Pct2010 intro toproductmanagement

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Pct2010 intro toproductmanagement

  1. 1. Introduction to Product Management PRODUCT MANAGEMENT: A JOURNEY Calum Tsang tsangc@mie.utoronto.ca www.productcamp.org/toronto May 30, 2010 – Ted Rogers School of Management, Ryerson University
  2. 2. Who is this session for?  People who are entering the field of product management for the first time  People who’ve been thrown into the role Product Manager and need definition  People who see a need for a product management role in their organization and want to know what it entails. ProductCamp Toronto – MAY 30, 2010
  3. 3. Does this sound like you?  Do you feel like a firefighter?  Do you end up juggling some combination of  Angry “Hot site” calls  Sales demos  Design decisions  UI mockups/wireframes  Tradeshows  Bug review/triage calls  Marcom/copy reviews  Executive reporting/calming ProductCamp Toronto – MAY 30, 2010
  4. 4. What is Product Management?  Product Management defines what we’re developing and selling by identifying who buys the product and their needs.  It supports the development, sales and marketing functions.  It leads the product strategy process.  Product Management is hard to define, but we’re going to try. ProductCamp Toronto – MAY 30, 2010
  5. 5. Most Product Managers come from  Product Managers often come from another area of the business  Technology/Engineering  Documentation  Marketing  User Experience or Design  Sales Engineering/Account Management  What they bring in experience is their strength  eg Developer has detailed product knowledge  What makes them stumble is holding on  eg ex-Developer starts doing architecture and coding ProductCamp Toronto – MAY 30, 2010
  6. 6. A destination for product management  Product Management is inherently intertwined with key parts of the business: Development Product Management Sales Marketing ProductCamp Toronto – MAY 30, 2010
  7. 7. The Interface to Development  Product Management  Represents the market to the Technology team  Defines product requirements, prioritizes their development  I get from Development  Development scheduling, costs, budgets  Product Deliverables  Process metrics like defect level trending, dev velocity  I give to Development Development  Market Requirement Documents  Review product specifications  Develops product roadmaps Product  Agile product stories, backlog management Management  Reviews bugs/triages Sales Marketing  Go/No Go for Release ProductCamp Toronto – MAY 30, 2010
  8. 8. The Interface to Sales  Product Management  Represents the product to the Sales team  Supports the sales process  I get from sales  Customer requirements/pain points/desires  Regular product advisory  Time in front of customers to ask them questions  I give to sales  Sales training  Sales tools (qualification guides, configurators) Development  Guides creation of Sales process  Evangelism  Product demonstrations Product  Not too much Management  Customer support/troubleshooting  Fruitless sales calls Sales Marketing ProductCamp Toronto – MAY 30, 2010
  9. 9. The Interface to Marketing  Product Management  Represents the product to the Marketing team  Positions the product in the market  I get from Product Marketing  Marketing materials for content/copy  Campaign execution  I give to Product Marketing Development  Go-to-market strategy  Customer profiles/demographics Product  Marketing briefs/positioning documents Management  Guidance for marketing campaign Sales Marketing  Pricing analysis ProductCamp Toronto – MAY 30, 2010
  10. 10. Product Management or Marketing?  Product Marketing  This one should be obvious  Pricing Product Product  Strategic pricing Management Marketing  eg part of business case and profitability should be Product Management  Tactical pricing  eg, offers/promotional, I’d say Product Development Marketing Marketing  Promotion  That’s Marketing Product Product Management Marketing  Placement  That’s Marketing too ProductCamp Toronto – MAY 30, 2010
  11. 11. Product Management Ownership  While a lot of activities are interfaced with other parts of the business, there are many activities which are alone the responsibility of Product Management.  Ownership includes  Business case analysis  Metrics and reporting  Profitability Technology  Market share  Customer analysis  Competitive analysis/benchmarking Product  Win/loss analysis results for improvement Management  Product roadmap Sales Marketing  Executive reporting ProductCamp Toronto – MAY 30, 2010
  12. 12. Product Management is not  Project Management.  These are people focused with delivering the project on time and budget. This is the when.  Product Architecture.  These are development oriented people who are responsible for the overarching technology decisions. This is the how.  Product Marketing.  These are the people who will take your product to market, outbound to the rest of the world, including pricing, campaign and communications.  But you might do some or all of these things too. ProductCamp Toronto – MAY 30, 2010
  13. 13. A matter of trust  The product manager requires a great deal of trust from all parties involved and demands respect.  Technology developers  must respect your decisions  Marketing leads  must trust your market positioning and product experience  Salespeople  must trust your interaction with their customers and respect your time  Respect is a two way street  Eg Developer respects your decision—but you need to respect their timelines  How do you earn respect?  Build a rapport  Take the time and effort to understand their side, explain your side  State the (user/market) facts  Don’t fake it ProductCamp Toronto – MAY 30, 2010
  14. 14. I don’t work for these guys  But I took their course a few years ago and really liked it:  Practical Product Management  Requirements that Work  PragmaticMarketing.com ProductCamp Toronto – MAY 30, 2010
  15. 15. Discussion  How do you formalize product management responsibilities?  How do you introduce a distinct product management capability into an organization?  How do you convince your boss to let you be a product manager?  How do you convince your boss that you don’t do everything?  How do you explain to your classmates at a reunion what exactly you do? ProductCamp Toronto – MAY 30, 2010

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