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PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter
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PCampUtah May 2012 - Crossing the PM Chasm with John Epeneter

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  • Nice presentation. You laid out Geoffrey Moore's http://www.geoffreyamoore.com work very well. He is my favorite business author. Thanks again!
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  • 1.  The leader presents a short (20-30 minute max) informative topic, open-ended question or premise and opens the fl i i d h floor for expansion, comment, questions and generall di discussion. i But first › Who is our timer? Call out every 10 min. › Who is going to gather surveys?
  • 2.  What is the role of a product manager? Is there a chasm to cross? What phase is your company in?
  • 3. Geoffrey A. Moore & Regis McKennaInnovative The Early The MainstreamHigh-TechProduct Market ? Market The CHASM ervatives matists naries ptics Pragm Skep Vision Conse
  • 4.  Do the job of everyone except those already defined. General Manager, Owner, CEO of the Product Hub (Expert or Voice) of Market and User Knowledge
  • 5.  Detailed responsibilities differ BUT  Most believe they drive strategy for products.  Therefore, strategic product managers: › Understand market needs › Directing product activities to meet needsSource: Michael Ray Hopkin, Lead on Purpose PM Blogger, UPMA Presidenthttp://leadonpurposeblog.com/2008/04/14/leadership-and-product-strategy/
  • 6. Geoffrey A. Moore & Regis McKennaInnovative The Early The MainstreamHigh-TechProduct Market ? Market The CHASM ervatives matists naries ptics Pragm Skep Vision Conse
  • 7.  Not N t small vs. large, it is culture of the company. Any company ll l i lt f th A can be PM incompetent There is a tension. It can be anywhere. Chasm can come from externalities. Chasms appear as pp companies change. Size is just one variable. As the company figures out who they are, and move from reactionary to proactive, chasms appear and disappear. Chasm is the difference between a Good PM and a Bad one one. In a smaller company you know you are successful faster. Chasms appear when responsibility lines blur and disappear when that becomes clear. The Th verticall axis is how serious the company takes PM. ti i i h i th t k PM Regardless of company, the understanding of the PM role is a key factor. And the evolution of that understanding is key to the PMs evolution.
  • 8.  What are phases in a companies evolution? › Knowing those phases can help a PM know how cope, uhhh, compensate. What Wh t are the corresponding phases iin th di h product management › P h Perhaps a better question iis what are th PM b tt ti h t the responsibility priorities as you cross the chasm?
  • 9.  The Seven Stages of Business Life › Seed: A thought or idea › St t Start-up: The idea in production Th id i d ti › Growth: Expansion ideas competing for resources › Established: Improvement, process maturity › Expansion: New markets & distribution channels › Decline › Exit
  • 10. © Adizes Institute LLC. http://www.adizes.com/corporate_lifecycle.html
  • 11. © Adizes Institute LLC. http://www.adizes.com/corporate_lifecycle.html
  • 12.  Acknowledgment that you and others need to change. A k l d t th t d th dt h Get new skill sets. Each person needs to understand their limitations, and either need to change or step aside. Plenty of PMs are migrating from other places (eng, support, marketing) but don’t focus on the PM craft. You must know your methodologies both for the current company phase and also f th f t h d l for the future phases so you can h help your company scale (and scale your influence also) PMs need to be domain experts of both technology and human behavior behavior. Two challenges for startups and established PMs, finding your market and then finding the product in the market.
  • 13.  Face reality…
  • 14.  Pragmatic Marketing Zealot Good to Great: Level 5 Crucial Conversations PM Manifesto
  • 15.  Not everyone has the perfect company, the perfect boss, the perfect eTeam “Crucial Conversations: Tools for Talking When Stakes Are High” › www.vitalsmarts.com
  • 16.  Work on Me First › Choose What and If › M t My Stories – Di id Fact from Story Master M St i Divide F t f St  Master own anger, fear or pain, thoughts Confront With Safety › Mutually describe gap of what actually happened and what expected to happen pp p pp › Listen carefully › Change view of consequences › Stay Focused and Flexible
  • 17.  Focus F › Leadership and self deception › Know what things are critical, know what shouldn’t be done. Let the middle squeak and you will know which side of the fence it sits. Celebrate Failure, R C l b t F il Ryan Money M › Failures are opportunities for improvement › DON’T shoot the person who finds the failure › INTROSPECTIVE is a key attribute of PMs and evolutionary companies. PMs Prioritize all the time. The cost of failure is the measure. Innovate around the items that have acceptable cost. › Thomas Edison had the fortitude and the cash flow to continue to fail until he could succeed. Cultivate i C lti t innovation, then PM, manage that innovation ti th PM th t i ti Innovators Dilemma As a PM you are asking for the bulls eye on your back. Live for it, , train for it,
  • 18.  PM is not well understood. PM is one of the most interesting/important jobs “I believe that PM is one of the toughest, g yet most rewarding jobs in the world…. Therefore I will do whatever it takes”
  • 19.  “Search others for their virtues, thyself for thy vices.” Benjamin Franklin › PM, Know thyself  Know your strengths and weaknesses › Mutual Understanding i  Role(s) definition  Prioritization › Mutual Willingness to Change › Regular and Often Review
  • 20. Was this session worth your time? yDo you feel more prepared to cross your chasms?Or did you just not feel comfortable voting with 2 feet?It’s feedback time!

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