Sales & marketing should absolutely have some leeway on unreleased features, as they have very close relationships with customers and can get early feedback in the realest way possible: "Will the customer pay for it?" Cutting off this avenue is popular for engineers (myself included) but not necessarily good for the long term health of a business.
Re: How One Jira Ticket Made My Employer $1MM/Month: 7 Metrics That Actually Matter
#8At first I thought the ticket was going to be "stop using JIRA/Confluence". There is so much time wasted on this system where I work it's amazing. Some people sit all day updating JIRA with all kind of crap instead of actually doing their job. At this point I'm starting to get the same feeling towards it as towards SAP.
I think Jira's knobs and settings can get in the way, but I've found it to be fairly effective when used in a focused way (and recent updates seem to have optimized for that)
Re: How One Jira Ticket Made My Employer $1MM/Month: 7 Metrics That Actually Matter
#9> Tip: Your marketing and sales teams should never be allowed to discuss features “in the pipeline” Probably unpopular here, but this is a misguided, engineer-centric view of a business. Sales & marketing should absolutely have some leeway on unreleased features, as they have very close relationships with customers and can get early feedback in the realest way possible: "Will the customer pay for it?" Cutting off thi…
I think this is meant in another way: sales and marketing should never discuss future features with potential customers. Meaning, they should not try to win deals by promising features not yet rolled out, rather than not being involved in internal priorization discussions.
I happen to agree with the author to an extent. Selling future things rather than what's presently available makes sales a lot easier (which is why reps are often eager to do it), but the true value is created when sales sells what is already there. My father always put it this way: You have to sell what you have.
Re: How One Jira Ticket Made My Employer $1MM/Month: 7 Metrics That Actually Matter
#10> Tip: Your marketing and sales teams should never be allowed to discuss features “in the pipeline” Probably unpopular here, but this is a misguided, engineer-centric view of a business. Sales & marketing should absolutely have some leeway on unreleased features, as they have very close relationships with customers and can get early feedback in the realest way possible: "Will the customer pay for it?" Cutting off thi…
No, I completely disagree.
They should have input (ie. ability to make suggestions) but should no say. The Product Manager, who is in theory supposed to have all the metrics and has talked to all the customers, should be the one making the INFORMED decision based on DATA.
Sales is motivated by making the sale. Period, end of story. They want the sale because it makes them money. There's nothing wrong with that because that is exactly their job description, but it biases their decisions. Its their customer, and they want whatever that specific customer wants because it affects their salary. That's not healthy for the company.
The product manager should have the freedom to make decisions based on what is best for the company and for the large collections of customers. If they need to change the roadmap, which happens OFTEN in real life, they should do that because it's healthy for the company. They shouldn't be held to a feature because some salesperson promised it to a customer. That's how product strategy gets fucked up.