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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Your one-stop guide to becoming a product management prodigy Product management plays a pivotal role in organizations. In fact, it's now considered the fourth most important title in corporate America--yet only a tiny fraction of product managers have been trained for this vital position. If you're one of the hundreds of thousands of people who hold this essential job--or simply aspire to break into a new role--Product Management For Dummies gives you the tools to increase your skill level and manage products like a pro. From defining what product management is--and isn't--to exploring the rising importance of product management in the corporate world, this friendly and accessible guide quickly gets you up to speed on everything it takes to thrive in this growing field. It offers plain-English explanations of the product life cycle, market research, competitive analysis, market and pricing strategy, product roadmaps, the people skills it takes to effectively influence and negotiate, and so much more. * Create a winning strategy for your product * Gather and analyze customer and market feedback * Prioritize and convey requirements to engineering teams effectively * Maximize revenues and profitability Product managers are responsible for so much more than meets the eye--and this friendly, authoritative guide lifts the curtain on what it takes to succeed.
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Veröffentlichungsjahr: 2017
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Product Management For Dummies®
Published by: John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, www.wiley.com
Copyright © 2017 by John Wiley & Sons, Inc., Hoboken, New Jersey
Media and software compilation copyright © 2017 by John Wiley & Sons, Inc. All rights reserved.
Published simultaneously in Canada
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ISBN 978-1-119-26402-6 (pbk); ISBN 978-1-119-26403-3 (ebk); ISBN 978-1-119-26404-0 (ebk)
Product Management For Dummies®
To view this book's Cheat Sheet, simply go to www.dummies.com and search for “Product Management For Dummies Cheat Sheet” in the Search box.
Table of Contents
Cover
Introduction
About This Book
Foolish Assumptions
Icons Used in This Book
Beyond the Book
Where to Go from Here
Part 1: Getting Started with Product Management
Chapter 1: Welcome to the World of Product Management
Understanding the Need for Product Management
Recognizing the Critical Role of Project Management
Product Management in a Nutshell: Checking Out Your Day-to-Day Life
Chapter 2: Getting in Character: Discovering Your Role as a Product Manager
Orientation Day: Examining Your Role as Product Manager
Comparing Product Management to Other Related Roles
Conducting a Self-Assessment: Traits of a Great Product Manager
RACI and DACI: Understanding Responsibilities
Chapter 3: Checking Out the Product Life Cycle
Defining the Product Life Cycle: What It Is and Isn’t
It’s Just a Phase: Breaking Down the Product Life Cycle
Detailing the Optimal Product Process
Part 2: Discovering, Evaluating, and Planning for Great Products and Services
Chapter 4: Coming Up with Great Product Ideas
Getting a Handle on the Creative Process
Generating Creative Ideas: Techniques and Tips
Chapter 5: Working to Understand Who Your Customer Is
Moving from Markets to Segments
Harnessing the Creativity of Personas
Making Sure You Cover All Persona Roles
Visiting Customers
Chapter 6: Doing Your Homework: Evaluating Your Ideas
Understanding the Importance of Market Research and Competitive Intelligence
Undertaking the Market Research Process
Studying Competitive Intelligence
Reality-Checking Your Ideas and Hypotheses
Crunching the Numbers with Financial Forecasting
Chapter 7: Prioritizing and Selecting Your Ideas
Prioritizing Your Ideas
Applying Scoring Models
Chapter 8: Planning to Plan: Choosing a Suitable Approach
Adopting Planning Best Practices
Deciding on the Right Amount of Planning
Streamlining the Planning Process with Lean and Simple Planning
Taking a More Thorough Approach: In-Depth Planning
Chapter 9: Developing Your Business Case
Making a Business Case for the New Product or Service
Putting It All Together: Documenting Your Business Case
Chapter 10: Developing Your Market Strategy
Grasping the Importance of a Market Strategy
Setting Yourself Straight on Strategy Tools
Considering Other Components of Marketing Strategy
Putting Your Market Strategy in Writing
Chapter 11: Developing a Plan: Market Needs, Product Description, and Road Maps
Uncovering Market Need and Creating Product Feature Descriptions
Documenting Market Needs
Whipping Up a Product Feature Description
Plotting Your Product’s Path to Success with a Product Road Map
Part 3: Building and Maximizing Product Success: From Development to Retirement
Chapter 12: Shepherding a Product Idea through the Development Phase
Getting the Lowdown on Waterfall/Phase-Gate versus Agile Development
Unlocking the Secrets of the Product Development Trade-Off Triangle
Maintaining Best Practices during Development
Chapter 13: Gearing up for Your Product Launch: The Qualify Phase
Getting Up to Speed on the Qualify Phase
Putting a Beta Program in Place
Making the Decision to Ship the Product
Chapter 14: Liftoff! Planning and Executing an Effective Product Launch
Unlocking the Do’s and Don’ts of a Successful Product Launch
Setting Launch Goals
Checking Out Different Launch Types
Running a Smooth Product Launch
Creating a Product Launch Plan
Validating the Plan against Your Launch Goals
Chapter 15: Maximizing Your Product’s Revenue and Profits
Grasping the Basics of Marketing
Forecasting: A Look to the Future
Creating an Effective Marketing Plan
Monitoring Product Success Metrics
Changing Course: Making Adjustments
Chapter 16: Retirement: Replacing a Product or Taking It off the Market
Deciding How to Retire a Product
Considering Critical Factors in a Product Retirement Plan
Following Best Practices when Retiring a Product
Part 4: Becoming a Phenomenal Product Manager
Chapter 17: Cultivating Your Product Management Leadership Skills
Identifying Traits of an Effective Product Management Leader
Developing Your Leadership Style
Chapter 18: Mastering the Art of Persuasion
Brushing Up on Persuasion Basics
Getting Your Executive Team on Board
Winning Over Your Development Team
Getting Sales on Your Side
Chapter 19: Getting to the Next Level in Product Management
Mapping Your Career Path: Setting Goals and Target Dates
Mastering Your Market and New Technologies
Part 5: Part of Tens
Chapter 20: Ten Common Product Launch Mistakes to Avoid
Failing to Plan Early Enough
Not Having a Sustaining Marketing Plan in Place
Shipping a Poor Quality Product
Inadequately Funding Launch
Underestimating the Required Marketing Exposure
Driving Customers to Buy Your Competitor’s Products
Announcing Too Early
Not Having a Dedicated Product Review and Public Relations Program
Delaying Communication
Considering International Markets as an Afterthought
Chapter 21: Ten (Plus One) Road Maps to Help You Succeed
Theme-Based Product Road Maps
Timed Release Product Road Maps
Golden Feature Product Road Maps
Market and Strategy Road Maps
Visionary Road Maps
Competitive, Market, and Technology Trends Road Map
Technology Road Maps
Technology across Products Road Map
Platform Road Maps
Matrix Product Road Maps
Multiple Product Line Road Maps
Chapter 22: Ten Ways Product Managers Fail
Talking More Than Listening
Focusing Only on Features
Not Continuing to Learn
Reinventing the Wheel
Avoiding Seeking Help
Digging In and Refusing to Compromise, Ever
Never Visiting Customers
Not Owning the Whole Product
Adopting Agile but Losing Overall Business Focus
Being a Product Janitor Rather Than a Product Manager
Glossary
About the Authors
Advertisement Page
Connect with Dummies
End User License Agreement
Guide
Cover
Table of Contents
Begin Reading
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Introduction
Product management is a critical strategic driver in a company. It can make a huge impact in terms of whether products, as well as the entire company, succeed or fail in both the short and long term. It’s the only role in a company that grasps all aspects of the business, including customers, the market, competition, trends, strategy, business models, and more. As such, great product management makes great companies.
While writing Product Management For Dummies, we tapped into our combined 60 years of hands-on product management experience. We also took advantage of the methodology and learning we’ve discovered working with tens of thousands of clients and individual product managers over the past 20 years in the product management consulting and training business. The resulting book, we hope, will allow you to discover and apply great product management concepts to your business and products to create massive success.
Product management has grown tremendously in importance in the corporate world in the past 10 years, as have the resources available to learn about it. As authors, we can sincerely say that we wish there had been a book like this when we were just starting in the profession. We had to learn much of what is in this book by trial and error. We owe a great debt to our mentors and the organizations we’ve had the privilege of working for.
If you’re looking for the link to the downloadable Product Management LifeCycle Toolkit, jump to the “Beyond the Book” section later in this Introduction. We wish you tremendous success in delivering products that truly delight your customers!
About This Book
Product management as a topic is vast. The breadth of knowledge you need to be an effective product manager is very complex. The best answer to a question that arises is “It depends.” As such, covering concepts from all angles was a challenge. We have done our best to provide a well-rounded look at the product management profession.
One of the beauties of a product management career is that you can make how you perform your job unique to who you are. Rather than envisioning this book as a prescriptive set of rules, imagine it as a starting point in your own career. Understand why a concept is important and then pretend you are playing a jazz score. You find yourself improvising actions while keeping the end goal in mind. This is the true fascination of this work: It is endlessly different while retaining core principles.
Product Management For Dummies is intended for all product management audiences: new product managers, those who are looking to enter the field, and businesspeople and entrepreneurs who want to apply product management best practices in their companies. We give you guidelines as to what you should be doing given your situation at any particular time; share when you’re likely to be thrown off track; and provide handy lists, tables, and figures for reference. For those with more experience in product management, the book no doubt has some concepts you’ve never experienced and can serve as a good refresher on other things you have picked up along the way. Because product managers are by and large self-taught, for certain topics, you can at least take comfort in that you’re on the right track. We also hope that you can use the book to review, enhance, and extend the excellent work you’re already doing. With more information and preparation, you’ll have more confidence in reining in a difficult situation and the ability to keep the project and your product headed in a good direction.
Here are a few conventions we use throughout the book:
Info in the shaded sidebars or marked with Technical Stuff icons is text you can skip if you’re short on time. It’s good information, but it’s nonessential to the main concept.
We often use the term
product
to refer to both products and services even though a
product
is typically an actual physical good and a
service
refers to the work done by individuals and companies for customers. In any case, the basic concepts of product management are all highly applicable to products, services, and hybrid offerings.
Product marketing
is a term that you may have heard interchangeably or in conjunction with
product management.
Its focus is typically responsible for making sure that the marketing, messaging, pricing, and other critical marketing success factors are in place.
Some companies have a dedicated product management group. Some companies have a dedicated product marketing group, and some companies have both product management and product marketing groups. And some companies have groups (called either of these terms) where the individuals perform all of the responsibilities for both.
In this book, we refer to both product management and product marketing using the term product management only. In this context it covers all activities in a product’s life from conception of the initial idea to when the product is retired. The only exception occurs when we’re discussing the difference between these roles.
Foolish Assumptions
In writing this book, we made a few assumptions about you. We assume that you have some business knowledge but not necessarily any particular technical knowledge of a subject or product area. We assume that if you need to have this technical knowledge, you have acquired or will acquire it elsewhere (and we let you know when you’ll likely need to get outside information).
In an ideal world, product managers would all be deep technical experts and have MBAs and business backgrounds. However, that isn’t the real world. We assume that as you grow as a product manager, you’ll develop your own philosophy of product management, create your own versions of our tools, and innovate and share with others in the profession. Ultimately, you may aspire to help grow the next generation of product managers, resulting in more great products available in the world.
Icons Used in This Book
Throughout this book, you find icons that alert you to information that you need to know:
Product management definitions vary widely. This icon calls out key terms and concepts that you’d be wise to file away.
This icon means we’re providing some technical information that may or may not interest you. You can skip this paragraph if you want without missing any important information.
The Tip icon flags quick tricks to make your job easier and ideas to help you apply the techniques and approaches discussed. If there’s an easier way to get through your workload, this is where you’ll find it.
You can easily run into trouble in product management. This icon marks hidden traps and difficult situations.
Beyond the Book
Downloading the Product Management LifeCycle Toolkit: In addition to the great content in the book you’re reading right now, the 280 Group has included with your purchase a single-user license for the Product Management LifeCycle Toolkit at no extra charge. This collection of templates and tools goes along with the book and allows you to produce more effective documents more quickly. In addition, there are completed sample versions of these documents that you can use as a guideline for how to actually complete them. Go to www.280group.com/toolkit and use the coupon code PMDUMMIES to get your complimentary copy.
Also available online are some quick answers to some basic product management elements. To view this book’s Cheat Sheet, simply go to www.dummies.com and search for “Product Management For Dummies Cheat Sheet” in the Search box.
Where to Go from Here
If you are new to product management or investigating it for the first time, the best place to start is in Part 1 of the book. Read it from start to finish.
If you already have some experience in product management, we still recommend starting at Part 1 to refresh what you have learned and to find information that may be new to you. If you are facing immediate challenges, find the chapter that most closely addresses your issue.
Part 1
Getting Started with Product Management
IN THIS PART…
Discover what product management is all about and what critical role it takes in delivering successful products to market.
Find out about the wide range of job functions you’ll be working with and bring to your team.
Understand the complete process of bringing a product to market.
Determine what information you need to compile to keep a product on track to achieve market success.
Chapter 1
Welcome to the World of Product Management
IN THIS CHAPTER
Grasping the vital part the product manager plays in product success
Previewing typical product management responsibilities
As a product manager, you have one of the most rewarding, challenging, interesting, difficult, and important jobs in the business industry. You get to step up and be a product leader for everyone on your team and throughout your company while learning how to influence and lead usually without any formal authority or people reporting to you directly. You get to be responsible for every aspect of the product offering and for the overall success and failure of your product. This position provides one of the best training grounds for moving onward and upward into roles like vice president, general manager, and CEO. And if you’re lucky and choose carefully, you get to work with some pretty talented engineering and development teams to create products that delight your customers, make a huge difference in your customers’ lives, and help achieve profits and strategic objectives that propel your company to success.
Understanding the Need for Product Management
The corporate world has recently gained a deep understanding about why product management is the best choice for driving products strategically to ensure companies’ customers are delighted and their businesses are growing. According to Aegis Resources companies that empower product managers are shown to be 50 percent faster to market. And in a 2013 CBS News MoneyWatch article, product management was listed as the fourth most important role in corporations, behind only the CEO, general managers, and senior executives. You’re part of a select and important crowd.
The benefits of having a great product management organization are hard to ignore:
Delivering products that better meet customer needs
Increasing revenues and profitability
Creating delighted customers who generate positive word-of-mouth referrals
Capturing and owning markets long-term as a result of solid product strategy which drives overall company efforts
These are just a few of the benefits. No other group in the company understands all aspects of the business the way that product managers do, and thus they become the central point of responsibility for product success or failure.
YOU’RE IN GOOD COMPANY
Many CEOs started in product management as their training ground. Some notable examples include Marissa Mayer (who started at Google, moved into product management, and became CEO of Yahoo!), Steve Ballmer (who started as a product manager at Proctor & Gamble and became CEO of Microsoft), and Scott Cook (who started as a product and brand manager at Proctor & Gamble and later founded Intuit, the maker of Quicken, Mint, QuickBooks, and Turbo Tax). In fact, the last seven CEOs at Proctor & Gamble started as product managers or brand managers, as they are known in the packaged goods industry.
Recognizing the Critical Role of Project Management
Companies with great product management have a much higher degree of success. But what is product management? The following sections shed some light on what a product manager actually does.
Defining product management
You can think of product management as the function in a company that is ultimately responsible for making sure that every product the company offers to the market is as successful as possible both short-term tactically and long-term strategically. In other words, the buck stops here. You, as a product manager, must own everything about product success. Product managers rarely, if ever, have any formal authority or people reporting to them, so they must lead and influence in subtle yet effective ways.
Serving as a strategic driver for business
In a company each functional group has expertise and strives to be the best it can possibly be at what it’s responsible for. Engineers, also known as developers, build great solutions for customers. Marketing maximizes awareness and interest in products and services. The marketing folks ensure that the market knows the product differentiation and is enticed to consider purchasing. Sales is responsible for closing the sale with customers that are already enticed. Operations makes sure that the solution is delivered efficiently and at a low cost and that the company is operating as cost effectively as possible. Technical and customer support ensure the customer’s problems, if any, are resolved.
The role of product management
So how does product management fit in? One way to think about it is that product management is in the center of all company departments, as shown in Figure 1-1, as well as external entities such as customers, press, analysts, and partners. Although each of the other groups understands its role in making the company successful, product management is the only group that has a holistic point of view and understands how all the pieces fit together.
© 2017, 280 Group LLC. All Rights Reserved.
FIGURE 1-1: The role of product management.
Without great product management, no one can take responsibility for all aspects of customer success. After all, someone has to make sure that the short-term tactical work gets done to make the product successful. Someone also has to set out and drive the product strategy so that success is ensured longer-term. This is the role of product management (see Chapter 2 for more on what the product manager role covers).
Owning the whole product
When customers think about your product, they have a mental pro and con list that includes items that have nothing to do with product and feature benefits. Does it meet industry standards? Who will install it? Do I trust them? Who do I call if I have a problem with it after I buy it? Will they pick up the phone? Can I purchase it in a way that is convenient and familiar to me? Can I finance it? If the product lasts many years, who is going to support it for all that time? These additional aspects of your product are called the augmented product. You can see how the core product, actual product and augmented product are related to each other in Figure 1-2.
© 2017, 280 Group LLC. All Rights Reserved.
FIGURE 1-2: The whole product offer.
The augmented product is the additional parts of your overall solution that support the customer’s experience with your product, such as warranty, support, purchase process, and many other factors beyond just the product and its features. A product promise is the implied guarantee of what kind of experience you’re offering to customers through your marketing, sales, brand, and other activities. This concept is covered further in Chapter 10.
If you’ve ever purchased a product that seemed to have great features and everything else you needed, yet you were disappointed with support or some other aspect of the experience, then you’ve experienced a broken product promise.
To further grasp the concept of product promise, check out this example: Say your product is a car and your company doesn’t have adequate infrastructure in place to ensure that customers can have it repaired locally. The market may love your car, but few potential customers may buy; they’re too worried that if the car breaks they’ll have to go hundreds of miles away to get it repaired. Do you as a product manager have full control over the company’s strategy and execution for making sure local repair centers are readily available? No. But you do have the ability to influence the people in your company who are responsible for this strategy and to hold them accountable for delivering this part of the solution. You also have the ability to tell the company not to proceed with making the car available if any part of the whole product offering will stop it from succeeding. Head for Chapter 18 to learn more about influencing without authority.
Keeping the product promise
As a product manager, you need to be aware of your product promise and how the augmented product delivers in a way that customers expect. Your responsibility is to try to do whatever you can to influence the other parts of the company to resolve any disconnects between customer experience and the product promise. Table 1-1 can help you to clarify how your product delivers (or doesn’t) what is promised.
TABLE 1-1 Delivering on Product Promise
Question
Answer
What are the product’s core benefits?
What are key features that support the benefits?
What does my brand represent to my customer?
Outside of the intrinsic properties of my product, what else is involved in a customer’s decision to choose my product?
How do these augmented product elements add to or detract from my product?
How can I influence this augmented product offering to better fit my product?
Product Management in a Nutshell: Checking Out Your Day-to-Day Life
A product manager’s job is varied and interesting; just look at Figure 1-1! In fact, there’s much too much of it to do. The question really becomes, “What is important to do right now?” The following sections offer a glimpse into the daily duties of a product manager.
Managing a product during every phase of its life
In Chapter 3, we discuss the Optimal Product Process, which is a seven-phase model that describes everything that happens in product management, from coming up with a great idea to officially retiring the product. As your product goes through its life cycle, you can expect to do the following as a product manager:
Generate and prioritize great new ideas for products or features by collaborating with a team, researching the customer, and analyzing the market (
Chapters 4
,
5
,
6
, and
7
).
After an idea is chosen, perform in-depth planning around concepts such as the market strategy (see
Chapter 10
), customer needs (
Chapters 5
and
11
), business case (
Chapter 9
), and other areas to ensure the plans are well thought out and support the strategic and financial goals of the company.
Communicate market needs to the engineering team and ensure that the product it’s producing delivers in a way that solves the problems of your customers (
Chapter 11
).
Negotiate with engineering to ensure that changes made to the plans keep the product on track (
Chapters 12
and
18
).
Work with external customers to validate whether the product is ready to officially launch in the marketplace (see
Chapter 13
).
Plan and execute highly effective product launches that ensure the company can meet the revenue, profitability, and strategic objectives of the company (
Chapter 14
).
Maximize revenues and profitability after the product is available (
Chapter 15
).
Determine whether and when to retire or replace the product and plan and execute a successful end-of-life campaign (
Chapter 16
).
Don’t worry; you’ll have plenty to do.
Reaching in to your bag of tricks
As you perform all your daily tasks, you need to draw upon a range of skills. You have to get executives and other key team members to buy in and support your plans. You’ve got to learn to say no to feature and schedule requests that don’t support your strategy and plans. You need to become perceived as the de facto leader of the team — the expert on the market and the voice of the customer. And you need to execute all of that with passion, persistence, and a drive to do everything possible to make sure your product succeeds.
Product managers succeed because they have skills in the following areas:
Communication:
Product managers communicate when times are good and handle the tough situations as they come up.
Influence:
Product managers use their communications skills and more to influence and negotiate with the many stakeholders they meet in their work.
Analysis:
Product managers request, create, and absorb quantitative and qualitative data and communicate what it means effectively.
Empathy:
Product managers have great empathy for their customers and all their stakeholders. They are interested in what makes people tick and how they can help others succeed.
Forward driving and thinking:
Product managers can see into an ideal future and create almost tangible visions of what the world should look like once the rest of the world catches up to them. They want to bring others along with them in this amazing journey as they create valuable products and experiences.
NEVER STOP LEARNING
Although this book offers a boatload of information, you may want to consider some outside sources to further your skills and knowledge about product management. Consider attending an in-depth course that covers the entire product life cycle and allows you to practice what you’ve learned. Check out 280group.com for a schedule of our classes, such as Optimal Product Management and Product Marketing. If available, join your local product management association; you can find a nearby one online. Join the online Association of International Product Marketing and Management (www.aipmm.com), and attend and volunteer in a local product management meetup. Work to build your product management network.
Chapter 2
Getting in Character: Discovering Your Role as a Product Manager
IN THIS CHAPTER
Breaking down your role as a product manager
Seeing how your job fits in with other stakeholders
Assessing your product management skills
Deciding who does what by using RACI and DACI
Getting started as a product manager is a question of how to wrap your arms around a very complex role, as quickly as possible. Your co-workers and boss will expect you to hit the ground running. The best approach to being a successful product manager is keeping a level head. In this chapter, we break it down so you can approach your role with outward calm and set the stage for long-term success.
Orientation Day: Examining Your Role as Product Manager
The product manager is responsible for delivering a product to market that addresses a market need and represents a viable business opportunity. A key component of the product manager’s job includes ensuring that the product supports the company’s overall strategy and goals. Although the product manager is ultimately responsible for managing the product throughout its life cycle (conception through end-of-life), he receives assistance throughout this process from specialists such as designers, developers, quality assurance engineers, supply chain and operations experts, manufacturing engineers, product marketers, program managers, sales engineers, professional services engineers, and more.
The terms engineer and engineering are typically used for hardware products. In the software world, the terms used are typically developer and development. In this book, both terms are used interchangeably except when it relates specifically to a particular product type.
Whereas engineering is responsible for building the tangible product, product management is responsible for the whole product. The whole product is what the customer buys, and it includes everything that augments the product, from warranties, support, and training to peripherals, third-party applications, and value added partner services. The whole product encompasses the entire customer experience.
In most cases, the description of product manager covers an incredibly wide range of skills. However, most product manager roles have several key components:
Domain expertise:
Very often, this market is why your company hired you. The fact that you know the customers and the business is the main reason you’re now a product manager.
Business expertise:
People say that the product manager is the CEO of the product. Though that may or may not be true, making sure the company is generating a profit is usually involved. You need to have a suite of business skills to keep your product profitable.
Leadership skills:
Many people within your company are looking to you for guidance. If you don’t have leadership skills under your belt, you need to develop them quickly.
Chapters 17
and
18
give you more details on developing leadership skills.
Operational ability:
Product managers need to dive deep into the many nitty-gritty details needed to manage a product: for example, creating part numbers or updating a spreadsheet. Sometimes you can get someone else to do these tasks, but many times you have to be responsible for them.
Keep in mind that the amount of time you spend on a particular part of your job varies depending on whether you sell to businesses or consumers. The terminology used here is business to business (B2B) and business to consumer (B2C). The type of product you manage also determines how much time you spend on different tasks. A software product manager is often very focused on customer journeys and user experience. A hardware product manager may spend a lot more time on supply chain issues and forecasting. As you change from one product to another, be mindful of the critical success factors that face you in this position.
Checking out the job description
Why refer you to the job description? It’s where your boss has put in all her hopes and expectations of what you’ll bring to the role. And companies often define product management differently. You may see items that are usually part of project management, sales, or user experience that are included.
Because you’re providing product direction, expect to see a reference to product strategy in your role. If it isn’t there, you may actually be in a junior role or managing a very customized B2B product where your customers are more likely to dictate your every move. If neither of these is the case, your company may not understand the benefits of strong product management. You aren’t alone. According to the 280 Group’s 2013 LinkedIn survey of product management professionals, 75 percent of executives didn’t understand product management. And Actuation’s team performance survey confirmed that about half of companies had a poorly defined product management role.
If this is your situation, talk to your manager about the lack of responsibility for strategy as discussed in this chapter. In some rare instances, strategy isn’t part of the product management role.
Primary responsibilities of a product manager
Here are some bullet points you may find in your job description:
Defines the product vision, strategy, and road map.
Gathers, manages, and prioritizes market/customer requirements.
Acts as the customer advocate articulating the user’s/buyer’s needs.
Works closely with engineering, sales, marketing, and support to ensure business case and customer satisfaction goals are met.
Has technical product knowledge or specific domain expertise.
Defines what to solve in the
market needs document,
where you articulate the valuable market problem you’re solving along with priorities and justification for each part of the solution.
Runs beta and pilot programs during the qualify phase with early-stage products and samples (see
Chapter 13
for a detailed discussion of this phase).
Is a market expert. Market expertise includes understanding the reasons customers purchase products. This means a deep understanding of the competition and how customers think of and buy your product
Acts as the product’s leader within the company.
Develops the business case for new products, improvements to existing products, and business ventures.
Develops positioning for the product.
Recommends or contributes information in setting product pricing. This point isn’t true in all industries, especially insurance; however, an awareness of competitive pricing is part of what companies expect you to provide as part of the pricing decision.
Other common responsibilities
Depending on your product line, you can also be asked to do the following tasks.
Work with external third parties to assess partnerships and licensing opportunities
Identify the market opportunities
Manage profit and loss
Research products that complement your product
Review product requirements and specification documents
Make feature versus cost versus schedule trade-offs
Ensure sales and service product training occurs
Develop product demos or decide on product demo content
Be the central point of contact for the product inside the company
Partner closely with product marketing
Common deliverables
Product managers drive action throughout the company mainly through written documents supported by presentations. Here is a list of the most common documents that you may be asked to create — be aware that each company has their own specific list and terminology:
Business case
Market needs document
Product road maps
White papers, case studies, product comparisons, competitor analysis, and user stories
Required experience and knowledge
Product managers call on a wide range of skills and have a broad set of business and product experiences to call on. Here is a list of what managers look for in hiring product managers:
Demonstrated success in defining and launching products that meet and exceed business objectives
Excellent written and verbal communication skills
Subject matter expertise in the particular product or market — this should include specific industry or technical knowledge
Excellent teamwork skills
Proven ability to influence cross-functional teams without formal authority
Pinpointing product management on the organizational chart
Product management can report into various parts of the organization. In tech-heavy roles, it sometimes reports into engineering. In more consumer-oriented companies, it sometimes reports into marketing. More and more, companies recognize that a synthesis of what the customer wants and what the business can provide is best placed at the highest level of an organization. So VPs of product management now often report into the CEO or the executive manager for a division. See Figure 2-1 for an organization chart example.
© 2017, 280 Group LLC. All Rights Reserved.
FIGURE 2-1: A typical organization chart.
If you’re part of an organization that doesn’t understand product management well, it may not be able to operate as effectively. This isn’t a theoretical difference. A study by Aegis Resources Inc. found that when a company empowers product managers, products get to market 50 percent faster. That’s a lot of profit left on the table.
You may need to start educating your co-workers as to the best way to take advantage of product management. There are resources available on the 280 Group website (www.280group.com) that help you in transforming how your company can best take advantage of product managers to grow their business.
Drafting your product management manifesto
Someone once compared product management to refrigerator function. You don’t notice when it’s running well, but when it’s broken, things start to stink. Remember that when you do your job well, the company hums much better — even if it doesn’t know you’re the source of the humming. There is less confusion and more direction. Getting to function this well comes from really knowing how you fit in and how you drive your vision forward. With this idea in mind, try to draft your own product management manifesto. This document is your guiding philosophy on how you do your job and provide direction.
Here are a few guidelines:
The
I
s have it.
This manifesto guides your actions. Start each sentence with “I”: “I am committed to… ,” “I have a plan… ,” “I will do… ,” and so on.
It’s a 360-degree view.
List all your stakeholders and determine what your stance is for each of them.
Balance is key.
The one constant in being a product manager is that it involves a lot of trade-offs. Make sure you have a plan for communicating how you will decide between two courses of action. For example, “When in doubt, I will focus on validating my opinion using customer feedback.”
Know your decision-making plan.
In fact, the entire decision-making process underpins your success. How will you make a decision? For example, write “I will be open to many opinions before I make a final decision.”
The manifesto should be no longer than one page and, because you’re giving direction to other people, provide the philosophical support for how you approach your job. See Figure 2-2 for a sample of a product manager’s manifesto.
© 2006–2017, 280 Group LLC. All Rights Reserved.
FIGURE 2-2: Sample product manager manifesto. (May be downloaded at https://280group.com/landing-pages/signup/)
Comparing Product Management to Other Related Roles
One of the oddest parts of being a product manager is how busy you are and yet how often what you actually do feels transient. In other words, as you work through a product’s life cycle, at certain times you may just be producing a short Word document or a simple tracking spreadsheet while many other people are off writing pages and pages of code or creating tons of marketing material. However, without your direction, these folks wouldn’t be able to be nearly as productive.
In this section, we cover some of the roles you work with closely. Sometimes you’re checking in with each other hourly and sometimes you’re in contact less frequently because you’re in a different phase of the product life cycle, working with different departments or working with different development methodologies. However, knowing how the roles fit together is integral to producing a successful product.
Checking out product marketing
Creating or updating a product is always such a great feeling. One small problem: Your customers need to learn about it, too. That’s where product marketing managers come in. Their primary goal is to create demand for the product through effective messaging and programs. If these people do their jobs well, your product has a shorter sales cycle and higher revenue.
The product marketing manager role is broken down into four parts:
Market strategy expert:
Market strategy lays the foundation for market success. It is the high-level thinking, planning, and research that happens before a product goes to market. The product marketing manager has an in-depth knowledge of the market and how the product should enter that specific market. In practice, this idea means knowing which customer segment to target, how to reach it, and what combination of messages will drive these customers to buy (see
Figure 2-3
). Note that in the figure, the messages aren’t the taglines, and the benefits are stated in the language of the customer. Then the strategy is executed through the launch and eventually marketing plan.
Marketing expert: After the product marketing manager analyzes market opportunities for your product, he then creates key messages that guide marketing efforts. In conjunction with marketing communications (also known as marcom), the product marketing manager’s goal is to generate customers that demand or pull your product through to sale. This comprehensive market understanding is one reason that the product marketing manager participates in or decides on pricing.
In many companies, pricing is part of finance or is a specialty function. But it can also be in the hands of product management. Wherever it is, product marketing should at the very least participate in the decision making so that any market forces are understood before a final decision is made. Involve your product marketing manager in any pricing decision that takes place.
Product marketing managers ensure that all the messages are consistent. Consistency builds awareness, layer by layer, in the customer’s mind. And she works with marcom to make sure that what product managers decide to say about a product translates correctly into web, mobile, or printed materials.
Marketing program guidance: This piece is the traditional core of the product marketing role. It’s here where a product marketing manager, in conjunction with the product manager, outlines the product positioning which articulates the value proposition. On the basis of the positioning, he works out the messaging and links each feature to a customer-oriented benefit. Chapter 10 has more information about creating compelling marketing messages.
Value proposition is a clear statement of what problem your product solves and why customers should choose your product over someone else’s.
Supporting sales:
Product marketing managers can create a library of marketing collateral, which should generate market pull. However, your salespeople may need to work harder for a sale. They’re the ones who generate market
push
by convincing customers to buy your product. To do so effectively, sales needs great sales tools. For example, they often need good product training, a solid product presentation, and a compelling demonstration. A product marketing person knows what salespeople need for them to get their jobs done and what points to emphasize so that the sales pitch is more successful.
FIGURE 2-3: Examples of a marketing message and corresponding tagline.
Some companies expect you to do both product management and product marketing plus the entire marketing role all by yourself. If that’s your situation, read Marketing For Dummies by Alexander Hiam (Wiley) to see how the responsibilities of product management, product marketing, and marketing all fit together.
AGILE-SPECIFIC ROLES
Agile is a flexible way of developing products that mostly applies to software development. Refer to Chapter 12 for more details. Agile has two very specific roles that you don’t see in other development environments: the product owner and the scrum master. The scrum master is typically only used in a specific version of Agile called scrum. The following figure illustrates which responsibilities lie exclusively with the product manager (PM), which are shared according to preference and skill between the product owner (PO) and product manager, and which are specifically allocated to a product owner. Use this figure and the later sections on RACI and DACI to have a discussion within your own organization to clarify roles and responsibilities.
© 2017, 280 Group LLC. All Rights Reserved.
Here are definitions of the specific roles:
Product owner: The mission of the product owner is to represent the customer to the development team. A key activity is to manage and make visible the product backlog, or the prioritized list of requirements for future development. In fact, the product owner is the only person who can change the order of items in the product backlog. One unusual aspect of product owner responsibilities is that she must be available to the development team at all times to answer any questions team members have regarding the customer’s view of how they’re implementing a product feature.A product owner shouldn’t be a scrum master. In many teams the product manager is also the product owner. This situation leads to a crushing workload and difficult-to-manage expectations because product managers should be spending a fair amount of time understanding customers’ needs by being outside of the office. The need to be in the office as a product owner— and yet still have a deep understanding of customers — is a conflict that continues to create great difficulty for product managers and product owners in Agile development organizations.
Scrum master: The scrum master role is to keep the development team working at the highest level of productivity. This person facilitates scrum rituals that drive the iterations with the scrum team and the product owner. She ensures that scrum processes and scrum-specified meetings are being followed and checks progress against expectations. Critically, she acts as a coach or facilitator for the team, helping team members solve problems and remove impediments to their progress.The scrum master can be a part time role or shared among multiple scrum teams, but under no circumstances should scrum master be a product owner.
Looking into program management
Program management is typically a department dedicated to managing the critical internal processes of an organization so that it meets internal targets. For example, program managers might work across the company to develop a new way of delivering a product to market. Or they may track how much is being spent to deliver a new product platform. In companies that are regulated or in which precision is very important, program management ensures that the important processes are reviewed and complied with. In some instances, project managers report into program management, but this isn’t universally the case.
Because the term program management is used inconsistently, get clarity with your program manager about what program management folks are specifically supposed to do. In your interactions with them, they’ll continually be looking at process and control issues. You may need to explain that the strategic and integrative parts of the product management role aren’t quantifiable in the way that those people like to look at work, but the output from product management is generally very beneficial to the company. Use the promise of the key product management deliverables (market strategy, market needs, and business case) as a measure of items to be checked off their list of tasks that need to be completed as part of the process of deciding which products to invest in. Then you only need to worry about making sure what you’ve written makes sense and will create great products.
Exploring project management
Project managers are a product manager’s alter ego. Product managers keep the customer and the big picture in mind under all circumstances. Project managers make sure that all team members are doing what they promised to do to keep the project on track and that each detail is completed on time. There are two models of project management. One is the project manager reports into engineering and helps with keeping the product on track until it is completed and available to the market. A second, if you’re very lucky, is your company has adopted a more complete view of the role of project management and makes sure that every aspect of the product is completed. This includes marketing, sales, operations, and support teams, which are all ready to deliver the product to market successfully. Ask which model your company uses so that you can set your expectations of what the project manager is willing to do for and with you. Often they know what even the most obscure tasks are that are necessary to bring a product to market, and their information can be worth its weight in gold.
Both product management and project management functions are necessary to effectively get a product out the door and into customers’ hands.
In smaller or growing companies, the role of project manager can be assigned to the product manager. If this is your situation, as product manager, you find that you are spending all your time filling in spreadsheets of tasks that have been done or need to be done. You have little or no time for strategic work or reaching out to hear the voice of the customer. As project and product manager combines, you may be perceived much more as a doer than a thinker and generally have less influence within the organization to develop new concepts and markets.
Companies have project managers to manage risk. By communicating often, project participants can voice their opinions and concerns. The project manager must consider not only the technical skills of each person but also the critical roles and chemistry between workers.
Key duties include the following:
Assembling a complete list of tasks required to complete the project, including those from other departments, and incorporating these items into a project schedule
Creating and managing the project schedule (as part of the overall master schedule)
Monitoring and tracking progress against the schedule and reporting progress, slippage, and changes in the schedule to the company
Identifying and managing potential risks in the schedule, ensuring there are contingency plans if something doesn’t go to plan
Managing the project documentation, especially the latest versions of plans and schedules
Defining project milestones: entrance, intermediate and integration stages, alpha, beta, and final product release
Being the expert in the product development and delivery processes
Leading project team meetings
Coordinating sign-off at the completion of each stage
Analyzing development progress, including defect resolution
Managing resource allocation and load balancing
If you work in an Agile development environment, the role of project manager either disappears or is elevated to oversee schedules and plans for several development teams. If the role disappears, it’s because Agile environments have less need for project tracking. A core definition of Agile is that the teams organize themselves. The development team and the scrum master split what is left. And the software that tracks product backlog items allows anyone to easily see the project status. If any issues are identified during the regular planning and review meetings that Agile prescribes, the product manager (or product owner), the scrum master, and the development team have to bring a project back on track.
For larger development efforts where there are many scrum teams, there are different organizing methodologies. Under a commonly used one, named SAFe (Scaled Agile Framework), the role is renamed as a release train engineer. For more information, look at the “Agile-specific roles” sidebar earlier in the chapter.
MAKING A LIST, CHECKING IT TWICE
Because the role of product manager interacts with various people in a company, start by interviewing people in different roles and making a list of the responsibilities mentioned. Ask each person what he does and what he expects of you. You may be surprised by what people say and what tasks have ended up as your responsibility. Of course, check with your manager to see whether the tasks people are flagging as being your job are really places where you add value and are things no one else could do effectively.
Knowing what other roles you interact with
As product manager, you touch almost every part of an organization and may not even realize it. Only many years after you’ve left a product management role and find someone in an obscure part of the company who recognizes you do you realize the extent of your reach. It’s a humbling thought.
One excellent practice is to swing through the building once or twice a day checking in with key functions. If certain functions are remote, check in with them via email, a meeting, or a phone call at least once a week. You can address any issues and concerns while they’re small.
The following sections emphasize how your relationship with various roles in the company works. Working with this many different people requires excellent people skills. Look to Chapters 17 and 18 for tips on dealing with varied personalities on a day-to-day basis.
Sales
The overall goal of a sales function is to facilitate the sales process. A sales process is one in which customers come to the conclusion that they should purchase your product and then do so. However, sales isn’t a monolithic function. Breaking down the sales department into its various roles shows how important they are to a product manager:
Sales representative: These are the people who actively talk to customers and convince them that they should buy a product. Sales representatives are usually paid at least partly on commission. If they can’t figure out how to sell your product, they’ll sell something else so that they can “make their sales number.”
Your job as a product manager is to make sure that they have a deep understanding of your product and become successful at selling it. Along with your product marketing manager, your job is to make sure that sales representatives have the right information to make the case for your product. Sales presentations, competitive selling sheets, and benefit/feature and pricing comparison charts are a good place to start.
Sales engineer or technical sales: For technical products, often someone has to have a highly technical conversation with a customer about creating an elegant solution to a complicated customer problem. This person is typically called a sales engineer, although this title can vary wildly.
