no more superheroes - creating effective and scalable product management organizations

No more Superheroes!

How to create an Effective and Scalable Product Management Organization

Saeed KhanTwitter: @saeedwkhan, @onpmwww.OnProductManagement.net

Copyright © Saeed Khan 2011

It’s time to change how we think about Product

Managers!

No more Rock Stars No more

SuperheroesCopyright © Saeed Khan 2010

Why?

It’s good for our egos, but…

it’s bad for our profession

Hiring the first PM

• Highly visible position• Technical Strength• Business Acumen• Strategic Thinker• Tactical Executioner• Marketing Guru• Etc. Etc.

How successful could this person be?

But how do you scale the organization?

?

Like this?

Is this even possible?

• Can you even hire a team like this?

• Is the whole greater than the sum of the parts?

• Is this really how any team scales?

One other factor to consider…

Some real world problems for

Product Management organizations

Is this a problem?

• Long term planning vs. short term tactics

• Getting out of firefighting mode

Is this a problem?

• How to work in an Agile environment?

• Is the Product Manager the Product Owner?

Is this a problem?

• How to work with Marketing?

• Why don’t they just “get it”?

Is this a problem?

• Just getting outside the building!

• How do I gain market authority when I’m stuck at my desk?

And finally…

Truly managing the product across

the product lifecycle

So what’s the solution?

Stop talking about the Product Manager

Start talking about Product

Management

It’s not part of Marketing

It’s not part of Engineering

Product Management should be a

department in your company with

differentiated roles DEFINED and

STAFFED for overall success

(just like every other department)

Specialized Roles for Specific Objectives

Sales• Account Managers• Named Account

Managers• Territory Managers• Inside Sales Reps• Sales Consultants• Business Development • Direct Response

Etc.

Engineering• Software Engineers• Architects• Project Managers• Development Leads• Database Architects• User

Interaction/Experience• Quality Assurance

Etc.

What are those Product

Management roles and how can

they be defined?

To deliver measurable business results through product

solutions that meet both market needs

and company objectives.

Don Vendetti - http://wp.me/pXBON-WE

The goal of Product Management

Strategy

Communication

MarketingRoadmap

sForecastin

g

Partnerships

PricingTechnolog

yPlannin

gSelling Management

Copyright © Saeed Khan 2010

Key Product Management Skills

Cross-Functional Responsibilities

Segmenting the roles

Engineering

Support

Sales

Sr. Mgmt

Technical

Business

Mar

ket

Pro

duct

Marketing

Presales

Product Manager

Some are more technically focused

Engineering

Support

Sales

Sr. Mgmt

Technical

Business

Mar

ket

Pro

duct

Marketing

Presales

Some are more business focused

Engineering

Support

Sales

Sr. Mgmt

Technical

Business

Mar

ket

Pro

duct

Marketing

Presales

How should the roles be segmented

Engineering

Support

Sales

Sr. Mgmt

Technical

Business

Mar

ket

Pro

duct

Marketing

Presales

Product Manager is business focused

Engineering

Support

Sales

Sr. Mgmt

Technical

Business

Mar

ket

Pro

duct

Marketing

Presales

TechnicalProduct Manager

Product Manager

Product Marketing can be added

Engineering

Support

Sales

Sr. Mgmt

Technical

Business

Mar

ket

Pro

duct

Marketing

Presales

TechnicalProduct Manager

Product Marketing Manager

Product Manager

Solution Specialist adds product depth

Engineering

Support

Sales

Sr. Mgmt

Technical

Business

Mar

ket

Pro

duct

Marketing

Presales

Solution Specialist

TechnicalProduct Manager

Product Marketing Manager

Product Manager

A scalable & effective team

• Other roles UX, BA etc. can be added if needed• Can scale organization (by adding people) across

products or product lines

Product Management Grows with the Company

• Individuals across groups work together in virtual or physical teams

Product Management problems solved?

Balance long term planning vs. short term tactics

Ability to work effectively in an Agile environment

No barriers to getting out of the building

Enabling Marketing so they “get it”

Managing across the entire product lifecycle

And the real reason you came to listen!

No more Superheroes!

How to create an Effective and Scalable Product Management Organization

Saeed Khanwww.OnProductManagement.netTwitter: @saeedwkhan, @onpm

Copyright © Saeed Khan 2011