no more superheroes - creating effective and scalable product management organizations
DESCRIPTION
Companies don't understand how to define Product Management, and thus usually struggle when trying to create a Product Management organization. This presentation -- originally presented at ProductCamp Boston in April 2011 -- provides some guidance on how to think about an organization that is scalable and can deliver on the diverse needs that companies demand of Product Management.TRANSCRIPT
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