Product glossary
A list of helpful product terms and definitions
A metric that tracks the number of users that are active on a product (website or app) each day. "Active" is for the product manager to define, meaning which action(s) do they need to complete to consider them as an active user.
Product managers who place a key emphasis on data. They focus on developing products that enable their team to leverage data that can enhance a product through the product development process.
A concept that relates to how development backlogs should be groomed. The acronym stands for: Detailed - Enough details that a member of your team can work on the items independently / Emergent - Work is flexible and fluctuates based on the team needs, business needs, and/or customer needs / Estimated - Items with a high level of estimate are broken down into multiple items / Prioritized - When the work for the sprint is completed early then pull the top prioritized item(s) into the sprint
Agreed upon criteria that determines when a project or user story is considered complete.
Agreed upon criteria that determines when a project or user story is considered ready to be considered for an estimation or added to a sprint for work to begin.
Something that needs to occur before other work can be started or completed.
A set of practices, tools, and shared understanding in a company (or team) with the purpose of increasing a company’s ability to quickly deliver software and services to customers.
Distinguishing your product from those of your competitors. This helps determine what gives your product a competitive advantage over your competitors.
Integrating the use of technology into the processes of a business to change how the business operates and delivers value to customers and users.
Also known as thinking outside of the box, this is generating creative ideas beyond conventional or expected ones. The goal is to find innovative ideas to improve a product, process, or service.
Also known as "eating your own dog food", this is when someone uses their own products and/or services. Product managers must dogfood their own products.
When a cross-functional agile team divides its daily activities into two parallel tracks: discovery and development. Discovery involves generating validated ideas which can be added to the development backlog, while development involves building these ideas so that they can be launched for user benefit.
