A Free AI PRD (product requirements document) Template by Miqdad Jaffer - Product Lead, @OpenAI

(1/6)🧵 (2/6) Many implement AI products without a clear, justified business case. And AI-specific considerations are often overlooked.

Miqdad's AI PRD template:

✅ Addresses common problems with AI implementations.
✅ Provides critical guidance.
✅ Can be applied to most AI products.

Thinking about design too late is like lipsticking a pig.
I found a fantastic, free collection of Laws of UX.

They can help product teams:
- Come up with better ideas
- Come up with better hypotheses
- Analyze and understand any usability issues

The top eight: (1/10) 1. Aesthetic-Usability Effect

Users perceive designs that are aesthetically pleasing as more usable.

Product teams should recognize this effect, particularly when testing user prototypes.

(2/10)

The Ultimate ChatGPT Prompts Library for Product Managers I’ve collected over the past year.

Inside 55 proven prompts. Product Discovery:
- Analyze Feature Requests
- Brainstorm Experiments: Existing Product
- Brainstorm Experiments: New Product
- Brainstorm New Ideas: Existing Product
- Brainstorm New Ideas: New Product
- Identify Assumptions: Existing Product
- Identify Assumptions: New Product
- Prioritize Assumptions
- Prioritize Features
- Summarize a Customer Interview

It's disappointing.

9 of 10 product organizations are, at best, mediocre.

Teams are hindered rather than empowered, stakeholders’ opinions and customers’ demands replace strategy, and great PMs are stuck in waterfall.

(1/13) You might feel lost.

But it's not hopeless.

Even in the most challenging environments, we can still build, create, innovate, grow, and, most importantly, survive.

9 tactics to overcome challenges and unleash your full potential:

(2/13)

Value Proposition is an essential term for PMs.

But it's largely misunderstood. And everyone defines it differently.

Here's everything you need to know 🧵

(1/7) First, it doesn't help that the most popular canvas:

- Focuses on multiple products
- Lumps jobs, pains, and gains without explaining their connections
- Doesn't clarify what gain/pain relief each feature addresses
- Doesn’t mention existing alternatives or workarounds

Even though it asks many right questions.

(© Strategyzer AG) (2/7)

OKRs are a simple, incredibly effective approach for setting, monitoring, and achieving your goals.

But they are commonly misunderstood.

How to start?

Six proven tips:

(1/9) 1. Empower your teams

OKRs work only with a culture of empowerment. In companies with a dysfunctional organizational culture, OKRs will become a tool to impose control over employees.

(2/9)

Many teams run post-mortems when something goes wrong.

But what if we could prevent these failures?

Enter the pre-mortem:

A technique used by companies like Google, Meta, Stripe, and Instagram.

(1/9) The idea is simple.

You set a scenario in which the launch has failed. Next, team members and stakeholders brainstorm reasons for the failure.

(2/9)

In 2025, we need to end this madness. Product Owner is not a job title.

When you split the roles:

(1/7) - Product Manager talks to the business and customers.

- Product Owner (“backlog administrator”) works with developers and documents “the requirements.”

I consider this one of the worst anti-patterns in Product Management.

(2/7)

PMs use the Kano Model 5x more often than alternatives.

Unfortunately, it focuses on the features.

This is dangerous. If the features do not solve customer problems, nobody will use them, whatever they request.

So, how do we fix that?

(1/7) 1. Replace "features" with "customer needs"

I saw this for the first time in The Lean Product Playbook by Dan Olsen.

I love the quote: “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole!” - Theodore Levitt

(2/7)

The ultimate list of product metrics.

Free, Nov 2024 edition with a special emphasis on revenue.

1/9 1. Acquisition: How do users find you?

Simplifying your product helps you stand out.

But unlike many believe, it doesn't always mean killing features.

In one of my favorite posts, 'The Obvious, the Easy, and the Possible,' @jasonfried categorized product features into three distinct buckets:

(1/5) 1. The Obvious

These are the things users do all the time. They should be immediately clear and easy to access. Making something obvious comes at a cost—when one feature is prioritized, others may need to be less visible.

For example, creating a new Google Doc.

{2/5)

ChatGPT can save you 10+ hours/week.

But 90% of people don't know how to write good prompts.

The 9 most powerful techniques:

(1/7) 1. Communicate the Why
2. Explain the strategic context
3. Clearly state your objectives
4. Specify the key results (desired outcomes)
5. Provide an example or template

(2/7)

Many startups remain stuck with early adopters forever.

But only a few understand what’s wrong.

Five rules every startup has to follow:

(1/8) Before we go further, look at the diagram. See the "chasm"?

Unlike early adopters who love innovations, pragmatists want things that are proven and work.

Here are five rules every startup has to follow:

(2/8)

Many PMs struggle to explain the difference between Vision, Strategy, Objectives, and Roadmap.

But those are extremely simple concepts.

Let's tackle them one by one:

(1/9) 1. Product Vision (Why)

Product Vision is the long-term aspiration of your product. It motivates your team to wake up every morning and go to work.

For example, “Send humans to the Moon” or “Help tour operators focus on doing what they love.”

(2/9)

Product strategy is simple to understand.

But it’s not:

- A plan (“we will build x, y, and z”)
- A goal (“we want to grow by 50% by 2024”)
- An ambition (“we want to be the best”)
- A business model
- A unique value proposition

Many companies do not have a product strategy at all.

(1/9) Let me tell you a story.

My friend Mike knows he wants to be the best, but he’s struggling to make a choice.

Every day of the week, he tried to pursue a different career.

(2/9)

Bad product teams merely handle feature requests.

Good product teams regularly talk to their customers.

Great product teams leverage insights from multiple sources.

Here are a few ideas you can start exploring on Monday:

(1/10) 1. Customer interviews

Ask about specific situations and operate on facts to understand Why customers behave that way. Leverage the storytelling technique, in which you follow the narrative step-by-step.

All you need to know:

(2/10)

https://x.com/PawelHuryn/status/1733737808609644974

Thinking about design too late is like lipsticking a pig.

I found a fantastic, free collection of Laws of UX.

They can help product teams:
- Come up with better ideas
- Come up with better hypotheses
- Analyze and understand any usability issues

The top eight:

(1/10) 1. Aesthetic-Usability Effect

Users perceive designs that are aesthetically pleasing as more usable.

Product teams should recognize this effect, particularly when testing user prototypes.

(2/10)

Product Discovery is the most critical area for a PM.

But, it is largely misunderstood.

Teams waste time and energy delivering ideas that do not work and do not drive the expected outcomes.

Product Discovery 101:

(1/10) 1. Why do we need Product Discovery?

„The first truth is that at least half of your ideas are just not going to work” - Marty Cagan, Inspired

I’d argue that Product Management is, at its heart, about managing risk. And for every product, there are 5 risks that can materialize:

(2/10)

The North Star Framework is one of the most powerful growth tools.

It allowed Airbnb to go from 80K to 100M nights booked between 2009 and 2017.

An 124,900% increase!

But 90% of the people still don't know how to use the framework.

(1/12) So, in this free post:

1. What is a North Star Metric?
2. Common Misconceptions
3. Recommended Classification

(2/12)

As a PM, you need to remember that every product serves two purposes:

- Creating value for the customers
- Capturing some part of that value for the business

But many product teams struggle with the latter.

(1/9) The most popular discovery tool, the Opportunity Solution Tree, is excellent for teams focused solely on customer value (many teams in large organizations).

But it doesn’t always help you pinpoint capturing business value.

Because it wasn’t designed for this.

(2/9)

Product Management is not about:

- Asking customers about the requirements.
- Writing detailed specifications.
- Creating prototypes and wireframes.
- Assigning tasks to developers.
- Verifying and accepting the work of others.

(1/10) - Obsessing over velocity, deadlines, and roadmaps.
- Mastering Scrum or any other framework to perfection.
- Acting like the CEO of the product.

Anyone can do that.

(2/10)