As a Product Manager, you should do these works weekly

should do these works weekly

Despite the general definition of Project / Product management, which is temporary and unique, management is not immediate and temporary. As a Project/Product Manager, you have some tasks to be done daily and weekly. But at the same time, you should not be involved in your daily routine and let routine works lead you to a steady pace. One of the attractive aspects of Project/Product management (for me at least) is the challenges that can occur during project/product management. Challenges that make you think differently. In this text, I’ll glimpse the tasks you have to do as a weekly project/product management.

  • 1. Meeting customers/stakeholders The customers/stakeholders are the keys and the main element of each project/product. As long as the client does not exist, the project will form no projects. So you have the least distance between yourself and your customers. Talk to them weekly, provide them with a brief overview of the progress or reasons for the project’s backwardness, hear their concerns, and discuss the possible future risks of the project.
  • 2. Evaluation of project/product progress Spending time with the project/product team weekly can increase your confidence in the progress of the work. However, if there is a backlash in the projects, the root causes and corrective actions are best directed.
  • 3. Review the project/product memories Check the risk files of the project weekly and review and update them. Each moment you move forward with the project, your project’s risk and risks log also change. Therefore, always update this file by moving it forward with the project.
  • 4. Reviewing the criteria for updating Update metrics, check the percentages of the project’s progress with the project team members. If the previous criteria are incorrect, modify them and always keep the progress of your project under control.
  • 5. Distribution of progress reports Write the progress of the project and the achievements in the one-page report and distribute it to all stakeholders and team members, The budget and remaining information, the report of the percentage of physical progress, the time of arrival at the miles and the points of interest can form part of the title of your report.
  • 6. Look at the project/product from above (helicopter look). Just like riding a helicopter, look at the top of your project and product. Make a bigger picture of the project. Behind the table, your long viewing angle limits your vision and makes it difficult to make decisions. By changing your viewing angle, you can significantly help improve team performance and, as a result, improve your product/project.
  • 7. Examining effective metrics Always check the metrics that affect the progress and success of your product/project. If any of these metrics are suddenly reduced or increased, you should check the cause and identify the reasons for it.

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