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Best Doctorates in Product Management: Top PhD Programs, Career Paths, and Salaries

The demand for professionals skilled in product management has grown rapidly in recent years. Companies have realized that the creation of a successful product is an investment that requires skillful leadership and management. Having a PhD in Product Management gives you an advantage when pursuing desirable, high-paying product management jobs.

A product management PhD can lead to a career as an industry expert. It can also open the door to higher salaries. This guide offers a look at the best PhDs in Product Management as well as what you can expect for a PhD in Product Management salary.

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The best doctorates in product management will help students earn an excellent salary following graduation and become great product managers in their chosen fields or enter the world of academia as skilled teachers and researchers.

What Is a PhD in Product Management?

A PhD in Product Management is a postgraduate degree that prepares students to become experts at managing products, usually in retail environments. Students will be required to complete advanced courses in product management before graduating as well as conduct original research in the field and produce and defend a thesis.

How to Get Into a Product Management PhD Program: Admission Requirements

The main requirement to get into a product management PhD program is a bachelor’s or master’s degree from an accredited institution. You would need to prove completion of the degree program and provide transcripts from each institution you previously attended. You will also likely have to present letters of recommendation.

In addition, the majority of PhD in Product Management programs require prospective students to take a standardized test such as the Graduate Record Examinations (GRE) or Graduate Management Admission Test (GMAT). Some graduate schools require students to have work experience so you must provide a resume. International students will also have to submit English proficiency test scores.

PhD in Product Management Admission Requirements

• Bachelor’s or master’s degree from an accredited university or college
• Transcripts from each post-secondary institution attended
• GMAT/GRE scores
• Letters of recommendation
• Resume detailing educational and professional experience
• English proficiency exam scores

Product Management PhD Acceptance Rates: How Hard Is It to Get Into a PhD Program in Product Management?

It is hard to get into a PhD program in product management, especially the ones at prestigious universities. Many well-known and accredited schools have rigid admissions for PhD applicants and are highly selective. Excelling in your undergraduate or master’s degree may give you a better chance of gaining acceptance.

How to Get Into the Best Universities

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Best PhDs in Product Management: In Brief

Best universities for product management phds: where to get a phd in product management.

The best universities for product management PhDs have been accredited by a recognized accrediting body. Since PhD programs rely heavily on research and teaching work, the best universities in product management also focus on research. Below are 10 of the top universities to consider if you want to pursue a PhD in Product Management.

Arizona State University (ASU) is one of the country’s top universities offering high-quality degree programs. It features over 450 graduate degree programs and certificates and is home to some of the country’s best researchers in various fields of study. ASU is also one of the fastest-growing research institutions in the United States. 

PhD in Business Administration with a Concentration in Management

Arizona State University’s PhD program in business administration with a concentration in management will give students a chance to gain current and relevant knowledge on organizational behavior and strategic management. It is offered under ASU’s W.P. Carey School of Business and places emphasis on research and teaching.

PhD in Business Administration with a Concentration in Management Overview

• Program Length: 5 years
• Acceptance Rate: N/A
• Tuition and Fees: $6,457/semester (in state); $12,699/semester (out of state); $15,575/ semester (international)
• PhD Funding Opportunities: Federal financial aid, fellowships and awards, teaching and research assistantships, loans

PhD in Business Administration with a Concentration in Management Admission Requirements

• Bachelor's or master's degree from a regionally accredited institution
• Minimum cumulative GPA of 3.00 
• Graduate admission application and application fee
• GMAT scores
• Official transcripts from previously attended schools
• 3 letters of recommendation
• Personal statement
• Resume with an employment summary
• Proof of English proficiency (international students)

Carnegie Mellon University is a private research university with a student body of over 14,500. It offers outstanding graduate and undergraduate education and research via seven schools and colleges. The university has a strong focus on interdisciplinary work, as many of its courses combine multiple disciplines.

PhD in Operations Management

The PhD in Operations Management from Carnegie Mellon University is designed to provide students with the tools they need to develop scientific solutions to the problems currently faced by operations managers. You will be dealing with a broad range of topics, such as supply chain management, new product development, inventory control, and others. 

PhD in Operations Management Overview

• Program Length: 2-5 years
• Acceptance Rate: 3-5%
• Tuition: $47,000/year
• PhD Funding Opportunities: The program is fully funded by the university through the ​​William Larimer Mellon Fellowship, except for the annual activity and transportation fees; other fellowship programs and scholarships

PhD in Operations Management Admission Requirements

• Scanned copies of all transcripts from previous institutions attended
• 3 completed Tepper School of Business evaluation forms
• Application fee of $90
• TOEFL, DET, or IELTS (non-native English speakers)

Located in New York City, Columbia University is one of the most distinguished research universities in the US. This Ivy League university has three undergraduate schools, 13 graduate and professional schools, and more than 100 research centers and institutes. 

PhD in Management

Columbia University’s PhD in Management is offered at the Columbia Business School and focuses on basic social science knowledge and research. Doctoral students are trained for academic research careers and select one of three subfields: organizational behavior, organizational theory, and strategy. 

PhD in Management Overview

• Program Length: 5-6 years
• Acceptance Rate: Less than 5%
• Tuition and Fees: $38,688/semester (full residence of more than 6 points)
• PhD Funding Opportunities: Doctoral candidates are fully funded for their first four years; merit-based fellowships, assistantships, tuition exemption, research grants

PhD in Management Admission Requirements

• Online application 
• Official transcripts
• Application fee of $100 
• 2-5 letters of recommendation 
• Enrollment commitment deposit 
• TOEFL/IELTS (international applicants)

Duke University is a private research university in North Carolina. It is home to 16,780 students, including 6,789 undergraduates and 9,991 graduate and professional students. In the Fall of 2021, Duke University conferred 4,007 graduate and professional degrees.

Duke University’s PhD in Operations Management is offered via the Fuqua School of Business. It focuses on training doctoral students to produce original research in the field. The doctoral program aims to provide the skills and tools necessary to prepare students for academic careers or work as consultant product managers. 

• Program Length: 4-5 years
• Acceptance Rate: 2-8%
• Tuition and Fees: $69,775/year (years 1-3); $17,775/year (years 4-6)
• PhD Funding Opportunities: The graduate school covers the tuition and fees for students’ first five years; full or partial scholarships, fellowship stipends, training programs, and research, graduate, and teaching assistantships 
• Bachelor’s degree from an accredited institution
• Transcripts from each undergraduate and graduate institution attended 
• 3 letters of recommendation 
• Statement of purpose 
• Undergraduate GPA
• English language proficiency test (nonnative English speakers)

Georgia Institute of Technology started as a trade school. When the school began to focus on advanced technological and scientific research, it changed its name to reflect these efforts to solve real-world problems. Today, Georgia Tech is one of the largest industrial and engineering research agencies in the South, with more than 100 interdisciplinary research units. 

The PhD in Operations Management at Georgia Tech is offered through the Scheller College of Business. It is a research-oriented program that trains students for radical innovation and emphasizes learning outside the classroom. You will be using a wide variety of research methods, including modeling, empirical, and behavioral laboratory experiments. 

• Acceptance Rate: 21%
• Tuition: $586/credit (in state); $1,215/credit (out of state)
• PhD Funding Opportunities: Research assistantships, teaching assistantships, fellowships, outside sponsorships, veteran benefits, tuition waivers
• Undergraduate (and, if applicable, graduate) overall GPA 
• Essay 
• Transcripts from previous institutions attended

Harvard University is an Ivy League research university established in 1636. It is one of the oldest institutions of higher learning in the United States and one of the world's most prestigious universities. There are 35,276 students studying at the school but getting into Harvard can be difficult. 

PhD in Technology and Operations Management

Harvard Business School's PhD in Technology and Operations Management offers students the opportunity to pursue their interests in various disciplinary areas. The program is designed to help students develop valuable skills for organizations across various industries. Students are trained in multiple disciplines, including operations research, operations management, and economics.

PhD in Technology and Operations Management Overview

• Acceptance Rate: 4%
• Tuition and Fees: $46,200/year
• PhD Funding Opportunities: The program is fully funded for five years

PhD in Technology and Operations Management Admission Requirements

• Online application form 
• Resume 
• Statement of purpose
• Transcripts
• $105 application fee
• Writing sample (optional, not more than 10 pages)
• TOEFL/IELTS scores (non-native English speakers)

Founded in 1831, New York University is one of the most prominent research universities in the world. NYU is home to more than 65,000 students and undertakes nearly $1 billion in research every year. In 2021, it had 18,300 graduate and professional students enrolled in its degree programs. 

New York University’s PhD in Operations Management is offered through the Leonard N. Stern School of Business. Doctoral students will have sufficient training in operations management and operations research and take core courses in optimization theory, stochastic processes, and data science. 

• Tuition and Fees: Fully funded, except for a small portion of registration fees (currently $275/semester)
• PhD Funding Opportunities: NYU Stern PhD programs are fully funded, The Fred Renwick Doctoral Fellowship Program
• Essay (optional)
• Letters of recommendation 
• GRE (preferred)/GMAT scores
• Official transcripts for the institutions included in your online application 
• Application fee of $100

Northwestern University is a research university that is home to more than 50 university research centers and 90 school-based centers. It has a total of $893 million in annual research awards in various areas such as ​​neuroscience, nanotechnology, biotechnology, and drug discovery. 

The PhD in Operations Management at Northwestern University is offered through the Kellogg School of Management. Students will be trained to evaluate strategic issues when it comes to operations design and the tactical problems of executing processes so that they can be successful in both business and engineering. 

• Program Length: Approximately 5.5 years
• Acceptance Rate: 13%
• Tuition: $18,689/quarter 
• PhD Funding Opportunities: The PhD program is fully funded for five years, teaching and research assistantships, tuition scholarships
• Bachelor’s degree from a regionally accredited institution
• Transcripts from each school you attended 
• “Courses Taken” form
• GRE/GMAT scores
• Application fee of $95

Founded in 1801, the University of South Carolina is an innovative, inclusive public institution that continues to be recognized as one of the finest research universities in the nation. In 2021, it had 35,388 students enrolled, with 6,726 graduate students and 1,881 professional students. It is recognized by the Carnegie Foundation as an R1 “very high research activity” institution. 

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PhD in Production/Operations Management

The PhD in Production/Operations Management at the University of South Carolina prepares students for careers in university teaching and research. It is offered through the Darla Moore School of Business and is designed for students or product managers who want to pursue an academic career in research, business, and government.

PhD in Production/Operations Management Overview

• Tuition and Fees: $6,867/semester (full time, in state), $572.25/credit (part time, in state); $14,880/semester (full time, out of state), $1,240/credit (part time, out of state)
• PhD Funding Opportunities: 100% tuition coverage for all courses approved on the student’s Program of Study, plus graduate assistantships, PhD Scholars Program, UofSC Rising Star Fellowship program

PhD in Production/Operations Management Admission Requirements

• GMAT/GRE scores 
• TOEFL/IELTS/PTEA 
• At least 2 letters of recommendation 

The University of Texas at Austin is home to over 52,000 students and 3,000 teaching faculty. It offers programs across its 18 colleges and schools. The university has continuously proved itself as a vital component of the state through its leading research, which attracts more than $650 million in funding annually. 

PhD in Information, Risk, and Operations Management

The University of Texas at Austin’s PhD in Information, Risk, and Operations Management under the McCombs School of Business focuses on business applications. Students can choose to specialize in data science, information systems, operations management, or statistics. Students in operations management are trained to use analytical and empirical methods for strategic operational issues.

PhD in Information, Risk, and Operations Management Overview

• Program Length: 4-6 years
• Tuition and Fees: See school’s tuition tables
• PhD Funding Opportunities: Teaching assistantships, research assistantships, fellowships, special grants, assistant instructor appointment, federal loans

PhD in Information, Risk, and Operations Management Admission Requirements

• GRE/GMAT test scores
• Bachelor’s degree
• 3.0 GPA 
• Letters of reference 
• Personal statements
• Application fee of $65 (US residents)/$90 (International)
• Department application form
• TOEFL/IELTS (non-native English speakers)

Can You Get a PhD in Product Management Online?

Yes, you can get a PhD in Product Management online. Various schools offer this doctoral degree online, such as Capitol Technology University, Indiana State University, Walden University, Sullivan University, and Bellevue University.

Best Online PhD Programs in Product Management

How long does it take to get a phd in product management.

In general, it takes four to five years to complete a PhD in Product Management. However, this can vary based on the program you choose and whether it is a full-time or part-time program. Your specific school and program may also have requirements regarding how long it takes to complete your degree.

Most people who complete a PhD in Product Management program choose to do so through full-time study over four years, but it is possible to do it part-time over six years. This includes time spent completing coursework, conducting research, writing papers, and preparing for your qualifying exam and dissertation defense.

Is a PhD in Product Management Hard?

Yes, a PhD in Product Management is hard. The requirements for admission to the program are numerous and include a bachelor’s degree from an accredited university, letters of recommendation, a statement of purpose, and standardized test scores. Schools offering PhD programs in product management are very selective and only accept a handful of students.

The program itself requires rigorous training and a significant commitment from students. Students will have to complete unique research on a topic related to their field of study, which requires a lot of focus and time because conducting experiments and analyzing data sets is required.

How Much Does It Cost to Get a PhD in Product Management?

It costs an average of $19,314 per year in tuition and fees to get a PhD in Product Management , according to the National Center for Education Statistics. However, this number will depend on the grad school you attend. A PhD in Product Management offered by public schools typically costs $12,171 per year, while private institutions’ annual tuition and fees average $25,929.

How to Pay for a PhD in Product Management: PhD Funding Options

The PhD funding options that students can use to pay for a PhD in Product Management include teaching and research assistantships, tuition scholarships, fellowship programs, or loans. Many universities offer full tuition and fees funding for part or all of the PhD program, and sometimes even cover students’ housing costs.

Best Online Master’s Degrees

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What Is the Difference Between a Product Management Master’s Degree and PhD?

The difference between a product management master’s degree and a PhD is the education offered and the career options available for students after graduation. Graduates of both programs will have the opportunity for a successful career in product management in the corporate world, with additional opportunities in academia for PhD holders.

A Master’s Degree in Product Management is intended for those seeking a career outside of academia. Graduates can become product managers and will have a considerable advantage in the job market.

A PhD in Product Management does not necessarily prepare students for a product manager role. It focuses on the experimental methods for the product development process, managing innovative products, and other strategic operations. The program will prepare you for a research or teaching career through independent study.

Master’s vs PhD in Product Management Job Outlook

Master’s Degrees and PhDs in Product Management will help you gain a competitive edge in the job market. Those with a master’s degree can find jobs as product managers, economists, and instructional coordinators in different industries.

Those with a PhD in Product Management can land top executive roles, such as business managers, in which they will develop strategies and oversee budgets. However, most PhD graduates in product management have positions in the academic world as professors. You can also become a researcher for various industries and organizations.

Difference in Salary for Product Management Master’s vs PhD

A doctorate holder in product management can expect to earn about $121,000 annually , according to PayScale. Jobs for these graduates include chief executive officer, vice president of operations, and director of a department or team. Meanwhile, students who graduate with a product development master’s degree earn an average of $94,000 a year and work in positions such as senior manager or program manager.

Related Product Management Degrees

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Why You Should Get a PhD in Product Management

You should get a PhD in Product Management because you will gain a competitive edge to become a leader in the field of product management. This advanced degree will help your career, especially if you want to switch from the corporate world to the academic world. Below are five reasons why you should get a PhD in Product Management.

Reasons for Getting a PhD in Product Management

• Develop your critical thinking capabilities. The vast amount of research involved in earning a PhD in Product Management will help you think independently and intensively. A PhD encourages active learning so that you can apply new and exciting methods and solutions for organizations.
• Hone your skills and expertise. A PhD in Product Management will teach you new skills and strategies for managing and developing products. This includes new and advanced statistical methods for analyzing relevant factors such as consumer behavior in order to build strong market strategies.
• Become a scholar-practitioner. A PhD will help give you the authority and confidence to become a leader in your field. This may happen through writing a doctoral dissertation and other research-based articles and getting them published in academic journals and being invited to present at academic conferences.
• Access higher salaries. Becoming more skilled and knowledgeable in your field will bring you more opportunities for a higher salary. Many businesses do not hesitate to pay higher wages to individuals with postgraduate degrees, and you can be confident in asking for better compensation too.

Getting a PhD in Product Management: Product Management PhD Coursework

Getting a PhD in Product Management requires rigorous training and coursework. Doctoral degree programs require that students take advanced core courses and electives. Aside from this, some schools will require you to attend doctoral seminars and conferences. Below are some of the more common requirements when pursuing a PhD in Product Management.

Research Writing

For many students, their thesis or dissertation will be the most taxing, complex piece of writing they ever undertake. Through a focus on the mechanics of writing, with tips for research-based papers, this course helps students turn months’ or even years’ worth of research into a compelling piece of writing ready for publication.

Stochastic Foundations

This course teaches stochastic foundations and processes for application in the business field. Students learn about various modeling concepts for financial investments. They are trained in completing competitive analyses of queuing systems and other analysis processes to help business stakeholders make sound decisions.

Advanced Optimization

The advanced optimization course will help students gain an extensive array of optimization techniques for complex decision-making and problem-solving. Students will be using modeling concepts and applications of linear, nonlinear, and dynamic programming models.

Economics or Microeconomics

Economics or microeconomics will help product managers analyze the relationship between businesses and the markets with which they interact. This course trains PhD students in consumer psychology and psychological processes so that businesses and internal stakeholders can make informed decisions regarding the innovation of their products or services.

Dynamic Programming

This course teaches PhD students how to simplify decision-making regarding complex problems by turning them into a series of smaller, simpler problems. Students will study examples that follow a general optimization framework and then think creatively to apply that framework to other problems affecting businesses.

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How to Get a PhD in Product Management: Doctoral Program Requirements

In order to get a PhD in Product Management, you have to satisfy all of the doctoral program requirements. Many PhD programs are fully funded but require you to maintain good academic standing. You will also be required to complete advanced coursework, teach at the undergraduate level, take a comprehensive exam, conduct original research, and write and defend a thesis.

Doctoral students are expected to maintain a minimum grade point average in order to remain in good academic standing and receive program funding. You also have to complete all coursework, both courses core and electives, and other degree requirements by the deadlines provided.

Doctoral students are often required to serve as teaching or research assistants while pursuing their PhD in Product Management. Most postgraduate students are preparing for an academic career, and this requirement provides great training to help them learn the teaching skills they will need.

Students will be required to take a comprehensive exam once they have completed the core coursework in product management. The exam will focus on course content and will measure students’ overall knowledge of the field. 

Some programs, like the one at Northwestern University, require the submission of a research paper before the dissertation. You will be responsible for consulting with an advisor throughout the process who will also approve the paper. This will help prepare you to write your dissertation. 

You will be required to present a thesis or dissertation proposal usually by the end of your third year. This is the first step to publishing an original and significant piece of research, which is one of the most important requirements of a PhD program in product management. 

The most important requirement in order to get a PhD in Product Management is a thesis or dissertation. This is a publishable research paper that requires the approval of the department. You will have to successfully defend your thesis in an oral exam.

Potential Careers With a Product Management Degree

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PhD in Product Management Salary and Job Outlook

With a PhD in Product Management you have a good chance of making a six-figure salary shortly after graduating. The degree also gives you access to the highest-ranking jobs in a company, like CEO, with an average salary of $179,520, according to PayScale. The job outlook is also good for doctoral degree holders in this field, with higher-than-average growth expected for most positions.

What Can You Do With a PhD in Product Management?

With a PhD in Product Management, you can have a successful career in the academic world or in business. You can become a scholar or professor or a product manager or top executive in various industries. Below are the best jobs for those with a PhD in Product Management.

Best Jobs with a PhD in Product Management

• Chief Executive Officer
• Finance Manager

What Is the Average Salary for a PhD in Product Management?

The average salary for a PhD in Product Management is $121,000, according to PayScale. You can work as a professor or researcher in the academic world, or you can pursue high-paying jobs in the industry like chief executive officer, economist, or financial manager.

Highest-Paying Product Management Jobs for PhD Grads

Best product management jobs with a doctorate.

The best product management jobs with a doctorate are high paying. While some of these jobs do not necessarily demand that someone have a PhD, getting one will open many more doors of opportunity. Below are five of the highest-paying jobs in product management and related fields.

The chief executive officer (CEO) of a company is the highest-ranking executive in the organization. The CEO is responsible for managing company operations and serves as a spokesperson for the company. They represent the interests of stakeholders to outside parties such as investors and customers. 

• Salary with a Product Management PhD: $179,520
• Job Outlook: 8% job growth from 2020 to 2030
• Number of Jobs: 247,100
• Highest-Paying States: District of Columbia, Hawaii, Washington, South Dakota, Massachusetts

Financial managers control the finances of a business or organization. They are responsible for analyzing data and advising senior managers on certain company decisions such as ways to maximize profits. They are often known as advisors to top executives, who rely on them for advice on how to spend company funds.

• Salary with a Product Management PhD: $131,710
• Job Outlook: 17% job growth from 2020 to 2030
• Number of Jobs: 64,200
• Highest-Paying States: New York, Delaware, New Jersey, Colorado, District of Columbia

Economists study and analyze the production, distribution, and consumption of goods and services. Economists research economic issues for businesses, governments, and individuals. They may also be called upon to conduct surveys and collect data, analyze data using mathematical models, statistical techniques, and software, and make policy recommendations.

• Salary with a Product Management PhD: $105,630
• Job Outlook: 13% job growth from 2020 to 2030
• Number of Jobs: 1,600
• Highest-Paying States: New York, District of Columbia, California, New Hampshire, Illinois

Social scientists can work for a variety of different companies and educational or governmental institutions. The goal of their work is to discover new information about the way humans behave. They analyze data using software and summarize it using tables, graphs, and factsheets.

• Salary with a Product Management PhD: $80,890
• Job Outlook: 4% job growth from 2020 to 2030
• Number of Jobs: 1,200
• Highest-Paying States: District of Columbia, Maryland, New York, Idaho, Iowa

Professors are typically employed by colleges, universities, and other institutions of higher education. They instruct students in a variety of academic subjects beyond high school, and they may also conduct research and publish papers based on their findings.

• Salary with a Product Management PhD: $79,640
• Job Outlook: 12% job growth from 2020 to 2030
• Number of Jobs: 139,600
• Highest-Paying States: California, Rhode Island, New Hampshire, New York, Maryland

Is a PhD in Product Management Worth It?

Yes, a PhD in Product Management is worth it. A Doctoral Degree in Product Management is a great investment for professionals who want to become product managers . You will learn and practice new skills, which will help you get ahead in your field. In addition, having a PhD can help open the door to careers in research or in teaching at the postsecondary level.

Pursuing this degree requires a lot of hard work and dedication on your part, which means that by the time you finish, you will be prepared to take on leadership roles in product management within your company or organization.

A PhD in Product Management will also give you more opportunities for employment than someone without one. You will likely be able to earn more money with this advanced degree because employers will be willing to pay more for someone with such extensive experience and knowledge in their field.

Additional Reading About Product Management

[query_class_embed] https://careerkarma.com/careers/product-management/ https://careerkarma.com/blog/how-to-get-a-job-in-product-management/ https://careerkarma.com/blog/how-to-become-a-product-manager/

PhD in Product Management FAQ

No, it is not necessary to get a master’s degree before pursuing a PhD in Product Management. However, earning a master’s degree first could give you a chance to finish the PhD faster if the school allows you to apply some of the credits you earned during your master’s program toward the PhD.

Many product managers work in tech companies. Some of the top companies hiring product managers are Google, Adobe, Microsoft, and Cisco Systems.

Yes, product management is a good career path. According to Glassdoor, product manager is one of the top 10 jobs for 2022 . It scores a four-out-of-five job satisfaction rate, which makes it a very rewarding career.

Earning a PhD will help you gain effective problem-solving skills along with very extensive research skills. You will also become familiar with advanced marketing and finance skills and knowledge, which is beneficial if you wish to become a product owner or do other product management for a business organization.

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Doctor of Philosophy (PhD) in Product Management

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Earn a doctorate in Product Management, meet the industry demand for technological expertise

Product Management has undergone a tremendous transformation from its original application and practice as a particular company’s management of the marketplace appeal of a single, commercial brand. Now, at its highest levels, Product Management has expanded to include the application of new technology, not as an option, but as an imperative to remain competitive and viable.

Capitol Technology University’s online PhD in Product Management will prepare you, the business professional, to meet the challenges and maximize the opportunities presented by these sweeping changes. Through this research-based, online doctorate, students engage quickly in research and publishing without the limitations inherent in traditional coursework models. Graduates will be prepared for a variety of leadership roles in business management.

Your expertise will be in high demand among companies seeking to introduce new technologies while mitigating the risk that can accompany such transformations. You’ll be able to deliver solutions that can lower costs, streamline processes, and ensure the highest quality as your organization competes in the global marketplace. Through this uniquely designed doctoral program, you can undertake research that is specific to your professional needs and complete your degree while maintaining your career.

As a doctoral student in Product Management, you’ll enter the program with a research idea and at least a committee chair. After enrollment, you’ll work with your chair and research committee to further develop your research proposal. You’ll then work independently to produce a meaningful body of original research of publishable quality. In the process, you’ll also gain valuable insight into the legal, political, ethical, and social dimensions of your field of study.

This is a research based doctorate PhD degree where you will be assigned an academic supervisor almost immediately to guide you through your program and is based on mostly independent study through the entire program. It typically takes a minimum of two years but typically three years to complete if a student works closely with their assigned academic advisor. Under the guidance of your academic supervisor, you will conduct unique research in your chosen field before submitting a Thesis or being published in three academic journals agreed to by the academic supervisor.  If by publication route it will require original contribution to knowledge or understanding in the field you are investigating.

As your PhD progresses, you move through a series of progression points and review stages by your academic supervisor. This ensures that you are engaged in a process of research that will lead to the production of a high-quality Thesis and/or publications and that you are on track to complete this in the time available. Following submission of your PhD Thesis or accepted three academic journal articles, you have an oral presentation assessed by an external expert in your field.

Why Capitol?

Learn around your busy schedule

Program is 100% online, with no on-campus classes or residencies required, allowing you the flexibility needed to balance your studies and career.

Proven academic excellence

Study at a university that specializes in industry-focused education in technology fields, with a faculty that includes many industrial and academic experts.

Expert guidance in doctoral research

Capitol’s doctoral programs are supervised by faculty with extensive experience in chairing doctoral dissertations and mentoring students as they launch their academic careers. You’ll receive the guidance you need to successfully complete your doctoral research project and build credentials in the field. 

Key Faculty

Dissertation Chair/Adjunct Professor

Career Opportunities

Market demand for product management

Those who earn a Doctor of Philosophy in Product Management pursue careers such as:

• Senior Vice President, Product Management
• Product Management Senior Scientist
• Vice President, Channel and Product Management 
• Managing Director, Product Line
• Corporate Product Management Officer
• Product Management Senior Strategist
• Business Development Consultant 

Degree Details

This program may be completed with a minimum of 60 credit hours, but may require additional credit hours, depending on the time required to complete the dissertation/publication research. Students who are not prepared to defend after completion of the 60 credits will be required to enroll in RSC-899, a one-credit, eight-week continuation course. Students are required to be continuously enrolled/registered in the RSC-899 course until they successfully complete their dissertation defense/exegesis.

The PhD program offers two degree completion requirement options.

• Dissertation Option: the student will produce, present, and defend a doctoral dissertation after receiving the required approvals from the student’s Committee and the PhD Review Boards.
• Publication Option: the student will produce, present, and defend doctoral research that is published as articles (3 required) in peer reviewed journals identified by the university and the student’s Committee. Students must receive the required approvals from the student’s Committee and the PhD Review Board prior to publication.

PhD in Product Management - 60 credits

Educational Objectives:

• Students will integrate and synthesize alternate, divergent, or contradictory perspectives or ideas fully within the field of Product Management.
• Prepare students to critically analyze existing theories in Product Management to draw data­ supported conclusions to move the field forward and support the attainment of desired outcomes.
• Prepare students to conceptualize, apply and integrate effective qualitative and quantitative research strategies in Product Management and to develop new information effectively.
• Prepare students to take a leadership role in a field of Product Management while employing the highest levels of ethics, analytics, decision analysis, and data visualization.
• Students will present scholarly work on Product Management via appropriate communication channels.
• Students will demonstrate advanced knowledge and competencies in Product Management.
• Students will execute a plan to complete a significant piece of scholarly research in Product Management.
• Students will evaluate how Product Management affects target populations in local and extended communities.
• Students will address the need for sustainability and Green products.

Learning Outcomes:

Upon graduation:

• Graduates will evaluate the legal, social, economic, environmental, and ethical impact of actions within Product Management and demonstrate advanced knowledge and competency to integrate the results in the leadership decision-making process.
• Graduates will demonstrate a mastery of an area of Product Management research, ethics of research, the stages of the research process, conceptualization and operationalization of research questions, data collection techniques, analytics, qualitative and quantitative methods, measurement, program evaluation research, and research proposal development.
• Graduates will demonstrate the highest mastery of traditional and technological techniques of communicating ideas effectively and persuasively within Product Management.
• Graduates will evaluate complex problems, synthesize divergent/alternative/contradictory perspectives and ideas fully, and develop advanced solutions to Product Management challenges.
• Graduates will contribute to the body of knowledge in the study of Product Management.
• Graduates will assess the impact of modern Product Management nationally and globally.
• Graduates will demonstrate a mastery of the concepts of probability, common distributions, statistical methods, data analysis, analysis of contingency tables, generalized linear models, linking logit and log-linear methods with generalized linear model, analysis of discrete data using state-of-the-art programming languages, and data visualization techniques within Product Management.

Tuition & Fees

Tuition rates are subject to change.

The following rates are in effect for the 2024-2025 academic year, beginning in Fall 2024 and continuing through Summer 2025:

• The application fee is $100
• The per-credit charge for doctorate courses is $950. This is the same for in-state and out-of-state students.
• Retired military receive a $50 per credit hour tuition discount
• Active duty military receive a $100 per credit hour tuition discount for doctorate level coursework.
• Information technology fee $40 per credit hour.
• High School and Community College full-time faculty and full-time staff receive a 20% discount on tuition for doctoral programs.

Find additional information for 2024-2025 doctorate tuition and fees.

Need more info, or ready to apply?

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Product Management explores the unique challenges of creating products and bringing them to market.

The role of a product manager has evolved and changed significantly in recent years. Today, high-tech companies widely organize with product managers serving as the central decision and coordination point for all aspects and stages of a product. With the accelerating speed of innovation across most industries, the PM role has been evolving in traditional industries as well. 

This course explores both established and new frameworks that span the product lifecycle, the constituencies that the PM orchestrates, and the skills required to do so successfully. Students develop these skills by applying tools and methodologies to real problems, working with PMs from a sponsor company, and delivering on a project addressing a major product opportunity or challenge. Project work complements a wide range of class topics including product strategy, team management, operations, metrics, roadmaps, ideation methods, resource planning, product requirements, difficult decisions a PM must take, and more.

We select sponsors from leading tech companies at various stages and across industry verticals to partner with us on the projects. Below are examples of the diverse set of challenges that project sponsors bring to us for the class. Students work in groups of five and are partnered with one sponsor to take these very open-ended project ideas and turn them into defined sets of problem statements and solutions to bring value to the sponsor companies and their customers.

Project Examples

• Develop a set of features on an interactive live streaming service to increase value for brands that sponsor creators.
• Research and develop a product for a new financial product targeted at lower-income customers.
• Research and write specifications for ways to create collaborative learning opportunities within a learning management tool.
• Research and write specifications for solutions to re-engage users who have signed up for accounts but are inactive in a leading collaboration platform.

Yossi Feinberg

Anneka Gupta

Amanda Kelly

Who should register.

Product Management ( ALP 305 ) is available to the following students:

• Students, with or without prior product management experience, who are interested in exploring the emerging frameworks and tools essential for success in the PM role (in partnership with PMs from a sponsor company, students work on projects and apply these methods through a hands-on learning experience)
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PhD in Management Program

A phd in management: where business research and education intersect.

Become an industry thought leader while preparing tomorrow’s business leaders.

Our fully funded PhD in Management is designed for ambitious students and professionals interested in a career in university teaching and research.

This residential program, based at the Samuel Curtis Johnson Graduate School of Management in Ithaca, NY, combines Ivy League rigor and real-world relevance to prepare you for successful careers in academia.

Why Get a PhD in Management?

With a strong focus on management science and applied research, this doctoral degree is ideal for someone looking to teach at the university level and contribute to the greater body of industry knowledge. Pursuing a PhD in Management is also an ideal next step for executives and senior managers who want to make a transition to academia or enhance their research skills for a successful consulting career.

Fully Funded, Highly Flexible: What Makes Cornell’s Management PhD Different?

As you explore PhD programs’ degree requirements, faculty engagement, and campus experience, Cornell stands alone.

In Cornell’s highly flexible program, you’ll choose a specific area of study and build your own dissertation committee. Our program faculty are genuinely interested and invested in your intellectual development. In this small and highly selective program, you will get to know the faculty and your peers well. 

The SC Johnson Graduate School of Management is home to leading research centers and a high-impact academic journal; these open you up to unique learning and mentorship opportunities.

Business Simulation Lab

The Debra Paget and Jeffrey Berg Business Simulation Lab facilitates in-person and online behavioral research related to decision-making and problem-solving.

Discover More About BSL

Our Three-Pronged Approach to a PhD in Management

The Johnson School’s doctoral degree in management combines the best of theory and practice, building on a three-pronged foundation:

Hands-on Experience

Develop your research and analytical skills. You’ll work with classmates to examine existing literature and theories for class deliverables, which will often include your own original research.

Customizable Curriculum

Design your own academic pathway. You’ll choose one of six primary areas of study and create your own dissertation committee.

University-Wide Coursework

Draw on the expertise from across Cornell. You’ll get to select graduate-level courses from schools and colleges devoted to law , hospitality , engineering , labor relations , and other fields.

At a Glance: Cornell’s Fully Funded PhD in Management

The fully residential, fully funded PhD in Management program includes a tuition waiver and a stipend for living expenses. Here’s a quick overview of what to expect:

Degree Awarded

PhD in Management

Program Location

Ithaca, NY, with options in New York City

Program Format

Foundational coursework, original research, and six potential areas of study

Hear from Our Community

“PhD is a marathon, not a sprint, and collaborating with great people is paramount. At Cornell, I’ve found a place where amazing people come together, supporting my research and personal growth. Choosing Cornell means joining a community that knows how important it is to work with exceptional people to excel in the program.” – Elina Hur PhD ’23

Customize Your Path: Our Areas of Study

When you apply to the Johnson School’s PhD in Management, you will select a primary area of study. Choosing a concentration allows you to gain specialized skills and knowledge while growing a portfolio of original research.

Examine the role of accounting information in firms and financial markets. PhD-level research at Cornell explores topics such as how firms report information to investors, how accounting information is used to manage firms, and the nature of auditing.

Strategy & Business Economics

Use modern tools and methodologies to gain a better understanding of the world. PhD students in this area explore many aspects of economics including industrial, behavioral, labor, and organizational.

Dive deep into the financial structure and issues of organizations. Your research might look at how conflicts of interest affect corporate policy, how investor psychology affects asset pricing, or how to detect price bubbles.

Learn how theories from operations research, economics, psychology, and sociology intersect to inform corporate and consumer decisions. Your PhD studies will explore both quantitative and behavioral perspectives of marketing.

Management & Organizations

Prepare for a research-focused career in academia or industry. This versatile concentration develops skilled, innovative, analytical researchers through a broad curriculum and close faculty collaboration.

Operations, Technology, & Information Management

Develop the technical skills and behavioral analysis knowledge you need to address high-impact managerial decisions. This focus area also offers an option to complete coursework at Cornell Tech in New York City.

Idea Generation to Publication: A Career in Teaching and Research

The majority of our PhD in Management students pursue careers in academia. After graduation, many land tenure-track teaching positions at top-tier business schools and continue to advance knowledge through original research. Johnson School PhD students often field multiple offers and see starting salaries range from $150,000 to $250,000.

Finding Your Place at Cornell: Meet Our Current PhDs

Students from around the United States and across the globe arrive at the Johnson School to earn their PhD in Management —and their diverse research interests, educational backgrounds, and professional experiences make for a vibrant, enriching learning environment. MEET CURRENT PHD STUDENTS

Research and Placements: Making an Impact in the Management Field

After earning the PhD in Management, our alumni go on to teach and inspire future leaders at top-tier institutions. Not only do they teach and conduct research alongside some of the most brilliant minds in business, but they also advance the field through publishing in leading journals and presenting their work at industry conferences.

Recent PhD in Management Placements

• Piyush Anand, PhD ’21, assistant professor of marketing, Jones Graduate School of Business, Rice University
• Guarav Kankanhalli, PhD ’20, assistant professor, Joseph M. Katz Graduate School of Business, University of Pittsburgh
• Eunjee Kim, PhD ’21, assistant professor, Mays Business School, Texas A&M University
• Sarah Lim, PhD ’21, assistant professor, Gies College of Business, University of Illinois Urbana-Champaign
• Xuege Lu, PhD ’22, assistant professor, Carlson School of Management, University of Minnesota
• Subrina Shen, PhD ’21, assistant professor, McCombs School of Business, University of Texas at Austin

Recent Research Publications

• “ Do Real Estate Values Boost Corporate Borrowing? Evidence from Contract-Level Data ” in the Journal of Financial Economics (2022) — Gaurav Kankanhalli, PhD ’20, with Murillo Campello, Robert A. Connolly, and Eva Steiner
• “ Converging Tides Lift All Boats: Consensus in Evaluation Criteria Boosts Investments in Firms in Nascent Technology Sectors ” in Organization Science (2021) — Xirong (Subrina) Shen, PhD ’21, with Huisi (Jessica) Li, PhD ’20, and Pamela S. Tolbert 
• “ Initial and Longer-Term Change in Unit-Level Turnover Following Leader Succession: Contingent Effects of Outgoing and Incoming Leader Characteristics ” in Organization Science (2020)— Huisi (Jessica) Li, PhD ’20, with John Hausknecht and Lisa Dragoni

“ Does Regulatory Jurisdiction Affect the Quality of Investment-Adviser Regulation? ” in American Economic Review (2019) — Alan Kwan, PhD ’17, with Ben Charoenwong and Tarik Umar

Our Faculty: Accomplished Researchers, Dedicated Teachers

When you join the PhD in Management program at the Johnson School, you’ll be part of a learning community comprising more than 100 accomplished academics and thought leaders. 

Not only will you take courses with renowned professors from across the Cornell SC Johnson College of Business, but you also will have the opportunity to build your own faculty committee—a group that will become instrumental as you select your dissertation topic and embark on your original research.

Faculty Spotlight: Learn from Leading Thought Leaders

Throughout the PhD program—from foundational coursework to your dissertation—you’ll work closely with dedicated teacher-scholars like these:

Kristina Rennekamp

Dr. Rennekamp’s research focuses on financial accounting from a behavioral perspective. She’s widely published, with work appearing in leading academic journals such as The Accounting Review , Contemporary Accounting Research , and The Journal of Financial Reporting .

Karan Girotra

Dr. Girotra studies the digital transformation of companies, whether it’s looking at emerging tools and practices or exploring new business models. He’s frequently interviewed in an array of mainstream business media outlets, including Bloomberg BusinessWeek , Fortune , and Forbes .

Kaitlin Woolley

Dr. Woolley studies the psychological processes behind consumer motivation. She’s an award-winning educator and researcher with work published in academic journals and national media outlets including the Journal of Consumer Research , Journal of Marketing Research , and The Wall Street Journal .

EXPLORE JOHNSON SCHOOL FACULTY

What You’ll Learn: Curriculum Overview

As you pursue your PhD in business management , you’ll begin with a set of foundation courses and progress into advanced coursework in your area of interest. Through it all, your faculty committee will help make sure you’re on the right track.

Foundational Management Coursework

Early in your doctoral program, you will complete foundational coursework in management and other fields. Many of these will focus on the research process and prepare you for your dissertation.

Advanced Coursework in Your Concentration Area

As you progress in the PhD in Management program, you’ll take electives and advanced courses that align with your research area of interest; these classes can be in the Johnson School and across Cornell.

Your Dissertation: Creating Original Research

During the final part of the program, you begin work on your dissertation—the culmination of your original research. You choose the topic of research in conjunction with your committee.

VIEW PROGRAM SPECIFICS

Beyond Business: Cross-Disciplinary Collaboration and Dialogue

Tap into the experience and expertise of faculty members from across Cornell University.  

Management is a broad science. Business leaders serve in a variety of roles in industries of all kinds: healthcare, consumer goods, agriculture, biotechnology, media, and consulting to name just a few. At Cornell, you can enrich your education and expand your research opportunities by taking courses and finding mentors beyond the college of business.

Explore fields like computer science, psychology, sociology, communication, engineering, and data science—and then connect the dots back to your management research.

Interact with peers and professors from other disciplines by participating in student organizations and special interest groups or by attending public lectures, workshops, and networking events.

Admissions Overview: How to Apply to the Management PhD Program

The ideal candidate for the Johnson School’s doctorate degree in management will have a strong record of academic excellence, a solid understanding of the research process, and an entrepreneurial approach to problem-solving. An MBA or master’s degree is not a requirement for admission. 

Our admissions page offers more details about program prerequisites, selection criteria, requirements, deadline information, and a checklist of materials you need to submit with your application.

Connect With Cornell Admissions

The Johnson School admissions team is available to answer your questions about the program and the application process. Stop in or reach out by phone or email today.

253-D Sage Hall Johnson Graduate School of Management Cornell University Ithaca, NY 14853-6201

Phone: 607-255-5340 Email: Graduate Research Programs Office

The Cornell Campus: Where You Will Learn, Grow, and Thrive

Learn, grow, and thrive on one of the most beautiful college campuses in the United States. As a PhD student, you’ll spend a lot of time in Sage Hall, a Gothic-style building dating back to 1875. You’ll find more high-tech learning spaces just off campus at the Breazzano Family Center for Business Education. You’ll also have access to the innovative campus of Cornell Tech in New York City—particularly relevant to students focused on technology and information management. 

Attending Cornell also means you’ll call Ithaca, NY, home for about five years. Our eclectic downtown is full of eateries, shops, activities, and all of the amenities you’d need for everyday life. When you’re not in class or studying, you can explore all that the Finger Lakes region has to offer.

PhD in Management FAQ: What You Need to Know

Before you apply to a research-focused graduate program, you’re likely to want to do some deep research of your own. For instance, how does a fully funded PhD in Management work? What’s the typical completion time?

We have a robust Frequently Asked Questions section to help you learn more about our program, the admissions process, and dissertation requirements. For our international applicants, you’ll also find specific details about earning your PhD in Management.

May I speak to someone about my interest in the program and visit?

You are welcome to reach out to any professor with whom you see a good research fit. Our website also has a wealth of information about the program.

Is an interview part of the process?

We offer interviews only to a few applicants after their first screening.

May I talk to a professor or advisor?

You are welcome to contact any professor with whom you see a research match. Faculty are more likely to respond to specific research queries.

I have questions; may I write to this program email address?

Yes. Our response time will vary. We are not able to answer detailed questions that are better assessed by faculty during the application process.

May I schedule a campus tour?

Admissions does not offer campus tours for PhD program applicants. However, you may arrange an appointment with a faculty member.

Fraud alert – beware of third-party post-doc scams.

Cornell University recently has been made aware of fraudulent activity targeting overseas students and researchers, including at least one third party website falsely stating that it is offering a postdoctoral or visiting scholar program in association with Cornell. These scams, which may seek to obtain money and/or personal details from interested applicants, are fraudulent. 

Cornell wishes to warn the public about these fraudulent activities being perpetrated purportedly in the name of Cornell, and/or its officials. Please be advised that: 

• Cornell does not, nor has it, worked in collaboration with third-party companies or organizations to offer postdoctoral or research certificate programs.
• Third parties do not collect tuition or fees on behalf of Cornell.
• Cornell does not work with or endorse such organizations including, but not limited to, Shanghai Lufei Education Technology Co., Ltd. (Chinese name: 上海璐斐教育科技有限公司) and Shenzhen Guoyan Era Education Technology Co., Ltd. (Chinese name: 深圳市国研时代教育科技有限公司).

Cornell’s postdoctoral positions are listed on the Academic Career Opportunities website and postdoctoral fellowship programs are available for viewing. If you suspect a third party of falsely advertising a Cornell program, please notify [email protected]. Victims of such scams may also report them to their local law enforcement authorities for appropriate action.

Start the Application Process Today

Ready to apply to our highly selective, fully funded PhD in Management? We look forward to learning more about you and your research goals. Start the application process today at the Cornell Graduate Admissions website. [You’ll first need to register for an account or log in to an existing one.]

PhD | Management

The Ph.D. in Management

Stern’s Ph.D. program in management prepares students to understand how organizations need to compete in challenging and volatile business environments and how managers must manage in complex and changing workplaces. The training is broad based and interdisciplinary, drawing on the fields of economics, psychology, and sociology. Areas of focus within the management doctoral program at Stern include strategy, the study of the competitive dynamics of firm performance; organizational behavior, the study of the behavior of individual employees and managers within organizations; and organization theory, the study of organizational structures and processes.

Explore Management

Discover our other fields of study.

Smart. Open. Grounded. Inventive. Read our Ideas Made to Matter.

Which program is right for you?

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Earn your MBA and SM in engineering with this transformative two-year program.

Combine an international MBA with a deep dive into management science. A special opportunity for partner and affiliate schools only.

A doctoral program that produces outstanding scholars who are leading in their fields of research.

Bring a business perspective to your technical and quantitative expertise with a bachelor’s degree in management, business analytics, or finance.

A joint program for mid-career professionals that integrates engineering and systems thinking. Earn your master’s degree in engineering and management.

An interdisciplinary program that combines engineering, management, and design, leading to a master’s degree in engineering and management.

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A full-time MBA program for mid-career leaders eager to dedicate one year of discovery for a lifetime of impact.

This 20-month MBA program equips experienced executives to enhance their impact on their organizations and the world.

Non-degree programs for senior executives and high-potential managers.

A non-degree, customizable program for mid-career professionals.

Product Management Certificate

Product Management is a discipline relevant to every industry. It guides every step of a product’s lifecycle—from development to positioning to pricing, focusing on the product and its customers.  Research, strategy, operations, sustainability, finance, marketing, and data analysis are all part of the job. And there’s more. Demand for qualified product managers is growing, which is why we created this specialized certificate program for MIT Sloan degree program graduate students. 

What to expect:  

• Target your education to your specific professional goals. 
• Get hands-on experience in a real-life product management project before you graduate. 
• Earn a specialized credential from MIT Sloan, demonstrating to employers that you have what it takes to succeed in product management. 
• Join a vibrant community of passionate and dedicated leaders, giving you access to MIT Sloan alumni in product management around the world. 

Interested in receiving the  Product Management Certificate? Fill out this Interest Survey to be added to our email list!

Current graduate students at MIT Sloan should contact the PM Program Coordinator, Yvonne Patterson @[email protected] for more information.

Of students go on to take jobs in product management—making it the second-largest job category for graduates.

Curriculum 

Our 45-unit certificate curriculum is built on MIT’s unique culture of collaboration, technology-driven innovation, and hands-on experiences. The program is open to MIT Sloan degree program graduate students. The 2023-24 requirements are listed below (subject to change).

—Required Courses (6 units)

Elective courses (select 33 units from below) .

Our wide-range of electives allow you to pursue your specific interests in product management. 

—Electives

Applications to DPM-Lab have increased 7-fold since 2019.

 Product Management Lab (PM Lab) 

More and more students are seeking hands-on experience in  product management. Enrollment in PM-Lab has increased dramatically since its creation in 2019. This popular action learning course gives students a chance to get hands-on experience with a real-life business project. Most PM-Lab participants go on to land jobs in product management in summer internships and full-time positions. 

In 2021, 82 students worked with 40 host companies  from 7 different industries .  In 2023, the number of students in PM-Lab increased by 15%. 

A Vibrant Product Management Community 

The Product Management Club is one of the largest clubs at MIT Sloan, with over 700 registered members and an active LinkedIn group including current students and alumni.  The club sponsors a variety of events, connecting students with each other, and with guest speakers who are leading professionals in product management across industries.  

Product Management (online)

1. The Golden Identification Program is not eligible for Continuing Education Programs (Graduate, Post-Baccalaureate, Non-Credit Learning) administered through the Office of Extended Studies. To learn more about Golden ID,  click here .

Tepper School of Business

Apply to the Master of Science in Product Management Program

Are you ready to ignite your product management career start your application today..

We give equal consideration to every aspect of your application — goals, background, accomplishments — in order to determine if the Master of Science in Product Management (MSPM) program is a good fit for you.

Your MSPM application will contain a variety of components that provide the admissions committee information to assess your candidacy for our program. Through our review process, we do not assign specific weights to the various parts of the application.

Application Checklist

The following application components are required:

✓  Online application form ✓  Current resume ✓  Essay questions ✓  Professional recommendation ✓  Unofficial transcripts of all academic work ✓  Official GMAT, GRE, or approved test waiver ✓  Official TOEFL, IELTS, or Duolingo Test score (if applicable) ✓  Non-refundable $125 application fee

Once admitted, candidates will be required to submit official transcripts.

Review Application Component Details

How to Prepare for the MSPM Admission Process

The standard admissions expectations for Tepper master’s programs will apply, such as transcripts, recommendations, essays, and exams with optional waivers. For MSPM, additionally, we encourage applicants to approach the application process with a focused product perspective.

As you apply, think like a product manager ! Make sure that you understand what product management is all about. Check out PM interview prep books and blogs, and become active in product communities. Review your own accomplishments, resume, and portfolio from a product perspective. Consider your incoming strengths and those skills you most want to practice and improve. Be ready to discuss why you’re motivated to advance as a product manager. Show confidence in your skills, accomplishments, and future, while maintaining the humility of an apprentice who is eager to learn.

If you have doubts about whether to take the GMAT or GRE, then it is best to do so. If your past academic and professional accomplishments speak for themselves, then you may find that requesting a waiver is the better path.

If you are unfamiliar with coding or it has been a long time since you practiced, then an introductory or refresher course would be an excellent way to prepare.

Admission Events

Connect with us and get to know our MSPM program.  

Submit your application, mspm application instructions.

Start by reviewing the application components below.  

We suggest that you create your essay and goals before completing the online form.

You'll only need about 30 minutes to complete the entire online application form . We provide a time estimate at the top of each page in the online application. 

Note to All MSPM Applicants:  To safeguard the integrity of the admissions process, Carnegie Mellon University routinely uses a third-party company, Re Vera, to conduct verification procedures of all candidates who accept our offer of admission.

More Information

• Important Dates and Deadlines
• International Applicants

Application Components

Upload a copy of your resume. The purpose of this document is to provide a snapshot of your education and professional achievements in your career. Use a standard (i.e. Times New Roman or Arial), 12-pt. font for your 1-2 page resume.

Education Requirement and Transcripts

Education requirements.

Students are required to hold a four-year undergraduate degree or equivalent from an accredited institution and be competent in these areas:

• General mathematics including calculus and linear algebra
• Basic statistical concepts and methods
• Basic programming in any modern language

Though our standards are high and our admissions process is competitive, it is also holistic. We consider all aspects of an applicant’s background and experience.

Transcripts

Transcripts uploaded during the application process are considered “unofficial.” What makes a transcript "unofficial" is that you have it in your possession instead of us receiving it in a sealed, stamped envelope directly from your university.

All candidates are required to upload legible, scanned/digitized copies of their unofficial transcripts, not web transcripts*, and degree certificates which include the following: 

• University Transcripts: All transcripts are copies of actual university transcripts (not web transcripts), usually on watermarked paper with a seal, etc.
• Degree Name : If you earned a degree, the name is on the transcript (i.e. Bachelor of Science, Master of Arts, etc.).
• Degree Conferral Date : If you earned a degree, the date the degree was awarded is on the transcript.
• Degree Certificate: If you earned a degree and the degree name/conferral date are not on the transcript, you must upload a copy of your degree certificate which includes this information. This cannot be a provisional certificate; it must be final. Still unsure what to submit? See sample degree certificates .
• Grading Scale : Include for every university so we know what the grades mean. Often on the back of the transcript; otherwise, contact the university to obtain. Still unsure what to submit? See sample grading scales .
• Official Translation : If the transcript is not in English, upload both the transcript in the original language and the official translated copy so that we can read it.

View a sample of a web transcript that you should avoid submitting .

* A web transcript is anything obtained from an online student portal, downloaded from your student record, or retrieved online.

Official Test Scores (GMAT, GMAT Focus, and GRE)

Please ask your GMAT, GMAT Focus, or GRE testing agency to send us your official score, so we can verify what you provide on your application.

A couple of important points:

• GMAT and GRE scores are valid for five years. Yours must still be valid when you submit your application. 
• Graduate Management Admissions Test (GMAT) - Select Carnegie Mellon University Tepper School Master of Science in Product Management
• Graduate Record Examination Tests (GRE) Program Code 4883

Official Test Scores Waiver Application

If you wish to apply for a GMAT/GRE waiver, you must do the following:

Submit a letter to the admissions committee (via an upload in your application) that addresses the following:

• Please discuss your undergraduate GPA scores and any other degree GPA. For a waiver to be granted we are only seeking those with exceptionally high GPA achievement.
• Please also share any remarkable academic achievements we should be aware of.
• Please share with us if you have an advanced master’s degree. Is it in a STEM-related area? Are there particular courses that demonstrate your capability in succeeding in the MSPM curriculum?
• Please share if you have recognized certification in product management, e.g. ISPMA, Pragmatic Institute, AIPMM, Certified Scrum Product Owner, Certified Product Manager (280 Group), Certified Innovation Leader Credential, ProductSchool, Black Bolt Product Management, etc.
• Please highlight if you have 10 or more years of professional working experience. Please be specific about your roles and job content relative to a role in product management.
• Please share if you had held the role of product manager and for how many years. Please describe the job and role beyond what is on your resume/CV and be specific about your accomplishments in this role that are relevant to the MSPM degree.

Test Courses:

Test waiver applicants may need to complete the following coursework and show proof of completion:

• CS50: Introduction to Computer Science
• Introduction to Python: Fundamentals
• Become a Product Manager
• Introduction to Finance, Accounting, Modeling and Valuation

NOTE: If you are rejected for a waiver, we will keep your application, and if you are accepted, you must provide a test score to enroll or consider you when you do provide a test score.

English Language Proficiency Exam (TOEFL, IELTS, or Duolingo DET)

Candidates are required to demonstrate a level of competence in English to meet the admissions requirements of the university.   You are required to take a TOEFL, IELTS, or Duolingo exam unless :

• You attended an undergraduate institution, earning a bachelor’s degree, where the sole language of instruction was English.
• You earned a graduate degree where the sole language of instruction was English. (Although not required, we do recommend that you take the English Language Proficiency exam.)

You must request that the official score be sent from the testing agency to our program for us to verify the score entered into the application. Request that the official score be sent to us using the following codes:

• The recommended TOEFL score is 25 on each section of the Internet-based test. Reading: 25, Listening: 25, Speaking: 25, Writing: 25
• The recommended IELTS score is 7 overall and 7 in each band. Listening: 7, Reading: 7, Writing: 7, Speaking: 7, Overall Band: 7
• The recommended Duolingo English Test (DET) score is 120 overall.

TOEFL and IELTS scores are valid for two years and must be valid at the time you submit your application.

If you earned a degree from a non-U.S. institution, your academic documents should state that the sole language of instruction for the entire university was English in order to be eligible for a TOEFL/IELTS/Duolingo waiver. If your academic documents don’t include this, you should upload an official letter from the University Registrar indicating English as the mode of instruction for the entirety of the degree.

There is one required essay (maximum 500 words) for all Tepper MSPM applicants: 

The Tepper community is dynamic and unique with students who strive to be collaborative, supportive and inclusive. Please provide an example of when you experienced or created an inclusive environment and how you will use that experience to help members of the community reach their full potential.

Optional essay : Use this essay to convey any important information you may have otherwise not been able to communicate. This may include unexplained resume gaps, your reason for selecting the recommender you chose, or if you are applying again, how your candidacy has improved since your last application.

Video Essay: Goals

We know this is an important component of your decision to attend business school. We take it seriously as well. Please describe your post-MSPM career goals and why you chose them as your goals.

It would be helpful to consider the following information in your response:

• You have up to 2 minutes to respond to this question.
• Please be as specific as possible. If you have not yet identified specific companies, that is okay. Just tell us what interests you for your next role or company. What about the industry, company, or functional role is appealing to you?
• If you have any criteria you are using to evaluate career opportunities, please share those as well. We may have great opportunities to add to your list.
• How does this post-MSPM career goal relate to your long-term career plan?

Professional Recommendations

Please select two people familiar with your work and/or leadership skill. We prefer that you select supervisors, but you can also include professors, coaches, mentors, or coworkers. Please give us their email contact information on your application, and we’ll reach out to them with a request to submit their letters online.

We use the GMAC Common Letter of Recommendation (LOR). The Common LOR is intended to save you and your recommender valuable time by providing a single set of recommendation questions for each participating school. This allows your recommender to use the same answers for multiple letter submissions, alleviating the workload of having to answer different questions for each school multiple times. You benefit because it makes the ask for several different letters to be written on your behalf much easier.

Application Fee

A non-refundable $125 application fee is required of all applicants. This fee can be paid online using a credit card at the time of submission.

Supporting Documentation

Once you have completed your online application, if you have any supporting documents, they should be uploaded directly to your application via your application status page in the application portal.

If you have submitted all the application components, it isn’t necessary to send anything else to us at this point. Upon admission, you’ll need to send your official transcripts/academic documents. These details will be included in the admission letter, so no need to worry about it now.

Evaluative Interview

Admissions interviews are granted at the discretion of the admissions committee after an initial review of your application. You will receive additional information about the interview process at the time of the invitation.

Have a question? Contact the Masters Admissions Office .

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MASTER OF PROFESSIONAL STUDIES IN PRODUCT MANAGEMENT

At vero eos et accusamus et iusto odio dignissimos ducimus qui blanditiis praesentium voluptatum, master of professional studies in product management.

A Scholar's Program for Industry-Oriented Research in Engineering

Apply now for fall 2024, apply now for fall 2023, space is limited and you are encouraged to apply early.  applications will be reviewed on a rolling basis until all seats are filled., why a master of professional studies in product management.

Understand the keys to successfully navigating the roles and responsibilities of being a product manager to champion change with internal and external collaborators and influencers.

Learn how to truly know your target customer, your customer’s underserved needs, your value proposition, your product feature set, and your user experience, then integrate this knowledge into product and market requirements and positioning plans.

Translate product ideas into tangible assets by creating wireframes, 3D renderings, prototypes, and minimum viable products (MVPs) to test assumptions and validate customer interests.

Develop techniques for designing and modeling for fast feedback and idea sharing, system optimization with open architectures, validating functions and verifying performance, and leveraging and enabling the system designs, platforms, and ecosystems.

Embrace modern product leadership to form and motivate product teams, and grow organizations that can both discover and deliver products at scale.

The Job Outlook for Product Managers

Best Jobs in America

Source: Glassdoor

Annual Growth in Job Openings

Source: linkedin

Jobs Posted for Product Managers

Average Salary in the U.S.

A World-Class Education, Delivered Online

The MPS in Product Management combines online experiences with award-winning faculty, self-paced coursework and connections with the University of Maryland community to link innovators from around the world. Offered through the convenience and flexibility of our 100% online learning environment, our program has been specially crafted to offer high-quality, interactive collaboration with worldwide.

Award-Winning Faculty and Corporate Experience

The faculty selected to serve in the master’s are accomplished leaders in education with national teaching awards to their credit. Furthermore, they are innovators themselves who have lived what they teach and appreciate the balance of academic theory and industry practice.

A Dynamic Online Platform for Learning and Collaboration

Our learning management system leverages best-in-class software with a focus on design and usability. Our course architecture leverages high-definition lecture videos, real-time video conference opportunities with faculty and students, and a comprehensive knowledge management system to connect and empower students.

Support and Resources During and Beyond Your Enrollment

We believe the learning experience is simply the foundation of your new venture activities. Beyond the support and resources provided while a student, we aim to manage a lasting network of alumni relationships that live far beyond the graduation date.

An Innovative Curriculum

Term I — Becoming a Product Manager

Discover how to deliver products that customers love, deliver value, and work for the business.

" Fundamentals of Product Management " and " Strategies for Managing Innovation "

Description:

Learn the basics of customer discovery, product discovery, product delivery, and the core-context model for managing products through maturity. Explore how these change given the product adoption lifecycle and the market life cycle maturity, including how to detect which stage you are in and what types of strategies can be employed at each stage. Examine the processes of technological change and how firms can creatively recognize, screen, and evaluate tools and techniques to practice innovation. ‍

Term II — Customer and Product Discovery

Discover if the problem is worth solving and explore solutions with early product prototyping by engaging the customer through proven discovery and validation techniques.

" Business Modeling and Customer Validation " and " Data Analysis and Decision Making "

Customer and product discovery is the process of using ideation methods and minimum viable prototypes to discover and test product-market fit. This is best accomplished by using a sound product discovery process with validating tests that confirm your product-market fit. Knowing how to build and conduct tests for value, usability, feasibility, and viability are essential so you can lead products with data-driven decisions. These techniques and skills enable you to evangelize your product concept, and answer important questions about your product, including:

• Is the value proposition compelling and urgent?
• Can the customer actually use it to solve the problem?
• Does the business model make sense for our business?
• Can you build the business and technology in a scalable way?

Term III — Product Delivery

Enable business agility using design thinking and DevOps that empowers product teams to scale product innovations, delight customers, and capture market share.

" Innovative Thinking " and " Managing Product Development and Operations "

With a strong product idea, the work to take that product to market at-scale begins. Doing this well means transforming the business and the customer experience. Design thinking drives this change through bias for action and a confident approach to innovating solutions that scale. Accomplishing this also requires DevOps principles for engineering, and empowering teams through modern product leadership for development and operations. Product managers must enable productivity and delivery by actively influencing the delivery pipeline to address scalability, reliability, performance, and maintainability. ‍

Term IV — Gaining Traction & Influence

Gain traction through actively managing the customer journey while influencing stakeholders and negotiating business partnerships that drive growth.

" Market Development and Commercialization " and " Negotiation and Problem-Solving "

With modern product frameworks in place, marketing takes on completely new dimensions. The rise of growth hacking means finding your optimal growth channel and driving customers into it. Therefore, the product is no longer just the features, but the entire customer journey. Meanwhile, negotiating a great business relationship can often leap a product or company an order of magnitude higher in customer access and acquisition, while reducing costs. ‍

Term V — Managing Products at Scale

Lead product portfolios and innovations at scale with tailored product frameworks, lean budgeting, empowered teams, and aligned objectives and key results.

" Financing the Product Life Cycle " and " Building and Leading Innovative Organizations "

As products scale and diversify across market segments, and vertically orchestrate as product suites, how do you keep innovating? Delivery and growth create momentum that push down on costs and people to do more with less. This is the greatest challenge for product leaders and heads of innovation. Learn how to establish product frameworks for flow, empower teams, leverage lean budgeting strategically for product value streams, manage long-term product teams and continuous employee engagement, and ensure that every aspect of the product work ties to business value, key financials, and the objectives and key results (OKRs). ‍

Ready to Launch?

Review Application Requirements

Discover what it takes to become a member of the MPS in Product Management community.

Review Requirements

Check Admission Deadlines

Applications are now open to join in the spring or fall term.

See Deadlines

View an Online Info Session Today

View an online information session to learn more about the MPS in Product Management degree.

View an Info Session

Space is limited and you are encouraged to apply early. Applications will be reviewed on a rolling basis until all seats are filled.

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Product Management

Product management frameworks: techniques for successful strategy.

Senior Content Marketing Manager

February 9, 2024

In terms of technology, we are living in exponential times. Meaning, every time we blink, there is a new invention making our lives easier. 

And we have product managers to thank for it. 👊

As a product manager , you serve as the liaison between engineers and consumers. It’s your job to gather intel on what customers want most—whether it be a new product or a new feature of an existing product—then communicate those wish lists to the product development teams. 

Sound complicated? It can be—but product management frameworks help simplify the process. Below, we explain what product management frameworks are, how they’re implemented, and the best framework for your business. 

• What Are Product Management Frameworks?

Double Diamond Design Process

The circles method, the aarrr pirate metrics framework, the heart framework, the kano model, 6. the rice scoring model, 7. the north star framework, 8. the moscow method, similarities and differences amongst the frameworks, integrating agile methodologies in product management, 1. determine your goals, 2. don’t start from scratch, 3. keep customers involved, 4. remember to stay flexible, making the right choice for your strategy, product roadmapping, visual collaboration, automated workflows, single-source documentation.

What Are Product Management Frameworks ?

Product management frameworks are standardized processes of improving a product. Essentially, a product management framework takes a product (or a feature of a product) from vision to post-launch, helping to keep all teams on the same page. 🙌

While each framework is unique, it typically follows five stages, which are all critical to the success of the product. These stages include discovery, definition, development, launch, and growth—taking a product from a far-off vision to a tangible product in the hands of consumers.

Overview of Specific Product Management Frameworks

The right product management framework can be the difference between a successful launch or a complete flop. And yet, according to a study by McKinsey , 75% of product managers state that product management best practices haven’t been adopted by their respective companies.

To set your team (and future product line) up for success, consider utilizing one of these tried-and-true frameworks. 📚

The Double Diamond model is often used in user experience (UX) design. The model features two diamonds: one representing the problem, and the other depicting the solution. In other words, product managers use the first diamond to map out core problems of a product, then use the second as a design brief—helping to formulate and test potential solutions.

The CIRCLES Method is a sequential framework allowing product managers to ask essential questions about new products and/or features. The method emphasizes seven critical steps (one for each letter in “CIRCLES”):

• Comprehend the situation
• Identify the customer
• Report customers’ needs
• Cut through prioritization
• List solutions
• Evaluate trade-offs
• Summarize your recommendation

The CIRCLES method is meant to serve as a checklist of sorts, allowing product managers to identify goals, constraints, and the context of new product launches.

Designed by Dave McClure, a Silicon Valley investor, the AARRR framework outlines five metrics every product manager should be tracking. The five metrics include: 

• Acquisition

The model contains two key benefits. One, it helps companies hone in on those metrics that directly impact the health and longevity of their business, and two, it ensures companies use the right data to measure the success of their product management efforts .

Developed by Google, the HEART Framework is an acronym for five user-centric themes: 

• Track success

Google developed the method to help product managers improve the user experience of each product feature.

To quantify each measure, product managers use the Goals-Signals-Metrics approach (also developed by Google). Team members define the goals of each feature, the signals that point toward progress, and metrics to calculate whether they’re hitting their objectives.

The Kano Model uses customer emotions to measure the success of each product. Built on the belief that customer satisfaction starts with an emotional response, the Kano Model measures five response types: 

• Must-be features
• Performance features
• Attractive features
• Indifferent features
• Reverse features

Using a scale of “delighted” to “frustrated,” product managers measure the type of response each product feature triggers in a user.

The RICE Scoring Model helps product managers prioritize which features to launch first. The model evaluates product ideas based on: 

A final score is given to each submission. The idea with the highest score shows the highest potential and is then placed on the product roadmap first.

Whereas other frameworks in this list measure products on a variety of features, the North Star Framework measures a product’s potential based on a single metric. Dubbed the “north star,” this crucial metric calculates the value the product delivers to customers. In essence, this one factor is meant to measure customer happiness and the success it could bring to your startup.

The MoSCoW Method helps product management teams prioritize tasks. The acronym stands for:

• Should-have

This framework helps to determine the nonnegotiables of each product. If key stakeholders disagree on which features carry the most weight on the product roadmap, they’ll use the MoSCoW Method to calculate how much internal resources should be dedicated toward each feature launch.

Just as each of the above frameworks is unique, there is a degree of overlap between them. Similarities between the above frameworks include:

• They’re used to measure which products and/or features will bring the highest customer happiness
• They’re used to calculate which features will result in the highest profit for the company
• Leveraging the above framework can simplify the workload for product managers, while preserving company resources

That said, these frameworks differ in when and how they’re used throughout the product life cycle. For example:

• Product strategy: Some frameworks are meant to be used in the product strategy or decision-making phase, helping to create a vision for the product team. For example, the AARRR framework and CIRCLES Method will be used early in the process, helping identify profitable opportunities for the company
• Product prioritization: Prioritization frameworks are explicitly built to help teams determine the importance of various tasks. For example, the RICE Scoring Model and MoSCow Method help a product team decide where features are placed within the product roadmap
• Product design : Once product planning is complete, many frameworks help teams carry out design and execution. For example, the Double Diamond and HEART frameworks help bring great products to life

The Agile Methodology framework is a project management framework that breaks down projects into distinct phases. These phases—known as sprints—give teams the time and space to reflect on what worked (and what didn’t), thereby making tweaks before they move into the next phase.

So, what do agile methodologies have to do with product management ? Launching a new product and/or feature is—by nature—a project. And using the right project management tools can help you launch that product on time, on budget, and with the right features to meet customer needs.

There are different types of agile methodologies, including:

• Kanban: Kanban is a visual approach to project management. Typically, teams use online Kanban boards to easily arrange tasks by priority, status, or assignee
• Scrum: A Scrum is a common methodology where a single person (the designated scrum master) clears obstacles for a project. A Scrum board serves as a visual to-do list, managing roadblocks and tasks for an ongoing sprint
• Extreme Programming (XP): Extreme programming is a software development methodology that helps teams produce a working model in very short sprints
• Dynamic Systems Development Method (DSDM): With a more rigorous foundation, the DSDM model focuses on the entire life cycle of a project. The DSDM model takes a project through four phases, including feasibility, prototyping, design, and implementation

How to Implement Product Management Frameworks Into Your Workflow

Each product management framework helps launch successful products, and one is not necessarily better or worse than the others. However, many teams find that one model is a better fit for their unique company. To help your product team successfully implement a new framework, follow these steps.

Are you looking to launch a brand new product, address a specific customer problem, or acquire a new target market? Before choosing a framework, gather all decision makers and determine your objectives. This will help decipher which frameworks are right for your organization.

Fortunately, with ClickUp Goals , you can achieve your objectives faster. ClickUp Goals allow you to set clear timelines, define measurable targets, and track your progress toward implementing your new framework.

Here’s the good news: The above frameworks have been tested by companies for decades, so you don’t need to start from scratch. With ClickUp’s Project Framework Template , you can create a structured set of procedures for implementing your product framework. From there, you can leverage dozens of ClickUp product management templates to get your team from ideation to launch.

The entire goal of product management is to increase your value proposition to customers. Therefore, after you implement a new framework, continue to collect customer feedback. Did the new framework help improve the customer journey, or do tweaks need to be made?

Fortunately, with the ClickUp Product Feedback Survey Template , you can easily collect product feedback from customers.

Just because a particular model works now, doesn’t mean it will always be the best fit.

The best framework will always depend on your goals as a company (revert back to step one). As customer pain points fluctuate, your team gets new product ideas, or the functionality of your product expands, you might need to find a new framework. Don’t be afraid to experiment with different models at different stages of your company.

There are a number of factors to consider when selecting a framework. Before you decide, take stock of the following:

• Company size: Are you a growing startup or an established company? If the former, you might look for a framework that takes you from ideation to launch (like the HEART framework), while the latter may be searching for a framework that helps them prioritize existing initiatives (like the RICE Scoring Method)
• Product type: What type of product are you launching? If you’re simply launching a new feature or iterating an existing product, the Double Diamond can help greatly improve the overall user experience. However, if you’re launching a brand new product, the Kano Model can help determine if the invention will be attractive to your target persona
• Team expertise: Are you staffing a team of experienced or junior product managers? If you have a VP of product management with years of experience launching effective products, you might implement the North Star Framework (as this individual might be capable of pinpointing the single factor leading to a product’s success)

ClickUp: The Future of Product Management

ClickUp is the all-in-one productivity platform that streamlines all jobs to be done in the product life cycle. With ClickUp Product features , product development teams can bring their vision to market with the following tools. 🤩

With ClickUp AI tools , product managers can easily generate documents, collect customer feedback, and ultimately launch products faster.

Product roadmaps are a tool of working backward from launch to planning—and every micro decision in between. With the ClickUp Product Roadmap Template , teams can move in sync by seeing which tasks come next.

With ClickUp Whiteboards , product management teams can create a visual of their best ideas. ClickUp Whiteboards allow you to brainstorm, strategize, and create a first draft of your product roadmap with the entire team.

Streamlining the product management process ensures you get your product to market on time. With automated workflows from ClickUp , you can automatically set priorities, leave comments, assign tasks, and get approvals from upper management.

With ClickUp Docs , your entire team can collaborate on roadmaps, requirements, and new feature ideas. With rich editing features and the ability to tag team members and assign comments, you don’t get caught up in “versionitis”—and instead move toward a successful product launch.

Move Toward a Successful Product Launch With ClickUp

Product management frameworks help determine which products and/or features will be most profitable for the company. While each model differs, all help measure customer happiness, simplify the product management process, and take new products to market.

To implement a new product management framework, choose ClickUp. ClickUp helps product management teams operate more efficiently through must-have tools like AI, collaborative Docs and Whiteboards, and automated workflows. Plus, ClickUp comes complete with thousands of templates, hundreds of integrations, and multiple views to help launch new products. 👏👏

Ready to see how ClickUp can lead to a successful product launch? Try ClickUp for free today .

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Product Management: Main Stages and Product Manager Role

• 22 min read
• 18 Jan, 2024
• 3 Comments Share

What do you need to create a product? First, an idea of how it will look in the end. Then follows a process of product creation that takes a lot of time, effort, a team of professionals, and a team leader. To transform any idea into a profitable product, a company has to go through several stages to set a vision, define a strategy, develop a product, and sell it to the right people.

This article examines the product manager's responsibilities, the process of product management and its main stages, the different roles in a product team, and how to become a product manager.

What is product management?

Product management is a process that focuses on bringing a new product to market or enhancing an existing one. It starts with an idea that a customer will interact with and ends with evaluating the product’s success. Product management unites business, product development , marketing, and sales. Studies show that effective product management can increase profit by 34.2 percent .

Product management in software development, explained

P roduct management vs. project management

The confusion between the concepts of project management and product management is fairly common. Let's clear things up and discuss the differences. 

Project management centers around a particular phase of the product life cycle —product development. A project manager organizes all the internal processes involved in product development while ensuring adherence to timelines and budgets. Their role involves tracking progress and coordinating resources, which includes team members (engineers and designers), to ensure the timely delivery of the product.

On the other hand, product management extends beyond a specific phase. Product managers oversee the entire journey of a product from conception to launch. They focus on features, business value, and the customer. In this role, responsibilities are more high-level, involving setting the overall vision, developing a strategic plan, and identifying and prioritizing requirements.

Agile product management

Agile development  employs dynamic and flexible methodologies for planning and delivering products. In this approach, cross-functional teams collaborate, aligning their efforts to achieve the overarching product goals. The key characteristics of agile development include breaking down the scope into  iterations  (sprints), short time-to-market for each product increment, and continuous product improvements based on feedback gained from the market.

This emphasis on short customer feedback loops allows product managers to adapt the product strategy and make adjustments based on insights gained after each release. This fosters a responsive and customer-centric development process. In fact, all product management activities we discuss below thrive within agile development.

Product management examples

Let's look at some practical examples of problems and tasks product management helps address. 

Product discovery. Discovery is a process of finding customer’s problems that the future or the current product can solve. Product managers help with market research, learning about customer pain points, and converting them into product ideas. As a part of discovery , product managers can oversee prototyping, building MVPs, running customer interviews, etc.

Product discovery explained

Strategic leadership in software development.  Product managers define the vision, gather user feedback, and oversee the development process to ensure the final product meets user needs and market demands. This is integral when creating standalone applications, web and mobile-device applications, and Software as a Service (SaaS)  platforms.

Improving user experience and usability of products.. Product managers prioritize features that enhance usability, working closely with development and marketing teams to create an intuitive user experience.

Legacy system modernization.  When modernizing legacy products , product managers help understand user expectations and ensure a smooth transition. They focus on maintaining the core values of legacy products.

Team leadership.  Product managers may streamline communication and enhance teamwork.

Who is a product manager?

A product manager is a person who creates internal and external product vision and leads product development from scratch. This individual defines customer needs, works with stakeholders and teams to create the required product, and carries responsibility for overall product success.

What a product manager does

Marty Cagan, the author of Inspired: How to Create Products Customers Love, says the definition of the goal of a product manager is “to discover a product that is valuable, usable, and feasible.” So, a product manager has to be knowledgeable in three main spheres: business, technologies, and user experience.

Identifying opportunities. The first thing a product manager does is look for the opportunity to develop a new successful product or improve an existing one by adding necessary features. The expert must be aware of current trends and have a deep understanding of the market. This person is also responsible for the outcome of a product launch.

Developing product vision and strategy. A product manager defines the long-term mission of a project and builds a clear, realistic plan of how to reach the desired result. Feedback Loop’s survey  demonstrated that the key activity of most product managers (84 percent) is setting a product strategy. It’s closely followed by crafting a clear roadmap and overseeing its completion.

When the strategy is ready, the product manager communicates it to the product team and the stakeholders .  

Team and stakeholder management. A product manager makes sure that all members of a team work in harmony to achieve the main goal. One of the most important functions of this person is to clearly communicate the requirements to the development team and organize the development process in the most efficient way. On the other hand, the product manager negotiates with stakeholders and balances their demands and expectations.

Stakeholders greatly influence product development because they can cut the budget or change the timeline. They can suggest implementing product features they find necessary, which, in reality, can be completely useless to end customers. The product manager's task is to ensure a common understanding of the vision.

Marketing activities. Marketing is one of the main factors contributing to product success, so product managers collaborate with product marketing managers. That involves market research, observing current industry trends, collecting and analyzing customer feedback, defining pricing, and developing a marketing strategy.

Constant product improvement. While at first glance it seems a product manager only performs administrative tasks, that is not true. They are constantly working on improving the existing product, testing it, analyzing data, and managing defects. Eventually, a product manager makes the final decision on what the end product should be like.

While there’s no single set of key performance indicators  (KPIs) and responsibilities for a product manager, they usually include monetization, user engagement , and user satisfaction. The KPIs may vary depending on the company and industry. Some product managers focus mainly on development, writing software requirements specifications , and supervising project progression. Others concentrate on marketing and sales, creating a marketing plan, and training a sales team.

Product manager's activities according to McKinsey Product Management Index

Product manager deliverables

The deliverables are the outputs that a product manager is responsible for producing when working on the project—often through cooperation with other teams:

• product vision ( including mock-ups, demos, or walkthroughs) to define the idea of what a product should be, why it has to be created, and for whom;
• marketing research reports and user personas to analyze competition, describe the target consumers, and define the product/market fit hypotheses;
• product strategy and roadmaps to outline the development process, roles, milestones, and KPIs;
• product requirements that list essential features;
• execution metrics dashboards to monitor the development process;
• testing reports that help discover flaws and improvement opportunities;
• marketing and pricing strategy to plan the product launch and sales; and
• product metrics dashboard to monitor product success.

To cope with such a workload, product managers use various tools that are also worth mentioning.

Product management software

Just like project management tools , product management digital helpers assist with planning and monitoring resources, managing workflows, tracking productivity, collaborating, and exchanging information. However, since product managers have a wider range of responsibilities, they often use more diverse software in their daily routine:

• communication tools, including email, messaging, and web conferencing software (e.g., Outlook, Gmail, Zoom, Skype, Slack, etc.);
• road mapping software (e.g., Wrike, ProductPlan, Aha!, etc.);
• issue-tracking tools (e.g., Jira, Bug Tracker, Bugzilla, etc.);
• customer feedback and survey software (e.g., SurveyMonkey, Typeform, Usersnap, etc.);
• business intelligence tools  (e.g., Power BI, Tableau, Qlik, etc.), and so on.

Depending on the scope of work and personal preferences, product management software  can also include presentation platforms, notetaking tools, designer software, and more. Luckily, some comprehensive tools such as Jira or Wrike provide functionality that covers multiple workflows—plus numerous integration opportunities to connect to other systems.

Product management process, concepts, and activities

Tasks in product management cascade from strategic to tactical. The whole process involves

• vision development,
• market research,
• strategy development,
• marketing and sales, and
• metrics tracking.

Each of the stages may include inbound and outbound activities. A product manager supervises the execution of these activities rather than personally engaging in them.

Inbound activities  focus on product development and include defining vision and strategy, product development, testing , and launch.

Outbound activities are oriented toward the marketing and sales of a product. This covers branding, sales, and analyzing customer feedback.

To get a complete understanding of the process, let’s discuss each product management stage one by one.

Vision development

Product vision is a significant part of product management. If we were to compare product management to a road, the vision is both a road sign and a destination. It defines the final product and shows the direction to achieve it. The vision can be articulated by brainstorming or it may be based on a backlog of ideas. It’s not a strategy of product development yet, but it serves as the starting point. Strategy development begins during idea management when a team discusses a new product.

When developing the vision, a product manager sets the goals for the product and defines specifications. A well-defined product vision answers the following questions:

• What is the user persona (personas) for the product?
• Which problems will the product solve?
• How can we measure the success of the product?

Geoffrey Moore , in his book Crossing the Chasm ,  suggests using the following template for the product vision definition.

Geoffrey Moore also recommends keeping the vision short. As he puts it, “If one cannot test the product vision with an elevator pitch, then it is not ready yet.” For example, Amazon's vision  is “ to be Earth’s most customer-centric company, Earth’s best employer, and Earth’s safest place to work. ”

Market research and customer understanding

Market research is a process of information collection, market analysis, and present or potential customers. It comprises comparing similar existing products, studying the competition, and identifying target customer groups.

Obviously, knowing your customer is the basis for creating a successful product. Seventy-six percent  of consumers expect companies to understand their needs. Moreover, 84 percent  of companies that focused on improving customer experience reported a revenue increase.

A product manager, in cooperation with the product marketing manager, conducts various research to get a deep understanding of potential consumers. This process includes several steps.

Creating user personas means describing fictional characters representing the user types that might have an interest in the future product. In other words, it is a portrait of your ideal customer. User personas can include age, gender, education level, average income, life goals, common problems, spending habits, etc.

Identifying customers’ needs is the only way to create and deliver a product that will be in demand. Besides defining specific problems and necessities for a particular product, you can categorize customers according to their four primary requirements: price, quality, choice, and convenience.

Studying customer behavior  involves understanding the psychology and motivations of your target audience. That includes knowing how they reason and choose between different alternatives, how they conduct research, how their surroundings influence them, how they react to marketing campaigns, and much more.

Market research  can be done by a company (primary research) or taken from an external source (secondary research).

Secondary research involves already produced data that you can find in statistical databases, journals, online sources, etc.

Primary research is adapted to a company’s needs and can be qualitative or quantitative. Qualitative research focuses on defining problems and relevant issues. It incorporates personal interviews, group surveys, and focus groups. Qualitative research provides insight into a problem, identifying wants, needs, and possible pitfalls. Quantitative research is based on data collection  and statistical analysis. It allows a product manager to reach a larger audience and gather general information.

Market research is crucial for product development, both at the execution stage and the marketing and sales stage. With its help, a company can understand what customers want and develop a strategy for creating a product that meets those needs.

Marketing and sales

Once the product is completed, it’s time to enter the market. At this stage, marketing and launch plans must be finalized, and the sales teams are trained to start distribution. The three critical aspects of a successful product launch  are

• building customer awareness with the help of various marketing campaigns and promotional activities;
• defining pricing strategy based on the product’s value and market competition; and
• choosing the most effective release timing considering customer readiness, performance of other existing products, competitors’ launches, etc.

A full-fledged marketing strategy involves a lot of pre-launch activities aimed at creating a buzz around your product even before it appears on the market. They include advertising through different media channels, pre-launch giveaways, creating high-quality, SEO-optimized content, etc. They all have to focus on the specific target group of customers that was predefined during previous market research.

Through the whole process, the product manager delivers an operating plan, which aims at tracking the growth of a product in the market. We will talk about this process and specific metrics in the next section.

In startups and smaller companies that don’t have a separate product marketing manager position, the product manager may have more responsibilities at this stage. In this case, the product manager can be involved in the following processes:

• writing business and use cases,
• configuring the product launch plan and distribution models ,
• specifying the target market,
• defining the pricing strategy, and
• setting sales support and required tools.

In larger businesses, these activities are usually distributed among product, sales, and marketing executives.

Tracking product metrics

After the product launch, the product manager monitors its progression and analyzes data to understand the success of a product. Key metrics to track can be organized into several main groups:

• the financial metrics for identifying revenue, such as monthly recurring revenue  that shows the revenue related to the product in one month;
• metrics reflecting user engagement, like session duration measuring how long the product was used;
• metrics demonstrating user interest, i.e., retention rate  that calculates the number of consumers who stayed loyal to the company after a certain period;
• metrics that measure the product popularity, like the number of sessions per user  showing how often the site is used; and
• metrics showing user satisfaction, such as the net promoter score  that defines the number of customers likely to recommend the product.

We have a detailed article about key product management metrics and KPIs .

It's definitely not enough to just choose the metrics to follow and collect information. What matters is the further analysis and the valuable insights that can be obtained from data—to influence decision-making later. The results of such analysis will show the management team how well the product performs and if any changes are necessary—be it adding new features, adjusting the sales strategy, or updating the marketing campaign.

Product team structure and roles

Depending on the size of the company and its stage of maturity, the role of a product manager can vary greatly. In a startup, this position can be held by a project manager or a product owner, which we discuss below. In small companies, the product manager is likely to be a jack-of-all-trades with a broad range of responsibilities, including marketing, pricing, and even sales.

The roles in a bigger and more mature company, however, are usually more distinctly defined and have a narrower function scope. Also, as the business grows and starts developing multiple products, the need for a chief product officer  arises to oversee the entire product portfolio.

The product manager is part of the product team that includes several players, including those at the management level. Usually, there are three: a product manager, a project manager, and a product marketing manager. Product development can also be influenced by stakeholders, and besides that, there’s also a business analyst —someone who translates stakeholders’ business requests  into development tasks for the tech team.

Each manager has their own responsibilities, limited to their sphere of concern. The product manager’s role is much broader and includes activities on every level. Let’s define the functional scope of the other positions to understand a product manager’s role better.

Project manager vs. product manager

We earlier explained the differences between product and project management. Let’s sum up the main distinctions and how the two roles may intersect.

A project manager is responsible for a single part of a product life cycle —product development. They ensure the project follows a timeline and fits a budget. Meanwhile, the product manager’s responsibilities are more high-level as they set the overall vision, develop the strategy, and identify and prioritize the requirements.

While responsible for different aspects of product development, these roles are still complementary and have several overlapping functions:

• working on project documentation,
• controlling the development process,
• communicating with stakeholders and clients, and
• reporting the stages of the work to the clients and/or stakeholders.

The product managers also cooperate closely with other departments, such as marketing and sales. Project managers don’t do that, focusing primarily on working with the development team.

Product marketing manager vs. product manager

Product marketing managers are in charge of the product's commercialization, branding, and positioning. They conduct market research, determing packaging style, supervise sales team training, and plan promotional activities and events. Typically, they are responsible for

• defining user persona and learning about the customers,
• creating the product’s marketing strategy ,
• communicating the product’s value to the market, and
• developing sales tools for a product.

Product managers' functions are much  wider as they have the ultimate responsibility for product creation—with marketing being a part of it. As we've already said, they work together with a product marketing manager to create a clear understanding of potential customers.

Shared responsibilities of product marketing and the product managers include:

• customer feedback collection ,
• development of sales tools, and
• analysis of sales data.

But, again, the specific range of tasks depends on the company size. For example, studies showed that 69 percent  of product managers working in companies with less than 1000 people conduct user research.

Product owners vs. product managers

While these two terms are often used interchangeably, there is a difference. The concept of product owner comes from Scrum—an Agile  framework for developing solutions for complex problems. According to the Scrum Guide , the product owner “ is accountable for maximizing the value of the product resulting from the work of the Scrum Team. ”

The product owners work internally, are deeply involved in the technical process, and collaborate closely with tech teams. They define iterations, create acceptance criteria , lead backlog grooming , accept user stories , and ensure they are “ready.” However, they work with the product manager on release planning, feature definition, and defect management. So, the product owner’s role is more tactical and focused on short-term tasks than the product manager’s.

This position can seem more similar to the project manager's since both oversee the development teams. Still, the product owner is more detail-oriented and only exists as part of Scrum teams. The project manager must coordinate multiple teams working on complex or risky projects, manage the documentation, and sometimes track team progress.

How to become a good product manager

A product manager frequently doesn’t have a degree in product management. Often, it’s someone with a background in marketing, user experience design , or software engineering. The main element here is not the experience per se but the domain knowledge—the more you know about a particular market and its customers, the better you can lead your product to success.

Product manager background

Here are our recommendations for people of different backgrounds to help you close the gap and get into product management.

If you’re a techie.  A product manager is a leadership position, so to become one, you should lead and engage in fateful decisions about a product. Suggest new features and the means to implement them. Support your ideas with research using focus groups. Start your side project or startup. Besides, any project can be a case study to show your future employees or current managers.

If you’re coming from marketing. Although the activities of product and marketing managers often coincide, note this big difference—a product manager is heavily involved in product development. Your main objectives will be learning to understand development workflows, technology and successful communication with the engineering team.

Since, on many projects, marketing professionals aren’t expected to engage directly with the tech side, you’ll have to initiate conversations and apply the skills you already have. Knowing the issues that customers face every day, you can offer your solutions and estimate how much time and engineering effort solving their problems will take.

If you’re a designer.  Besides acquiring the necessary technical and marketing skills, you would probably experience a notable change in your daily schedule, diversity of tasks, and overall work rhythm. Suelyn Yu, a UX designer who became a product manager, notes  that as a designer, she had a “maker’s schedule”—most of her work was unscheduled, and she was free to plan her tasks independently.

If you’re in a similar position, use this opportunity to understand the decisions behind the changes you’re asked to create. Ask questions and request access to client feedback and user interviews if you don’t already have it.

Product manager skills

Product managers need a mix of hard and soft skills to excel in their positions. Let's recap the primary hard skills that were mentioned earlier:

• vision and strategy development,
• team and stakeholder management,
• resource allocation,
• domain expertise,
• understanding UX,
• analyzing customer feedback, and
• tracking product metrics.

Ultimately, product managers need to be business savvy, have technical knowledge, and be proficient in marketing. However, not everybody realizes the importance of soft skills and emotional intelligence for this position.

Product manager’s skillset according to Productplan’s report

A big part of a product manager’s responsibilities is related to communication, i.e., coordinating the development team, interviewing customers, informing executives, connecting with stakeholders, etc. So, excellent relationship management skills are a must-have for this role. Product managers should inspire people, resolve inevitable conflicts, and balance the interests and demands of all stakeholders, keeping everyone motivated and satisfied.

Some specific character traits that make the best product managers are

• empathy—to understand customers and team members better;
• self-awareness—to stay objective and avoid involving their own interests in business;
• self-management—to be disciplined and organized and organize others; and
• stress tolerance—to manage emotions and stay calm under constant pressure.

Besides all that, a product manager is expected to have a strong “intelligence and problem-solving ability,” as noted in a classic essay by Ken Norton, How to Hire a Product Manager . He emphasizes that he would prefer a “wickedly smart, inexperienced PM over one of average intellect and years of experience.” He also mentions technical skills, strong intuition and creativity, leadership skills, and the ability to channel multiple points of view as the most important characteristics.

Product management certification

If you feel you have the necessary skill set to become a product manager but lack theoretical knowledge or just want to add more value to your resume, you can take a product management course. This will help you get in-depth industry comprehension and develop your expertise.

Industry-recognized product management certifications can be obtained from AIPMM , Product HQ , Product School , Pragmatic Institute , or other renowned institutions.

Mitigating failure with strategic product management

According to Nielsen statistics , each year, over 30,000 new products are launched, and 85 percent of them fail. While there are many reasons for this, one of the most significant is that too many products are not thoroughly prepared for the market. Neglecting one aspect of product development and focusing excessively on the other usually leads to financial losses. Proper product management makes it possible to evade such consequences and increase the chances of the product succeeding in the market.

• Integrations
• Learning Center
• The Ultimate Guide to Product Management Prioritization Frameworks
• Table of Contents

What’s prioritized for version 1.0 of the product?

How to balance feedback with real product needs.

• 37 Frameworks to Help You Become a Better Product Manager

How to choose which prioritization framework to use

• How to deal with backlogs during prioritization

How does keeping score simplify roadmapping?

• How to develop goal-oriented prioritization processes
• Download Book

Deciding what to build (or what to build next) is one of the most critical parts of a product manager’s job. You only get so many chances to make an impact. So it’s vital to choose wisely and make the most of your window of opportunity. 

There are many factors to consider when setting priorities for your product. But first and foremost, you must prioritize solving real customer problems . All too often, organizations don’t stick to this central tenet of product development—possibly because you’re prioritizing innovation above value. We all want others to see us as cutting-edge trailblazers, but that’s not always what the market is clamoring for. 

Narrowing down what’s required for the initial version of a product can be tricky. Since there’s no track record to look back at or current users to talk to , there’s plenty of room for opinions to dominate whatever data you have.

Do you try to wow people with something snazzy? Do you pack it with features so it can appeal to a broader audience? Or do you make sure it does one thing well?

So apply a laser-like focus on doing one thing well, then use your roadmap to show how you’ll build on it in the future. It appeases those who think you’re “missing” things if they’re not in the MVP while showing a nascent product vision that can be fleshed out based on the initial product’s reception.

Input from customers, partners, stakeholders, and advisors is a gift. It offers product managers insight into what people value, what they dislike, and what they want. But all of it needs to be taken with a grain of salt.

Imagine asking a toddler what they want. Is that the same thing as what they need? Of course not. Similarly, customers don’t always know how to express exactly what they want.

Customers have problems, and they’re quick to tell you the solution to their problem. But they’re only seeing things from a limited perspective and bring their baggage, preferences, and small sample size of experiences to the table. Since products ideally have lots of customers, products need to create solutions that serve the needs of lots of people. That’s why a reactive approach to prioritization is the wrong way to pick things.

It’s not that feedback offers no value, but it should be informative rather than prescriptive . Prioritization should be rooted in taking proactive action to execute the product strategy . If you’re always reacting to everything that comes across your desk, it leads to a scattershot approach of putting out fires. It prevents you from advancing the product toward the agreed-upon vision. Tune into our webinar below to learn more about supercharging your product roadmap with customer feedback. 

As a product manager (PM), how do you decide what to work on next? How do you determine if an initiative is worth pursuing in the first place? In most cases, nobody is going to hand you a written plan guiding you step-by-step to complete your initiative. That’s why you have to learn to prioritize your work, optimize your cross-functional team’s workflows, and know-how to quickly assess whether or not an initiative is worth your company’s time and budget.

We’ve compiled dozens of proven product management frameworks to help you do just that.

Prioritization Frameworks

1. value vs. complexity.

The value vs. complexity framework gives product teams an objective way to determine which initiatives (features, bug fixes, etc.) to prioritize on the roadmap. The team then scores each action according to how much value it will bring to the product and its level of difficulty to implement.

The value vs. complexity framework is built on a prioritization matrix, like the one shown here.

2. Benefit vs. Cost (Weighted Scoring)

Product managers use the weighted scoring prioritization framework to rank initiatives according to common cost-vs.-benefit criteria. The team creates scores for each criterion: “increase revenue” under benefits, for example, and “implementation effort” under costs. The team can generate higher overall scores for those criteria it deems more significant than others.

The screenshot here shows an example of a team using six scoring criteria—three benefits, three costs—on which to rank the relative strategic value of seven competing product initiatives.

4. Buy-a-Feature

The buy-a-feature prioritization framework gives organizations a fun way to prioritize work on products or other initiatives. The model works by creating prices for each competing action on your list, giving a group of participants a hypothetical sum of money to spend, and asking them to buy those features they’d most like to see built.

5. Opportunity Scoring

Opportunity scoring helps product teams determine which features their customers deem essential to the product but also find disappointing. Teams ask customers to rank the importance of several product features and then rate how happy they are with each feature. Features scoring high in importance but low in satisfaction represent the opportunity to realize a strong return on investment for the development work needed to improve them.

6. Affinity Grouping

The affinity grouping is designed as an informal and collaborative framework for prioritization. Each participant comes up with ideas to improve the product and places them on note cards or a whiteboard. Participants will then organize these opportunities into significant themes—the affinity groups—and vote on how to prioritize each of the possibilities under each group.

7. Story Mapping

The story mapping framework gives product managers a visual and holistic sense of how each user story contributes to the overall product experience. The team uses a large board, or a wall, to create a visual walkthrough of the user’s interaction with the product, first identifying the significant steps involved and then adding individual stories beneath them. When the map is complete, the team has a logical view of the user experience and can then determine which stories are a high priority and which are low.

8. Eisenhower Matrix

The Eisenhower Matrix can help teams improve their prioritization, productivity, and decision making. Named after a method used by President Dwight Eisenhower, this framework involves drawing four squares, two on top of the other. You’ll label the x-axis Urgent and Not Urgent, and for the y-axis, you’ll use Important and Not Important. This framework gives you four possibilities: from Important and Urgent, to Unimportant and Not Urgent. Once you’ve placed the initiatives on your list into one of these four boxes, you’ll know which to work on first—those in the upper-left quadrant, Important and Urgent.

9. ICE Scoring

Using the ICE scoring model , product managers can quickly weigh competing initiatives by assigning each a score based on three criteria: impact, confidence, and ease. ICE scoring is designed to help product teams promptly decide which projects to take on so they can start work as soon as possible. But it is not as rigorous as other frameworks, such as weighted scoring.

10. Impact Mapping

Using the impact mapping prioritization framework , product managers focus first on their high-level strategic goals. The PM then works outward from there, determining the relevant actors who will be involved (including the users themselves), how each actor can contribute to the goal, and what the final output will be when you’ve succeeded.

11. MoSCoW Analysis

The MoSCoW prioritization framework helps teams manage requirements and is commonly used to help stakeholders understand the importance of initiatives in a specific release. Group initiatives into four categories, which make up the acronym: M represents the “must-have” items; S is the “should-haves;” C is the “could-haves” (or nice-to-have initiatives), and W represents the “will not have” items deemed low priority.

12. RICE Scoring

The RICE scoring framework helps product teams prioritize items on a product roadmap by scoring them according to four criteria: reach, impact, confidence, and effort. When the team combines its total scores for all initiatives across all four criteria, each initiative will have a single score to weigh its relative value to the product and the organization.

Agile Product Management Frameworks

13. crystal agile framework.

A direct outgrowth of the Agile Manifesto for software development, the Crystal Agile Framewor k method is a human-centered agile framework. That is, it is designed to give teams the freedom to develop and improve their workflows. Although this framework allows each team to find the right methodology to fit its needs and circumstances, it can also lead to confusion and even scope creep.

14. Disciplined Agile

Disciplined Agile (DA) is similar to the Crystal method in that it allows individuals and teams to find their preferred workflow methods. But it does offer some lightweight guidance for how these teams should work, pulling best practices from other methodologies such as Scrum and Kanban.

15. Dual-Track Agile

With the dual-track agile approach , a cross-functional team breaks its work into two categories: discovery and delivery. The discovery track focuses on quickly generating validated product ideas. Delivery focuses on turning those ideas into market-ready products.

16. Dynamic Systems Development Method (DSDM)

The dynamic systems development method (DSDM) evaluates how a project’s lifecycle—from conception to completion—will impact the business. The framework evaluates each project according to four criteria: feasibility and business study, functional model and prototype iteration, design and build iteration, and implementation. The DSDM model states that “any project must be aligned to clearly defined strategic goals and focus upon early delivery of real benefits to the business.”

17. eXtreme Programming

One of the most popular agile frameworks, eXtreme programming , is designed to help software companies deal effectively with dynamically changing requirements. It can also help companies deliver successful products to users with regularly changing needs or who cannot effectively articulate what they want. This framework uses a small development team and leverages automated unit and functional tests. When using eXtreme programming, it is crucial to keep in mind that the framework requires developers to work closely with managers and customers.

18. Feature-Driven Development (FDD)

Feature-driven development is an agile framework used primarily by large companies because it is a top-down decision-making framework that requires a hierarchy of personnel. The FDD model organizes the team’s work around making progress on features, which in the context of this framework could also include user stories.

19. Lean Software Development

Originally called the Toyota Production System (for the company that originated the framework), Lean Software Development model focuses on eliminating from development everything but what the product needs. It is also sometimes called the Minimum Viable Product (MVP) strategy, because the team’s goal is to deliver a bare-bones product to its users, then use their feedback to improve the offering.

20. Rapid Application Development

The Rapid Application Development (RAD ) agile framework is used to rapidly generate prototype versions of software products and release them to the market for feedback. The team then uses this feedback to improve the product, release the new version, and continue the cycle. The RAD framework consists of the following stages: requirements planning, user design, rapid construction, and cutover.

21. Scaled Agile Framework (SAFe)

UX/Design Frameworks

It’s also helpful to know how your UX and design teams use frameworks to prioritize.

22. Design Thinking

Design thinking is a framework to help inspire innovation by viewing everything from the user’s point of view. IDEO, the company often credited with creating this framework, says design thinking is a human-centered approach to building products .

23. CIRCLES

The CIRCLES Method is a product design framework based on following a specific path and answering the right questions to fully understand what you need to design and why. The stages of the process form the acronym. C omprehend the situation. I dentify the customer. R eport the customer’s needs. C ut through prioritization. L ist solutions. E valuate trade-offs. S ummarize your recommendation.

24. The User Is Drunk

In UX and web design, this framework asks a simple question. Is your site or app easy and intuitive enough that even a drunk person could use it?

25. KEY Design Process

As UXPlanet explains, the KEY design process is a two-part strategy to help designers manage their work. The two parts are the opportunity segment and the solution segment. The object of this adaptable guideline is to give designers an ongoing reminder to consider the context, understand users, and validate their theories before moving on to development.

26. Kennedy Principle

This design principle takes its name from the most famous line in President John F. Kennedy’s 1961 inaugural address: “Ask not what your country can do for you—ask what you can do for your country.” The Kennedy design principle is to ask not what your user can do for you but what you can do for your user. The idea is, your user has a finite amount of time and patience, so do not waste any of either by making them perform tasks your app could automate for them. One example would be designing a form that asks first for the user’s US ZIP code, and then in a separate field asks them to input their state of residence. Your code should perform that second task for the user.

More Product Management Frameworks

DACI is a decision-making framework named for the four roles it covers. There is the driver (who drives the decision), the approver (who makes the decision), contributors (who help with the project), and the informed (the people whose work could be impacted by the project).

28. GIST Planning

A product-planning framework, GIST is designed to help reduce management overhead, speed development, and deliver successful products. The name stands for the key pillars of the approach: goals, ideas, step-projects, and tasks.

29. Jobs to Be Done (JTBD)

Like design thinking, the jobs to be done framework is designed to change the team’s focus from the product to the customer. This approach helps a product team learn what its customers want to do when they buy a product or service, so the company can focus its development on satisfying those needs.

30. Quality Function Deployment

Quality Function Deployment (QFD ) is a popularized 50-year-old methodology for product development and production. Build the approach around listening to customers and incorporating their voice into the team’s plans. The QFD framework translates customers’ desires, needs, and expectations into technical requirements for the product’s development. The idea is to take the customer’s voice into every stage of production throughout the product’s lifecycle.

31. SWOT Analysis

SWOT analysis is a planning and decision-making framework that a company can use to determine whether or not to begin any strategic initiative—building a new product, for example, or entering a new market. The method works by breaking down any initiative into its strengths, weaknesses, opportunities, and threats. The team then evaluates the project’s value and risk-based on each of these criteria before deciding whether or not to move forward.

The SWOT matrix is a simple, two-by-two grid like the one shown here. It should include boxes labeled strengths, weaknesses, opportunities, and threats.

32. Classical Economics

Classical economics is the school made famous by thinkers such as Adam Smith, who argued for free markets and believed rational actors working in their interests would create increased levels of prosperity for everyone. When you take a classical-economics approach to product management, you apply these broad, macroeconomic principles to your market. You assume your customers will behave rationally and make reasoned decisions when it comes to choosing which products to buy.

33. Behavioral Economics

The behavioral-economics framework in product management takes a different view of your user base. This view is the approach that argues for appealing to people’s emotions—using pricing strategies such as anchoring to enable you to charge more for your offering. Contrary to the classical-economics framework, this approach views people not as rational actors but as emotion-driven actors.

34. HEART Framework

Google created the HEART framework to bring quantitative metrics to the “touchy-feely” world of UX. This flexible methodology allows designers to quantify either specific features or the entire user experience according to five metrics. Those are happiness, engagement, adoption, retention, and task success.

The genesis of this framework was the typical UX team’s inability to turn all the available data into actionable intelligence. Using HEART, they could define measurable user experience goals and bring the data-driven decision making to an area of product development that typically doesn’t rely on measurables to drive their designs.

But there’s no reason to limit HEART to UX— p roduct managers can apply the same principles to every aspect of their product . It’s a nice deep-dive into customer delight and satisfaction that many of the other frameworks only cover cursorily. 

Explicitly designed for startups, AARRR is a five-step framework to help young businesses grow. Developed by venture capitalist Dave McClure, the acronym forms those five key metrics McClure believes every startup should focus on. They are acquisition, activation (referring to the user’s first product experience), retention, referral, and revenue.

36. The 4 Ds (Do’s, Defer, Delegate, Dump)

The 4 Ds is a time-management framework. It describes the four options you have when confronted with any task or obligation. Those options are to do the thing right away, defer it until later, delegate it to someone else, or dump the task altogether.

37. Working Backward (the Amazon Method)

With dozens of options available, selecting a product prioritization framework may seem overwhelming. There is certainly a lot to consider.

Best of all, with so much to choose from, you can sample a few candidates before making one part of your regular playbook.

Over time the product backlog can become an unmanageable mess, transformed from a useful, well-organized repository of ideas into a chaotic storage bin. Ensuring your backlog retains actual value requires prioritization .

Backlogs are not supposed to be the dark closet where we toss ideas we don’t feel like dealing with at the moment. It’s not supposed to be the junkyard of annoying sales requests, way too specific customer asks, and ignored technical debt.

When managed well, the backlog should be an orderly queue of inspiration. By prioritizing the items kept there, it can serve that purpose. But doing so requires some discipline and some hard choices.

If something will never be built, it doesn’t belong in the backlog… it belongs in the trash. If it’s important enough, evaluate it in the future and treat it accordingly.

All backlog items also shouldn’t be thought of equally. Items that are up for consideration for imminent releases should be categorized separately from the nice-to-haves that won’t see the light of day for months or years. Moreover, by keeping your backlog mean and lean, regular reviews of its contents won’t become so burdensome.

Many of the prioritization frameworks previously discussed emphasize scoring. These numbers are not only helpful when deciding what to prioritize, but they can also speed up the creation of product roadmaps .

When scoring individual items, you now have a quantifiable value for each item on multiple vectors. Illustrate these in a matrix format instead of merely force-ranking everything based on overall priority. With this information, you can not only be sure that your roadmap contains high-priority items but that there’s also some balance.

For example, if the top three prioritized items are all driving revenue but not doing much to improve customer delight, then it might not make sense to do all three of them first. Instead, you want to balance out a high-priority feature that brings in cash by also adding a feature that will make customers happy.

If your organization has defined objectives and key results (OKRs) for itself or your product, they can also be leveraged during the prioritization process . This popular framework has spread from Google to organizations in many industries, who love the focus on the bottom line.

Each objective is already essentially an epic or a roadmap theme . It’s a concise statement about what the product should achieve. Put it in a roadmap context, and then directly tie each user story or development item to a measurable key result that the organization has prioritized.

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Six product prioritization frameworks and how to pick the right one

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Prioritization is crucial during the product development process because it’s impossible to execute every idea in any given sprint. This makes it important to choose the concepts that will have the most impact on the business and customers.

A prioritization framework simplifies a product team’s decision-making process when choosing which opportunities to pursue. This guide examines six prioritization frameworks and explains how to select one that will help a product manager make better, more informed decisions. This, in turn, will make product roadmaps stronger.

What is a prioritization framework?

A product prioritization framework is a methodology that helps teams weigh their opportunities against various constraints, such as business goals, customer value, product requirements , and available resources. It provides a set of consistent principles and strategies that help teams decide what to work on next. 

By removing guesswork from the product management decision-making process, a product manager can make informed decisions instead of instinctive ones. Prioritized decisions balance customer needs with long-term business objectives.

Why are prioritization frameworks important?

Prioritization frameworks are an effective tool for product managers. They help align teams and resources during the product development process. Some benefits include: 

• Better resource management : Using a framework helps determine the best use of available resources. 
• Alignment with stakeholders : Prioritization ensures that roadmapping stays true to business goals and objectives.

Enhanced customer value : Frameworks keep the team focused on tasks that satisfy customer needs.

Common product prioritization frameworks

Out of dozens of frameworks available, here are six of the most popular options, along with the advantages and disadvantages of each. All of these frameworks have their merits, but the one you use should depend on your team and project needs. Let’s dive in.

RICE framework

Reach, impact, confidence, and effort (RICE) are the four factors used to evaluate a product idea: 

• Reach : Identify the number of people or events over time, such as transactions per quarter or conversions per month.
• Impact : Determine whether an idea achieves business goals or meets customer needs. 
• Confidence : Measure the team’s confidence level in executing ideas with a percentage scale of high (100%), medium (80%), and low (50%).

Effort : Calculate the time it will take the team to execute the idea.

R each x I mpact x C onfidence

You can use the RICE method in Jira Product Discovery , a prioritization and roadmapping tool for your product team. As a project manager, you’ll be able to assess the impact of your projects with ease.

Pros of the RICE framework

The RICE framework enables product managers to gauge whether items are feasible. Data gathered from this calculation helps justify decisions to stakeholders.

Drawbacks of the RICE framework

RICE can be time-consuming and cumbersome to apply, particularly if multiple items require data and validation from multiple sources. Methods for determining each evaluation factor can change, making this method subjective, inconsistent, and potentially misleading. 

The Kano Model is a customer satisfaction-based prioritization framework. Researcher Noraki Kano developed the model to help product managers prioritize features and updates based on customer needs. It has three parts:  

• Basic features : Customers expect these essential functions in your product’s performance, such as the ability to share a post on a social network. 
• Performance features : These features increase customer satisfaction and make your product more enjoyable to use, like faster load times.

Delighters : Unexpected features make customers happy. Examples of delighters include whimsical in-app messaging or the ability to use GIFs in posts.

Pros of the Kano model

The Kano model prevents a team from building features that won’t appeal to customers. It also identifies areas where the product may need improvement. Increased customer engagement and satisfaction is the most significant advantage of this method because it puts customer needs first.

Drawbacks of the Kano model

The model is highly quantitative and potentially time-consuming, requiring heavy data research and analysis. It can also be a very manual process with the use of surveys. Tools such as Jira Product Discovery can help you aggregate, process, and manage the required data.

MoSCoW method

The MosCow Method is a four-step process for prioritizing product requirements around their return on investment (ROI). It stands for “must haves,” “should haves,” “could haves,” and “will not haves.” Apply this method company-wide to help frame discussions around what will increase revenue.

Here’s a breakdown of the model: 

• Must Have (M) : These are the requirements needed for the project's success.
• Should Have (S) : These are important requirements for the project but not necessary.
• Could Have (C ) :  These requirements are “nice to have.” But don’t have as much impact as the others. 

Will Not Have (W): These requirements aren’t a priority for the project .

Pros of the MoSCoW method

MoSCoW is easy to implement and practice. Project managers can use it to help resolve disputes with stakeholders. This method also ensures that the team builds a minimum viable product (MVP). It can help you prioritize your product roadmap as well (start with this product roadmap template ). 

Drawbacks of the MoSCoW method

The lack of clarity in the “will not have” requirements is a flaw in the method, especially around whether they should be part of the backlog. Criteria for a “must have” or a “should have” can also be hard to determine. If there is no consensus among stakeholders, then prioritization becomes ineffective and subjective.

Value vs. effect

Value vs. effect, or the value vs. effort matrix, prioritizes features based on their probable value and the effort necessary to implement them. A 2x2 matrix, measuring value on one axis and effort on the other, helps with the decision-making process. 

To determine value, consider how it affects users and impacts the bottom line. Effort is the complexity of implementation. Jira Product Discovery keeps track of customer pain points and product ideas, which the team can use to create a value vs. effort matrix. You can use effort ratings to determine how much labor an idea requires. 

You can use a prioritization matrix where the vertical axis measures value (low to high). The horizontal axis measures effort (low to high). It’s then divided into four quadrants: 

• Do first (upper right quadrant) : This is high value, low effort, and a guaranteed quick win. 
• Do second (upper left quadrant) : High value, high effort. 
• Do last (lower right quadrant) : This is low value, low effort. It’s best to wait until the value increases before tackling this. 

Avoid (lower left quadrant) : Low value, high effort. It’s not worth your team’s time.

Pros of the value vs. effect framework

This framework involves no complicated calculations, which makes decisions easier. The framework is clear and lets the team focus on customer value tasks. Because it’s visual, the team can quickly see which tasks bring high value for the lowest effort.

Drawbacks of the value vs. effect framework

Values can be imprecise with this method, which primarily uses instinct. The same goes for estimates, where a team might think they have more resources than they do. Another drawback is effort-sizing, which will vary from team to team. That makes planning more difficult with cross-functional teams that have different resources.

Opportunity scoring

Opportunity scoring identifies features that are important to customers but underperform. Customers rate both a feature's importance and their satisfaction.

Use the opportunity algorithm to calculate the score on a five or ten-point scale. This equation goes beyond normal gap analysis , giving twice as much weight to importance scores as satisfaction scores.

Here’s the weighted equation: 

Importance + Max (Importance - Satisfaction, 0) = Opportunity 

Here is the opportunity algorithm formula, where customers use a 1-to-10 to quantify the importance and satisfaction of an outcome:  

Importance + (Importance - Satisfaction) = Opportunity 

Features with high importance but low satisfaction are an opportunity for improvement. Opportunity scoring is great for backlog grooming , which you can do in Jira Software . Bonus : Jira Software has native integration with Jira Product Discovery, so everyone can work within the same platform throughout the entire process.

Pros of the opportunity scoring framework

The ROI outweighs the development costs. This allows a project manager to identify accessible opportunities regarding customer satisfaction, helping teams be more strategic with resource allocation.

Drawbacks of the opportunity scoring framework

Scoring models aren’t perfect. They don’t always work for every situation because they only provide a limited view of each idea’s scope. Scoring can be rigid, especially when quantifying an abstract concept. But mostly, scoring can't forecast how the market will respond to any changes in the product.

Cost of delay

Cost of delay is another calculation that prioritizes projects based on their economic value. This method determines the ongoing costs that result from postponing items on the backlog. 

To calculate: 

• Estimate a new project’s ROI in revenue per unit of time (monthly recurring revenue, for example).
• Estimate the time it will take to implement the project.

Divide the profit number by the time estimate.

The final number is the cost to the company for not pursuing the project. 

Pros of the cost of delay approach

Using the cost of delay method results in more accurate value and cost estimates. This is because it doesn’t focus on negative reasons for postponement. Knowing what has better ROI also eases the burden of resource allocation.

Drawbacks of the cost of delay approach

If a project manager underestimates the project size, the calculations could be inaccurate. Estimated time requirements may be incorrect as well.

How to choose the right prioritization framework

Choosing the proper prioritization framework for a team depends on several factors. Consider the project’s goals, the complexity of the product, the team’s expertise, and the available data. 

For instance, if the project aims to improve customer satisfaction, opportunity scoring may work well. But if the team is relatively new and still building their skills, value vs. effort might be a better choice.

Use Jira Product Discovery for effective product prioritization

Whatever framework you choose, Jira Product Discovery can help with project prioritization and presenting project roadmaps . It can help you gather and organize your product ideas, opportunities, features, and solutions in one centralized tool. There’s even a product roadmap template and product requirements template to get you started.  

With Jira Product Discovery, you’ll bring structure to your product management. And that’ll keep your team and stakeholders aligned on strategic goals. You can also seamlessly connect your ideas to epics in Jira Software , which makes it easier to provide project context and visibility from discovery to delivery.

Prioritization framework: Frequently asked questions

What are the steps involved in using a prioritization framework.

Prioritization frameworks help you and your team determine what to work on next. To do that, you need to follow a few general steps: 

• Identify tasks : Identify and prioritize tasks based on a few criteria, such as customer value and business needs. 
• Define criteria : These criteria will help you determine which tasks are feasible to pursue. 
• Assign scores : Scoring uncovers features that are underperforming but necessary for customers. 

Rank items : Ranking lets you order tasks based on urgency and highest impact. 

All these make it easier to decide which tasks your team should tackle.

How often should you review your prioritization framework?

Your team should review its priorities regularly. The cadence of that review depends on your team’s needs. You should also re-evaluate your prioritization framework if business objectives change. A different framework might work better than the one you’ve been using.

Can a prioritization framework improve team collaboration?

Prioritization frameworks are great to get everyone on the same page. You and your team can work with stakeholders to clarify goals. You can also use prioritization frameworks to make more informed decisions on which tasks to prioritize.

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Product Prioritization Frameworks

What is prioritization in product management.

Prioritization in product management is the disciplined process of evaluating the relative importance of work, ideas, and requests to eliminate wasteful practices and deliver customer value in the quickest possible way, given a variety of constraints.

The reality of building products is that you can never get everything done — priorities shift, resources are reallocated, funding is scarce. As product managers, it’s our job to make sure we’re working on the most important things first. We need to ruthlessly prioritize features before we run out of resources.

“Opportunity cost is when you never get the chance to do something important because you chose to work on something else instead.” — Product Roadmaps Relaunched by C. Todd Lombardo, Bruce McCarthy, Evan Ryan, Michael Connors

An effective product prioritization process garners support from stakeholders, inspires a vision in your team, and minimizes the risk of working on something that nobody wants.

What are product prioritization frameworks?

In a 2016 survey conducted by Mind the Product, 47 product managers named the most significant challenge they face at work. While this data sample is too small to make this a statistically significant report, the results will sound painfully familiar to you if you are a product manager.

The biggest challenge for product managers is: Prioritizing the roadmap without market research.

A staggering 49% of respondents indicated that they don’t know how to prioritize new features and products without valuable customer feedback. In other words, product managers are not sure if they’re working on the right thing .

Due to the lack of customer data, we often fall into the pitfall of prioritizing based on gut reactions, feature popularity, support requests or even worse—going into an uphill feature parity battle with our competitors.

Luckily for us, there is a more scientific way to prioritize our work. 

Product prioritization frameworks are a set of principles; a strategy to help us decide what to work on next. 

The right prioritization framework will help you answer questions such as:

• Are we working on the highest business value item?
• Are we delivering the necessary value to customers?
• Does our work contribute to the broader business objectives?
• Can we get this product to the market?

In this post, we’re going to introduce you to seven of the most popular prioritization frameworks. 

Value vs. Complexity Quadrant 

The Kano Model

Weighted scoring prioritization, the rice framework, ice scoring model, the moscow method.

Opportunity Scoring

Value vs. Complexity Quadrant

A value vs. Complexity Quadrant is a prioritization instrument in the form of a matrix. It is a simple 2 x 2 grid with “Value” plotted against “Complexity.”

To make this framework work, the team has to quantify the value and complexity of each feature, update, fix, or another product initiative.

• Value is the benefit your customers and your business get out of the feature. Is the feature going to alleviate any customers’ pains, improve their day-to-day workflow, and help them achieve the desired outcome? Also, is the feature going to have a positive impact on the bottom line of your business? 
• Complexity (or Effort) is what it takes for your organization to deliver this feature. It’s not enough that we create a feature that our customers love. The feature or product must also work for our business. Can you afford the cost of building and provisioning the feature? Operational costs, development time, skills, training, technology, and infrastructure costs are just some of the categories that you have to think about when estimating complexity.

If you can get more value with fewer efforts, that’s a feature you should prioritize.

Value/Complexity = Priority 

When aligned together, the criteria makes up several groups (or quadrants) that objectively show which set of features to build first, which to do next, and which to not do at all.

The quadrants created by this matrix are: 

• Quick Wins (upper-left). Due to their high value and low complexity, these features are the low-hanging-fruit opportunities in our business that we must execute with top priority.
• Major Projects, Big Bets, or Potential Features (upper-right). The initiatives that fall into this block are the big project releases that we know are valuable but are too risky to take on because of the resources and costs involved with them.
• Fill-Ins or Maybes (lower-left). In this quadrant are usually positioned the “nice to have” features. Things like small improvements to the interface and one day, maybe ideas.
• Time Sink Features (lower-right). Time sinks are the initiatives that we never want our team to be working on.

The Value vs. Complexity Quadrant is an excellent framework to use for teams working on new products. Due to its simplicity, this framework is helpful if you need to make objective decisions fast. Also, if your team lacks resources, the Value vs. Complexity Quadrant is an easy way to identify low-hanging-fruit opportunities.

The drawback of the Value vs. Complexity diagram is that it can get quite busy if you’re working on a super mature product with a long list of features.

In Productboard, the Prioritization matrix is an interactive visualization that helps you prioritize features within an objective by visualizing each feature’s value and effort. Just drag and drop features vertically to indicate their value to an objective, and horizontally to indicate estimated effort.

Developed by Japanese professor Noriako Kano and his team in 1984, the Kano model is a set of guidelines and techniques used to categorize and prioritize customer needs, guide product development and improve customer satisfaction.

The idea behind the Kano model is that Customer Satisfaction depends on the level of Functionality that a feature provides (how well a feature is implemented).

The model contains two dimensions:

Satisfaction, also seen as Delight or Excitement (Y-axis) that goes from Total Satisfaction ( Delighted or Excited ) to Total Dissatisfaction ( Frustrated or Disgusted ).

Functionality, also seen as Achievement , Investment , Sophistication or Implementation (X-axis) that shows how well we’ve executed a given feature. It goes from Didn’t Do It at All ( None or Done Poorly ) to Did It Very Well .

Kano classifies features into four broad categories depending on the customer’s expectations (or needs):

• Expected (Must-Be or Basic) . Some product features are simply expected. For example, being able to import your contacts into a CRM system. You must include these in your product requirements.
• Normal (or Performance) . The more of these features we build, the more satisfied customers we get. Choose the right set of performance features to create an attractive product.
• Exciting (or Attractive) . Some unspoken features, when presented, could create a delightful customer experience. Pick a few of these from your customer feedback and implement them for competitive differentiation.
• Indifferent . The presence or absence of some features doesn’t impact the customer value in any way.

Let’s take a restaurant business, for example:

• An Expected (or Basic) need is that the restaurant is clean and delivers the food on time. Without this, customers would be dissatisfied.
• A Normal (or Performance) requirement is that the food in the restaurant is tasty.
• An Exciting (or Attractive) requirement is that the restaurant offers an extra free meal with your order.
• An Indifferent need is that the restaurant is using a proprietary POS terminal.

The Kano model is useful when you’re prioritizing product features based on the customer’s perception of value:

Perception is the key word here. If the customer lives in an arid climate, rain-sensing wipers may seem unimportant to them, and there will be no delight. Using the Kano model (or any other model incorporating customer value) requires you to know your customer well. — Product Roadmaps Relaunched by C. Todd Lombardo, Bruce McCarthy, Evan Ryan, Michael Connors

To determine what’s your customers’ perception of your product, you must ask them a set of questions for each of the features they use:

• If you had (feature), how do you feel?
• If you didn’t have (feature), how do you feel?

Users are asked to answer with one of five options:

• I expect it
• I’m neutral
• I can tolerate it
• I dislike it

An example Kano questionnaire:

Then, we collect the functional and dysfunctional answers in what is called an evaluation table. 

To learn more about categorizing features in the evaluation table, you can check Daniel Zacarias’ post on the topic.

Weighted Scoring Prioritization is another framework that helps you decide what to put on your product roadmap.

The prioritization score is a weighted aggregation of drivers that are used to quantify the importance of a feature. It is calculated using a weighted average of each feature’s score across all drivers, which can serve to represent any prioritization criteria you’d like.

The weight given to each driver (out of a total of 100%) determines the driver’s relative contribution to the final score.

You can use a simple spreadsheet to create a scorecard or a robust product management system like Productboard  to visualize and automate the scoring process.

Here’s how to use the Weighted Scoring Prioritization framework:

• Start with a clear strategic overview of your next product release.
• Compile a list of product features that are related to that release. You don’t want to score every single feature in your backlog. Identify and group only the most relevant features for that release theme.
• Define the scoring criteria and assign weights to each driver. Come up with a list of drivers (or parameters) and decide their importance by giving each driver a specific weight from 0% (smallest contribution to the overall score) to 100% (biggest contribution to the score). Make sure all of the stakeholders agree on each criterion.
• Go through each feature and assign a score from 1 to 100 for each driver. The higher the score, the higher the impact that that feature has on that driver.

Here’s an example scorecard:

Each feature’s score is multiplied by the driver’s weight, then added to the total Priority score. For example: 90*20% + 90*10% + 50*30% + 20*40% = 50 Total Priority.

productboard makes the weighted scoring process intuitive by providing you with a visual interface to define the drivers’ weights. You can also filter features based on their prioritization score.

Weighting drivers in Productboard

Scoring features in Productboard

The RICE framework is a straightforward scoring system developed by the brilliant product management team at Intercom.

RICE stands for the four factors that Intercom uses to evaluate product ideas.

• Confidence 

How many people will be affected by that feature in a given time? For example, “users per month” or “conversions per quarter.”

Example: 1000 of our user base open this page every month, and from that, 20% of people select this feature. The total Reach is going to be 200 people.

Intercom scores the impact of a specific feature on an individual person level on a scale from 0.5 to 3.

• 3 – massive impact
• 2 – high 
• 1 – medium
• 0.5 – low impact

As we previously mentioned in this guide, the number one problem for product managers is prioritizing features without customer feedback. The Confidence score in the RICE method takes into account this problem and allows you to score features based on your research data (or lack of it).

Confidence is a percentage value:

• 100% – high confidence in your data
• 80% – medium confidence in your data
• 50% – low confidence in your data or lack of data

Example: “I have data to support the reach and effort, but I’m unsure about the impact. This project gets an 80% confidence score.”

Effort is the total amount of time a feature will require from all team members. Effort is a negative factor, and it is measured in “person-months.”

Example: This feature will take 1 week of planning, 4 weeks of design, 3 weeks of front-end development, and 4 weeks of back-end development. This feature gets an effort score of 3 person-months.

Once you have all of the four factors scored, you use the following formula to calculate the RICE score for each feature:

Intercom has made our life easier by providing a spreadsheet that we can use to calculate the RICE score automatically. You want to work on the features with the highest RICE score first!

If you’re looking for a speedy prioritization framework, look no further because the ICE Scoring Model is even more straightforward than the RICE framework.

In the words of Anuj Adhiya, author of “Growth Hacking for Dummies”: think of the ICE scoring model as a minimum viable prioritization framework. 

It’s an excellent starting point if you’re just getting into the habit of prioritizing product initiatives, but it lacks the data-informed objectivity of the rest of the frameworks in this guide.

The model was popularized by Sean Ellis, the person credited for coining the term “growth hacking.” It was initially used to score and prioritize growth experiments but later became popular among the product management community.

ICE is an acronym for:

• Impact – how impactful do we expect this initiative to be?
• Confidence – how confident we are that this initiative will prove our hypothesis and deliver the desired results? 
• Ease – how easy is this initiative to build and implement? What are the costs of the resources that are going to be needed?

Each of these factors is scored from 1–10, and the total average number is the ICE score.

You can use this simple spreadsheet built by a member of the Growth Hackers community to calculate your ICE scores.

One of the issues with that model is that different people could score the same feature differently based on their own perceptions of impact, confidence, and ease. The reality is that the goal of the ICE model is to provide you with a system for relative prioritization, not a rigorous data-informed calculator.

“The point is that the “good enough” characteristic of the ICE score works well BECAUSE it is paired with the discipline of a growth process.” —Anuj Adhiya, The Practical Advantage Of The ICE Score As A Test Prioritization Framework

To minimize inconsistent product assessments, make sure to define what the ICE rankings mean. What does Impact 5, Confidence 7, Ease 3, and so on, mean for you and your team.

The MoSCoW prioritization framework was developed by Dai Clegg while working at Oracle in 1994 and first used in the Dynamic Systems Development Method (DSDM)—an agile project delivery framework.

The MoSCoW method helps you prioritize product features into four unambiguous buckets typically in conjunction with fixed timeframes.

This quirky acronym stands for:

• Must have (Mo)
• Should have (S)
• Could have (Co)
• Won’t have (W)

Features are prioritized to deliver the most immediate business value early. Product teams are focused on implementing the “Must Have” initiatives before the rest of them. “Should Have” and “Could Have” features are important, but they’re the first to be dropped if resources or deadline pressures occur.

“ Must Have ” features are non-negotiable requirements to launch the product. An easy way to identify a “Must Have” feature is to ask the question, “What happens if this requirement is not met?” If the answer is “cancel the project,” then this needs to be labeled as a “Must Have” feature. Otherwise, move the feature to the “Should Have” or “Could Have” boxes. Think of these features as minimum-to-ship features.

“ Should Have ” features are not vital to launch but are essential for the overall success of the product. “Should Have” initiatives might be as crucial as “Must Haves” but are often not as time-critical.

“ Could Have ” features are desirable, but not as critical as “Should Have” features. They should only be implemented if spare time and budget allow for it. You can separate them from the “Could Have” features by the degree of discomfort that leaving them out would cause to the customer.

“ Won’t Have ” features are items considered “out of scope” and not planned for release into the schedule of the next product delivery. In this box, we classify the least-critical features or tasks with the smallest return on investment and value for the customer.

When you start prioritizing features using the MoSCoW method, classify them as “Won’t Haves” and then justify why they need a higher rank.

People often find pleasure in working on pet ideas that they find fun instead of initiatives with higher impact. The MoSCoW method is a great way to establish strict release criteria and prevent teams from falling into that trap.

The roots of Opportunity Scoring, also known as a gap analysis or opportunity analysis , trace back to the 1990s and the concept of Outcome-Driven Innovation (ODI), popularized by the researcher Anthony Ulwik.

Opportunity scoring is a prioritization framework that evaluates the feature importance and satisfaction for customers. This method allows us to identify features that customers consider essential but are dissatisfied with. 

To use the Opportunity Scoring method, you must conduct a brief survey asking customers to rank each feature from 1 to 10 according to two questions:

• How important is this feature or outcome to you?
• How satisfied are you with the existing solution today?

Then, you use your aggregated numbers in the following formula:

Importance + (Importance – Satisfaction) = Opportunity

The features with the highest importance score and lowest satisfaction will represent your biggest opportunities.

“If 81% of surgeons, for example, rate an outcome very or extremely important, yet only 30% percent rate it very or extremely satisfied, that outcome would be considered underserved. In contrast, if only 30% of those surveyed rate an outcome very or extremely important, and 81% rate it very or extremely satisfied, that outcome would be considered over-served.” —Eric Eskey, Quantify Your Customer’s Unmet Needs

Once you know your most viable opportunities, determine what it takes to connect these gaps. You need to take into consideration any resources required to deliver the improved feature. 

The opportunity scoring formula is an effective way to discover new ways to innovate your product and low-hanging-fruit opportunities to improve satisfaction metrics such as a Net Promoter Score (NPS)

Prioritization frameworks — putting it all together

Here is a relative overview of each framework and how you can decide which one to use that best suits your needs:.

• Choose when : Working on a new product, building an MVP or when development resources are scarce
• Pros: Great for identifying quick wins and low-hanging-fruit opportunities
• Cons: Hard to navigate when there’s an extensive list of features
• Choose when: You need to make better decisions for product improvements and add-ons
• Pros: Prioritizing features based on the customers’ perception of value 
• Cons: It doesn’t take into account complexity or effort; customer surveys can be time-consuming

Weighted Scoring

• Choose when: Weighting a long list of feature drivers and product initiatives
• Pros: Quantifies feature importance and ROI
• Cons: Drivers’ weights can be manipulated to favor political decisions; requires full team alignment on the different drivers and features involved in the scoring process
• Choose when: You need an objective scoring system that has been proved instead of developing one from scratch
• Pros: Quantifies total impact per time worked
• Cons: Its predefined scoring factors don’t allow for customization. May not be the perfect fit for your organization
• Choose when: You’re just starting or need to exercise the discipline of prioritization in your team
• Pros: A simple scoring model that is “good enough” for relative prioritization
• Cons: Subjective; lacks data viability
• Choose when: You need to communicate what needs to be included (or excluded) in a feature release
• Pros: Identities product launch criteria
• Cons: Doesn’t set prioritization between features grouped in the same bucket
• Choose when: Finding innovative ways to improve existing solutions
• Pros: Great for finding gaps in your value delivery; identify features that customers consider important but are dissatisfied with. 
• Cons: Does not work for new products or features due to the lack of customer data and market research

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Productboard is a product management system that enables teams to get the right products to market faster. Built on top of the Product Excellence framework, Productboard serves as the dedicated system of record for product managers and aligns everyone on the right features to build next. Access a free trial of Productboard today .

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