Our Assessment Methodology

Product Capability Assessment Approach

Measures of Proficiency

The Brainmates Product Capability Assessment is built upon two key measures.
  1. Capability: This measures the proficiency of technical skills. Developing these skills often requires considerable time and effort. Typically, the more we practice, the better we become. However, there can be diminishing returns when too much effort is invested in skill development, resulting in an inadequate increase in skill mastery. While Capability is essential for success in many roles, Product Professionals require an additional critical ingredient – “Influence”.
  2. Influence: This measures a person’s ability to engage others in the journey, extending the impact of a Product Professional’s work. It can be nurtured by focusing on adaptive skills, which involve interactions with people across an organisation. Influence might initially be a weaker measure in a Product Professional’s career, but it is pivotal for success in the role and for creating leadership opportunities.
Capability & Influence

Product Capability Assessment

Learn how to uplift your Product Team.

$149Per Individual
User Licence

Includes:

  • Comprehensive assessment for each individual
  • Personalised in-depth reports

Plus, for the Team Account Admin:

  • Team management capabilities
  • Visibility of all individual assessments and their status
One of the strongest indicators that a Product Manager has mastered a skill area is the extent to which colleagues (including peers and stakeholders) acknowledge, embrace, actively seek out, and empower the Product Manager within that skill area.

Our goal with the Assessment is to uncover not just how the Product Manager perceives themselves, but how others within the organisation interact with the Product Manager as they navigate and work towards creating meaningful, lasting impact.

Product Management Skills

Product Management encompasses a vast array of skills and activities that intersect with every facet of a business. It requires a harmonious blend of strategic thinking and tactical execution, along with continuous engagement with both customers and the teams responsible for delivering solutions. To help visualise this multifaceted landscape, we use a straightforward 2 by 2 grid.

  • On the x-axis, we illustrate the relative focus of a skill, ranging from a more market-focused approach on the left to a more solution-focused approach on the right.
  • On the y-axis, we represent the types of activities, spanning from those that are relatively more strategic (with a longer-term impact but slower to realise) at the top, to activities that are more tactical (with a short-term impact but immediate) at the bottom.

Our Product Capability Assessment identifies 18 Technical Skills and 6 Adaptive Skills.

Relevancy

Each product person’s role is unique. Some skills will be more relevant to a role than others, and this is reflected in the “Relevancy” score. For skills with a high Relevancy score, it’s essential to focus on developing higher overall proficiency by increasing both Capability and Influence scores. On the other hand, for skills with a low Relevancy score, investing effort in these areas may provide little immediate value.

If you are contemplating changing roles or seeking a promotion, consider the skills that may be relevant to your future role. A skill that may not be pertinent in your current role can become highly relevant in your desired career advancement.

Product Management Skills Mastery Framework

For each skill represented in the Assessment, there is a progression toward mastery that mirrors the evolution of Capability and Influence over time and practice.

We’ve identified five levels of mastery that a Product Manager can achieve for each skill.

Each level is defined as a verb. Using verbs ensures that Product Managers evaluate their actions and outcomes rather than relying on self-assessed knowledge or perceptions. It’s a matter of whether the activity has been undertaken and proven successful or not.

  • DO: I complete tasks within the skill area to a high degree of quality, without requiring guidance from my manager.
  • ALIGN: I collaborate with peers, customers, and stakeholders to secure buy-in and alignment. They actively seek to influence, debate, challenge, and embrace the output of my work within the skill area.
  • IMPACT: I drive high-value initiatives in the skill areas that extend beyond my product, resulting in their adoption and utilisation throughout the organisation. This leads to measurable, positive business outcomes and insights.
  • GUIDE: I am called upon to coach and mentor others, contribute to significant efforts beyond my immediate scope, and develop new processes and techniques within the skill area.
  • LEAD: I am recognised both internally and externally as a thought leader. I am formally empowered by my organisation to assume substantial responsibilities within the skill area.

As the Product Manager advances from one stage to the next, the input and feedback from colleagues and stakeholders become increasingly critical factors in the Assessment.

  • At lower levels, the Product Manager can simply assess their own actions—their ability to initiate internal changes that lead to external results, the production of deliverables, or specific outcomes.
  • At higher levels, the Product Manager needs to evaluate external responses to their actions—their capacity to build a reputation, gain recognition, and establish trust and empowerment by consistently demonstrating effectiveness in the skill.

Are you ready to explore your Product Team’s Product Management skills?

  • Personalised in-depth reports
  • Longitudinal result tracking
  • Team management capabilities

$149 Per Individual User Licence

Leverage Product Management
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