Avoda Summit

Avoda Wiki

Task Management

Goals

Explore

Pods

Product

Research and development of our greatest features.

These “pod pages” are filled with “filler info”. Please add your own team members and tools. We’ve included Charters to help you build out your Pod

Product Team

Product Team

Curtis Smith

Product

Project Manager

⛰️ Redding, California | 🇺🇸 USA

Andrea Steinke

Product

Product Manager

⛰️ Redding, California | 🇺🇸 USA

⁠

Product Tools

Product Tools

Icon

Name

Description

Link

Team owns

Jira

Engineering and bug tracker.

https://coda.io/packs/jira

Product

Engineering

Figma

Product tracking software

https://coda.io/packs/figma

Product

Github

Code repository

https://coda.io/packs/github

Product

Engineering

No results from filter

⁠

Charter

⁠

https://coda.io/@coda/the-product-team-starter-kit⁠

⁠

Source:

https://www.aha.io/roadmapping/guide/product-management/what-makes-up-the-product-team⁠

⁠

A product team is typically comprised of cross-functional teammates. They are responsible for product management, product marketing, user experience, and product analytics. Product teams may also be tasked with marketing, forecasting, and profit and loss (P&L) responsibilities.

The table below summarizes the roles and responsibilities of each function within a typical product organization: product management, user experience, and product analytics. It also includes product marketing roles and responsibilities. Product managers may do that work if there is no product marketing team at an organization.

Product Functions

Product Functions

Function

Responsibilities

Roles

Product management

Set the product vision and strategy

Plan and deliver releases

Collect and curate new ideas

Define new product features

Director of product management

Group product manager

Product owner

Product manager

Associate product manager

User experience (UX)

Conduct user research

Build user story maps

Create wireframes, mockups, and prototypes

Perform usability testing

Director of user experience

UX manager

Senior UX designer

UX designer

Product designer

Product analytics

Integrate data sources

Research market trends

Understand user journeys

Reveal user behaviors and pain points

Director of product analytics

Analytics manager

Senior product analyst

Product analyst

Business analyst

Product marketing

Research the competitive landscape

Define buyer personas

Create and coordinate launch plans

Craft positioning and messaging

Director of product marketing

Senior product marketing manager

Solutions marketing manager

Portfolio marketing manager

There are no rows in this table

⁠

Organizational structures

There is no one-size-fits-all structure. You can organize your product team around the different products or product lines in your organization, for example. Or you can align around the functional area each team supports — whether that is a product feature or a customer segment.

Consider these questions as you think about the best organizational structure for your product team:

Who are your target customers? How do their needs vary?

Which business goals is your team responsible for achieving?

Are there multiple products or product lines to be managed?

What are the functions of your product team?

What resources will be dedicated to each team?

Some of the most common product organizational structures are included below. Each is focused on a different business need, such as product type or customer segment. Choose a structure that best supports the goals you need to achieve.

By product or product line

Organizing around a product or product line is the most common structure for product teams, especially at larger organizations. Each product has a dedicated product manager who reports directly to the VP of product or chief product officer. In the example below, you see three product lines with an embedded UX designer.

⁠

This structure scales well and gives product managers autonomy over their product or product line so you can deeply focus on customer problems and how to solve them. Within this structure, product managers can make decisions and iterate quickly because they have very clear ownership. This structure can also lead to siloed work — so product managers must be intentional about making time to collaborate with peers outside their area of ownership.

By feature

Organizations with complex products may have teams dedicated to particular product functions or features. In the diagram below, one product manager is responsible for the product's chat features, another is responsible for the email platform, and so forth.

⁠

In this structure, product managers have a discrete area of focus and need visibility into cross-dependencies that exist for the suite of products. A chief product officer helps maintain visibility to create a cohesive whole.

By customer segment

Some organizations structure their product teams around customer segments. This is common when a product serves the needs of different vertical markets — finance, healthcare, manufacturing, etc. — as in the example below.

⁠

Product teams can also be structured around horizontal markets. For example, a sporting goods company that creates products for tennis players and golfers could have product managers specific to each category.

Just as in the other structures above, teams that are structured by customer segment have unique advantages and challenges. Visibility and cross-collaboration are crucial — the focus is delivering a complete product experience that exceeds customer expectations.

Organizational structures

By product or product line

By feature

By customer segment

Want to print your doc?
This is not the way.

Try clicking the ⋯ next to your doc name or using a keyboard shortcut (

CtrlP

) instead.