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No More Superheroes - How to Create an Effective and Scalable Product Management Organization - Saeed Khan at ProductCamp Boston, April 2011
 

No More Superheroes - How to Create an Effective and Scalable Product Management Organization - Saeed Khan at ProductCamp Boston, April 2011

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ProductCamp Boston, April 2011 ******************

ProductCamp Boston, April 2011 ******************
No more superheroes - How to create an effective and scalable product management organization

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  • Take a look at this set of answers. What is the biggest barrier companies face in effectively executing on plans?

No More Superheroes - How to Create an Effective and Scalable Product Management Organization - Saeed Khan at ProductCamp Boston, April 2011 No More Superheroes - How to Create an Effective and Scalable Product Management Organization - Saeed Khan at ProductCamp Boston, April 2011 Presentation Transcript

  • No more Superheroes!How to create an Effective and Scalable Product Management OrganizationSaeed 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 Superheroes
    Copyright © 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
    Engineering
    Software Engineers
    Architects
    Project Managers
    Development Leads
    Database Architects
    User Interaction/Experience
    Quality Assurance
    Etc.
    Sales
    Account Managers
    Named Account Managers
    Territory Managers
    Inside Sales Reps
    Sales Consultants
    Business Development
    Direct Response
    Etc.
  • What are those Product Management roles and how can they be defined?
  • The goal of Product Management
    To deliver measurable business results through product solutions that meet both market needs and company objectives.
    Don Vendetti - http://wp.me/pXBON-WE
  • Key Product Management Skills
    Marketing
    Strategy
    Forecasting
    Roadmaps
    Communication
    Pricing
    Partnerships
    Technology
    Planning
    Selling
    Management
    Copyright © Saeed Khan 2010
  • Cross-Functional Responsibilities
  • Sr. Mgmt
    Presales
    Engineering
    Support
    Sales
    Marketing
    Market
    Technical
    Business
    Product
    Segmenting the roles
    Product Manager
  • Sr. Mgmt
    Presales
    Engineering
    Support
    Sales
    Marketing
    Market
    Technical
    Business
    Product
    Some are more technically focused
  • Sr. Mgmt
    Presales
    Engineering
    Support
    Sales
    Marketing
    Market
    Technical
    Business
    Product
    Some are more business focused
  • Sr. Mgmt
    Presales
    Engineering
    Support
    Sales
    Marketing
    Market
    Technical
    Business
    Product
    How should the roles be segmented
  • Sr. Mgmt
    Presales
    Engineering
    Support
    Sales
    Marketing
    Market
    Technical
    Product Manager
    Business
    Product
    Product Manager is business focused
    TechnicalProduct Manager
  • Sr. Mgmt
    Presales
    Engineering
    Support
    Sales
    Marketing
    Market
    Technical
    Product Manager
    Business
    Product Marketing Manager
    TechnicalProduct Manager
    Product
    Product Marketing can be added
  • Sr. Mgmt
    Presales
    Engineering
    Support
    Sales
    Marketing
    Market
    Solution Specialist
    Technical
    Product Manager
    Business
    Product Marketing Manager
    TechnicalProduct Manager
    Product
    Solution Specialist adds product depth
  • 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 OrganizationSaeed Khanwww.OnProductManagement.netTwitter: @saeedwkhan, @onpm
    Copyright © Saeed Khan 2011