Free · twelve competencies · about four minutes
Assess your product manager competencies Rate yourself on the twelve competencies in Ravi Mehta's model, from “still developing” to “outperform”. You get your shape on screen, whether it leans Product Builder or Product Architect, and a link for your manager to rate you too. Their shape lands on your chart next to yours.
Example result
What you get at the end, for a made-up Senior PM aiming for Group PM.
Product Architect Senior PM, aiming for Group PM
Product Delivery Product Discovery Product Strategy Product Leadership Group PM (target), Fluency with Data: matters most Group PM (target), Voice of the Customer: matters most Group PM (target), User Experience Design: matters most Group PM (target), Business Outcome Ownership: matters most Group PM (target), Product Vision & Roadmapping: matters Group PM (target), Strategic Impact: matters less Group PM (target), Stakeholder Management: matters most Group PM (target), Team Leadership: matters Group PM (target), Managing Up: matters Group PM (target), Feature Specification: matters a lot Group PM (target), Engineering Collaboration: matters a lot Group PM (target), Quality Assurance: matters Their ratings, Fluency with Data: Above on track Their ratings, Voice of the Customer: Outperform Their ratings, User Experience Design: Above on track Their ratings, Business Outcome Ownership: Outperform Their ratings, Product Vision & Roadmapping: Above on track Their ratings, Strategic Impact: On track Their ratings, Stakeholder Management: On track Their ratings, Team Leadership: Nearly on track Their ratings, Managing Up: On track Their ratings, Feature Specification: Nearly on track Their ratings, Engineering Collaboration: Nearly on track Their ratings, Quality Assurance: Still developing Data Customer UX Outcomes Roadmap Strategy Stakeholders Team Managing up Spec Engineering Quality To become a Group PM, start with
Stakeholder Management
Rated on track · Group PM: matters most
Plus two more, each with something to try and something to read.
1 Delivery 2 Discovery 3 Strategy 4 Leadership 5 Your details Area 1 of 4
Product Delivery Building the product well. How are you doing on each?
Still developing: not well developed yet, worth working on. On track: done well. Outperform: among the best you have seen. Judge the result, not the tool: a ticket, a doc and a prototype can all be on track.
Feature Specification Turning a problem into clear goals and requirements the team can build against.
Still developing . Engineers often come back with questions, or build something other than you meant. Between still developing and on track . Between the two: some of it is in place, not yet every time. On track . The team knows what to build and why, and questions get settled early, whatever the format: tickets, a doc or a prototype. Between on track and outperform . Between the two: you do it well every time, and it is starting to stand out. Outperform . You frame the problem so clearly that the team proposes better solutions than you would have specified, with little back-and-forth.
Hover over or tap a point to see what it looks like.
Engineering Collaboration Working closely with your engineers to ship in small steps on the goals you set: unblocking them, making trade-offs together, keeping things moving.
Still developing . Work gets handed over and comes back late or different, and trade-offs surprise you. Between still developing and on track . Between the two: some of it is in place, not yet every time. On track . You and your engineers ship in small steps and decide trade-offs together. Between on track and outperform . Between the two: you do it well every time, and it is starting to stand out. Outperform . Engineers bring you in early, and the team ships often without waiting on you.
Hover over or tap a point to see what it looks like.
Quality Assurance Finding, ranking and fixing the technical, functional and business problems before customers do.
Still developing . Customers or support find problems you could have caught. Between still developing and on track . Between the two: some of it is in place, not yet every time. On track . Before launch you check the work against its goal and rank issues by what they cost the customer. Between on track and outperform . Between the two: you do it well every time, and it is starting to stand out. Outperform . Few problems reach customers, and the team has habits that catch them without you.
Hover over or tap a point to see what it looks like.
Next: Product Discovery