pt tap talk teknologi blog

Dalam bisnis startup maupun bisnis lainnya, terdapat beberapa hal krusial, salah satunya adalah pengembangan produk. Perusahaan yang memiliki fokus di bidang inovasi berkelanjutan, selalu dituntut untuk selalu bisa melakukan pembaruan fiturnya.

Produk berada dalam irisan yang berada di antara teknologi, bisnis, dan pengalaman pengguna atau User Experience (UX). Inti dari produk yang diciptakan adalah produk tersebut harus bermanfaat, diinginkan oleh konsumen, dan juga memiliki daya guna dan layak digunakan. Di sini lah product management atau manajemen produk berperan penting.

Manajemen produk atau product management adalah fungsi organisasi dalam perusahaan yang berurusan dengan pengembangan produk baru, pembenaran bisnis, perencanaan, verifikasi, perkiraan, penetapan harga, peluncuran produk, dan pemasaran produk atau produk di semua tahap siklus hidup produk.

Manajemen produk adalah fungsi strategis. Menyusun strategi dan deskripsi tentang faktor “mengapa?” dari produk. Orang yang bertanggung jawab adalah manajer produk. Seorang manajer produk bertanggung jawab untuk mengkomunikasikan tujuan dan rencana produk kepada seluruh perusahaan. Mereka harus memastikan setiap orang bekerja menuju tujuan organisasi bersama.

Manajemen produk mencakup serangkaian tanggung jawab strategis yang berkelanjutan. Mereka seharusnya tidak bertanggung jawab atas detail tingkat dasar dari proses pengembangan.

Organisasi yang pintar memisahkan fungsi ini dan menetapkan elemen taktis ke manajer proyek, seperti penjadwalan dan pengelolaan beban kerja. Divisi yang berbeda ini membuat manajer produk bebas untuk fokus pada strategi tingkat yang lebih tinggi.

Jika dibahas dan dibedah lebih dalam lagi, product management harus berada di tengah product strategy, product marketing, dan product development. Hal-hal tersebut adalah faktor-faktor yang harus diperhatikan dan dipertimbangkan saat melakukan pengaturan produk.

Seperti yang dijelaskan dalam definisi manajemen proyek, prosesnya mencakup beberapa komponen. Hal ini berimplikasi pada pekerjaan product manager yang mengkondisikan pemasaran tim internal perusahaan kepada tim support, termasuk tim pengembangan serta tim penjualan. Selain menggabungkan visi, manajer produk perlu memahami berbagai perspektif yang dimiliki orang-orang ini.

Setelah pengembang, desainer, dan tim lain mulai mengembangkan produk, tugas manajer produk selanjutnya adalah mengukur kemajuan proses dan membuat pengukuran yang sesuai dengan spesifikasi untuk status pengujian. Proses ini juga harus disertai dengan analisis kinerja produk yang berkelanjutan. Proses pemantauan juga harus dilakukan agar peta jalan produk dapat dipertahankan dan prioritas tugas dapat dikonfigurasi.

Managing product ini tentu berkaitan dengan aspek-aspek bisnis lainnya. JIka tidak handal dalam melakukan manajemen produk, maka aspek  support, customers, development, sales, legal, finance, research, dan marketing akan terpengaruh. Hal ini menunjukkan seberapa pentingnya manajemen produk.

Bagaimana cara mengoptimalkan product management?

Manajer produk seringkali memiliki tanggung jawab yang sangat banyak. Waktu adalah komoditas yang berharga. Mereka harus efisien dan terorganisir untuk melakukan percakapan dan rapat yang diperlukan sambil tetap memiliki cukup bandwidth untuk menyelesaikan beberapa pekerjaan.

Membuat keputusan — dan mendapatkan konsensus internal tentang keputusan tersebut — bisa sangat menyebalkan. Untuk menyelesaikan semuanya dengan segera, manajer produk harus menemukan cara yang dapat diskalakan untuk mencapai kesepakatan dengan cepat. Peran yang didefinisikan dengan jelas dan proses yang konsisten memungkinkan para pihak yang terlibat fokus pada subjek yang sedang dibahas.

Bahkan bagaimana manajer produk menjadwalkan pekerjaan mereka dapat menghasilkan peningkatan output dan sesi kerja yang lebih berkualitas. Dengan meminimalkan pengalihan konteks, manajer produk dapat mengelompokkan tugas serupa untuk menjaga fokus dan membatasi gangguan.

Ini termasuk menyediakan waktu untuk berpikir strategis. Sulit untuk mendalami subjek tertentu jika ada gangguan terus-menerus. Manajer produk harus menyisihkan waktu untuk tugas penting ini dan menciptakan lingkungan tempat mereka dapat berkonsentrasi.

Selain itu, penelitian oleh Jerry Wind dari University of Pennsylvania membuktikan bahwa demonstrasi dari dan kontribusi dari penelitian atau riset adalah kritikal dan sangat penting untuk membangun manajemen produk dan pengembangan produk baru yang baik.

Penelitian tersebut menyatakan, 

Dari sudut pandang metodologis, riset pemasaran dan aktivitas pemodelan yang diasosiasikan dengan keputusan produk termasuk yang paling baik dari semua disiplin ilmu. Namun, terlepas dari kemajuan luar biasa dalam metodologi ini, tingkat kegagalan produk baru masih mengejutkan. Mengingat ketersediaan luas dari penelitian canggih dan metode analitis, tidak ada alasan untuk tingkat kegagalan yang tinggi. Namun, hal itu dapat dikaitkan dengan salah satu alasan berikut:

Studi lain oleh William H. Murphy dan Linda Gorchels yang berjudul How to improve product management effectiveness, menunjukkan bahwa manajer produk menghabiskan waktu terbesar bekerja dengan mereka yang berada di bagian penjualan, R&D, dan produksi dengan jumlah kontak yang moderat dengan periklanan dan layanan produk. Banyak manajer produk merasa bahwa mereka akan melakukan pekerjaan mereka dengan lebih baik jika mereka dapat menghabiskan lebih banyak waktu untuk upaya terkait strategi dan lebih sedikit waktu untuk bekerja untuk mempercepat proyek melalui departemen lain. Beberapa komponen pekerjaan tertentu diidentifikasi harus ada jika manajer produk menginginkan yang terbaik pada pekerjaan mereka.

TapTalk.io mengutamakan keunggulan produk dan  selalu berusaha menginvestasikan  waktu dalam manajemen produk yang baik untuk memastikan kualitas produk yang dihasilkan adalah yang terbaik di bidangnya.

Product Functionality
Why You Shouldn't Keep All Product Functionality Forever

It is very difficult to incorporate functionality into a product. It's really, really, freaking difficult to remove features from a product (or put features in an 'end-of-life' or EOL state). You worry about whether a customer will use it when you add a feature. When you delete a feature, you think about the fact that it is still used by one user.

In TapTalk.io,  removing a product is not just deleting code but there are a lot of factors to consider. 

Removing a function often has the responsibility of mismatched beliefs, and even though we rationally realize this is not so, it should be much simpler than creating code to delete code.

Unfortunately, it is not simply "deleting code" to delete a feature, and this is a myth that product managers need to eradicate for themselves as well as for their stakeholders.

In reality, developing a new feature and all the work that entails is extremely similar. It needs as much preparation, effort, and hard work to remove a feature as to create a feature, and often it needs even more from you than adding the same feature to the product.

As for different tasks, we should not be worried about *adding* features and *removing* features. We may only be able to perform one task at a time logistically, but adding and removing are two sides of the same coin, and whether you do one or the other, you should still be thinking about the interactions. In other words, you should think about unnecessary pre-existing features when introducing a new feature and whether, as part of the launch, there needs to be a migration plan. If you delete a feature, the customers should still be able to use other features to get their job done, or you should have a reason as to why that particular feature no longer fits into the overall strategy of your product.

Removing or EOLing a function is equivalent to adding a function since the value is *adding*. Few common examples of parts of the item we want to deprecate and the value it brings:

As product managers in TapTalk.io, in terms of adding characteristics, we don't really think about tasks; we think about tasks in terms of adding value. It's important for us to note that there are more ways to add value to a product, and that might often mean that part of the codebase that was last touched 10 years ago was removed.

If so much value is added by eliminating or deprecating functions, why don't we make it happen more often?

The practice of product management within software organizations continues to evolve. More and more individuals not within the product organization realize that product management is not all about writing specifications and building functionality, and recognize that it can take quite enough (or more) time to discover, prepare, and allow as the build phases.

Here are a few challenges that product managers in TapTalk.io and others may face when a feature is removed:

The practice of product management
The practice of product management

Things to keep in mind

If you are considering a feature removal, here are a few things to note:

  1. Make sure there are both qualitative and quantitative reasons for the feature removal. Stop planning.
  2. You will be asked a lot of questions throughout the process, so keep a FAQ document that your organization can refer to when talking about removal. Please update as you get more questions.
  3. Find your friend EOL! This type of project is always easier with support. 
  4. Stay on the EOL roadmap even if no one is looking. This way, you can focus on your next project and continue to follow up on activities that are easy to ignore when you run out of time.

6 steps when removing a product or features

TapTalk.io always listens to our customers and ought to give the best products that are functionally one of the best. If you have feedback to give, please kindly let us know by sending us an email.

People chatting and communicating with each other. great customer experience.

There is a lot of saying about customer experience that affects your business thoroughly. You know what? All of them are absolutely right. Customer Experience is the foundation your companies built on. It was the reason behind a successful business. Along with the increasing contact and interaction between you and your customers, it is critically important for you to serve all kinds of people.

Inherent bias in technology can be difficult to eradicate. Our technology tends to reflect the people who make them. Their perspectives and experiences determine how products are designed. Whether we are talking about smart cities or smart speakers, the systems that support our lives are the result of designers' decisions. Inequality and exclusion are often unintended consequences of these choices.

Inclusive design works with customers who are usually excluded from design considerations. This creates innovative solutions that are suitable for everyone. Think of a smartphone or an electric toothbrush. Research shows that inclusively designed products and services tend to be accessible and useful to up to four times the number of intended customers. Now, it’s time to find the best way to achieve inclusive design so you can create a delightful customer experience.

To build more-inclusive technology, change your design process. It is one of many ways you can focus on cxm.

Robbie Lie, a UX Researcher and  Data Scientist says in his article that,

By attending to the needs of the most marginalized customers, we create a product experience that satisfies the most market demand.

Inclusive design for him, truly has the potential to drive a successful business but also, social impact. When you design for the most marginalized users and also make accessibility a central focus, your products will become better and more successful. 

But as it said, a product often mirrored its owner. And therefore, did not represent parts and divisions of society. This problem will not go away on its own. As digital platforms driven by AI, mixed reality, and voice interactions increasingly influence society, technologists need to recognize that the problem will only grow more pronounced. 

According to an article by Felix Chang, a Strategy Director at Artefact, in Harvard Business Review, there are several actions that can be taken to create more inclusive products and services:

1. Design not for them, but as an excluded and diverse community

Form a community task force early in product development, actively strengthen relationships with community members, and use engagement methods and group creation throughout the process. Reward community members for knowledge, skills and time. Build the ability of community members to create their own solutions. When a product is released, it is flexible and customizable for use.

2. Cultivate a sense of belonging through representation.

Product leaders and practitioners must carefully consider representations at all levels of systems and products. Think about whether your product features or marks a particular community identity, aesthetic, or culture as a starting point for balancing. Avoid system defaults that assume people's identities or force them to classify themselves unnecessarily.

3. Strengthen culture, training and processes.

Product leaders need to build and support different teams by developing competencies, tools, and processes that improve inclusion. Practitioners must actively identify and eliminate exclusion cases. Continuing education and training can help. 

4. Assign responsibilities.

Product leaders must define measurable goals and inclusion plans for their products and teams. All members of the product team must share responsibility for their progress. Performance reviews should reflect the extent to which product team members advocate and explain inclusion. Digital platforms and the general public must be accountable to product leaders. App stores should promote inclusion-based product evaluation and comparison, and encourage public pressure to demonstrate improvements.

5. Normalize inclusion at the system level.

Product leaders and practitioners must consistently share best practices when creating and implementing design systems and coordinate work with comprehensive outcomes such as dignity and accessibility. Emphasizes inclusive case studies within the organization and across industries. Also, intentionally create a design system to increase inclusion. As your team considers changes in the way products are used, extend existing design system components instead of building and coding new components from scratch.

The idea of designing for equity, argues that the design process itself and how technology is created must be redesigned. If we want to ensure that no individual or community is harmed or left behind, we must intentionally design our products to be inclusive.

By reaching an inclusive design for your products or services, your targeted customers will be wider and your impact will be broader. These actions can create a more comfortable and meaningful customer experience.

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