High level overview of GA's approach to up-skilling Product Management teams.

1. WELCOME TO GA
GENERAL ASSEMBLY
Building Product Capabilities
for the Organization

2. How can large organizations keep up with this pace of change in the face of start-ups
entering their industry?
2 | © 2018 General Assembly
“Most of our product managers are new - they were project
managers, business analysts, or program managers. They (and we)
have no idea what *should* be happening.”
"We need to reset our products against a true
understanding of who is using them.”
"We tend to prioritize business needs over user
needs.”
"We have an over-reliance on market research and
not user research and insights.”
“We have every version of agile, waterfall, digital and
non-digital at our organization… and we’re still trying to
figure out what works for us.”
“Tactics like MVP and prototyping are used in pockets,
but no one can agree on what they really mean or how
we should use them.”

3. How GA can help
We’ve taught hundreds of teams to put themselves in the shoes of their customers, and put the user’s
needs and experience first. We like to practice what we preach.
Each topic is covered with elements of theory, activity and discussion to connect the dots between
the topic at hand and your day-to-day. By design, you’ll leave knowing what, so what, and now what.
And, you’ll have fun along the way.
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THEORY DISCUSSIONACTIVITY

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ONGOING ONLINE
ENGAGEMENT
PM1
ASSESSMENT
MyGA ONLINE
LEARNING PATHS
IN-PERSON TRAINING REASSESSMENT
Our Approach

5. Build capabilities across the organization
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Product Literate
Product Driven
Product
Skilled
Comprehend the impact of agile
methodologies and design
workflows for the team and/or the
organization
Use product management and UX
tools to inform business decisions
Work with and support the use of
design and product management
best practices all day every day

6. Product Literate Product Driven Product Skilled
“We don’t know how to make our organization more
agile, and customer- and user-centric”
“We have implemented some agile methodologies
and and have product managers, but we aren’t
aligned on processes or best practices. We aren’t
actively collecting new research on our users.”
“We have a ton of research on our users that we
could leverage to improve our customer-facing
products. We product managers or project
managers who need to learn to be great at product
roles.”
Identify the first steps for using UX concepts to have
more impact in a team and/or organization. Level
set on best practices for operating within agile
environments.
Get aligned on roles and responsibilities across
digital teams. Identify pain points and opportunities
in your current process. Learn lean and agile tactics
for improving your products. User experience
research informs design decisions.
Use UX research to drive product and business
decisions daily. Learn product management
fundamentals and best practices.
Leaders and managers from any function within the
organization
Product teams
Product managers or members of cross-functional
product teams who are responsible for the
discovery and delivery of digital products
UX Designers
Members of I.T. teams responsible for application
design
Product managers
Product managers or members of cross-functional
product teams who are responsible for the
discovery and delivery of digital products
Project managers who need to reskill
Agile in Practice
Start Making
How to Win at UX
Design Thinking
UX Fundamentals
UX Bootcamp
Visual Design Bootcamp
Product Management Accelerator
UX Immersive
Product Management Bootcamp
Problem
Goal
Target
Audience
Training
Options

7. Reporting at individual, team
and company level
Not: score report at individual level only
Package critical skills
relevant to specific roles
Not: test of skills untethered to roles
Practical challenges authentic
to real life work
Not: trivia-like assessment content
Distinguishing features of General Assembly’s assessments

8. Our benchmarks can identify PM capabilities
by team, region... ...and seniority level
Team Benchmarks Identify Areas in the company for further training
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9. Make an impact: Measuring return on investment
In a corporate environment, training and development has little impact without a robust method for
driving and measuring application in the organization. Here’s how we’re committed to accomplishing this
for you:
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How GA measures this
Measuring the impact of the new behaviors the program has generated
Demonstration Phase/ Check-ins/ Project Work
Assessments/Surveys
We track VTS (Value for time spent)
PARTICIPANT REACTION
LEARNING
BEHAVIOR
CHANGE
RESULTS

10. To learn more, visit ga.co.
Akiva Weiss
Enterprise Account Director
akiva@ga.co