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Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For......

Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting

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  • Who has PMs? Who doesn’t?Where does PM report up through?What distinguishes good PMs from weak in your org?Categories: technical skills; org power; reporting path; customer knowledge; work products; who’s driving/deciding?; title confusion…
  • No natural sequence for PMMust work all aspects in parallelPlanning onion as simultaneous equationBottoms-Up Shapes Top-DownCustomer visits inform market viewCompetitive price points drive business modelFeature complexity shapes release planTop-Down Shapes Bottoms-UpMarket segmentation determines customer selection and benefitsProduct strategy drives backlogProduct Management provides strategy, judgment and integration as well as executionOwning market success is an unbounded problem
  • Earn your pay on days when you make decisions, not just oversee processes
  • Balanced focus between what markets/segments want and what development team can deliver
  • Experiential component that’s not well taught or certified. Contrasts with PMI PMP. No governing authority, no rating system other than personal references.Program/project managers see the resource/marshaling part of the product role, but not always the selling/organizational/outbound part.Dev consistently wants to promote good engineers into product roles. Mostly they lack relevant field experience, organizational savvy, customer skills, ability to handle uncertainty.
  • Valley does not check with me before assigning roles, titles or work mix
  • Essential question: who worries about market acceptance? Sales targets? Competition?
  • Not cleanly divided. Good PMs and PgMs are intertwined.
  • Ask about use cases and customer problemsVs. wanting PMs to settle internal technical/architecture disputesDon’t demand PMs as technical as you areYou have architects and senior devs to be the most technicalNot every user story gets its own ROI Not every field, button, featurelet can be independently justified. Customer-relevant value may roll up dozens of small bits.Expect PMs to translate features into customer-relevant benefitsThey have to turn your how-it-works into a sales team’s why-you-careAsk about forecasts, shipments and revenueShows you care about the business as well as the tech, and you’ll learn somethingQUIETLY sit in on some customer meetingsIf you talk out of turn, you won’t get invited back.Channel your inner Product ManagerOnce in a while, pretend you’re the PM and consider how you’d think through whole product issues. WWPMD?

Transcript

  • 1. Product Management Essentials for Project and Program Managers
    Rich MironovOctober 6, 2011
  • 2. About Rich Mironov
    Veteran product manager/exec/strategist
    Business models, pricing, agile
    Organizing product organizations
    “What do customers want?”
    5 startups, including as CEO/founder
    Author of “The Art of Product Management” and Product Bytes blog
    Founded Product Camp, chaired first product stage at annual Agile conferences
  • 3. Agenda
    3
    Sharing: your good and bad experiences with product management
    What does a product manager do, anyway?
    Product vs. Project/Program Management
    7 ways to help your product manager
  • 4. Sharing Your Good And Bad Product Management Experiences
  • 5. Agenda
    5
    Sharing: your good and bad experiences with product management
    What does a product manager do, anyway?
    Product vs. Project/Program Management
    7 ways to help your product manager
  • 6. What Does a Product Manager Do?
    For commercial / revenue software…
    Drives delivery and market acceptance of whole products
    Targets market segments, not individual customers
    Sets priorities
    For strategic internal development…
    Resolves competing priorities
    Drives acceptance and adoption
  • 7. Product
    Management
    Executives
    Development
    What Does a Product Manager Do?
    strategy, forecasts, commitments, roadmaps,competitive intelligence
    budgets, staff,
    targets
    market information, priorities,
    requirements, roadmaps, MRDs,
    personas, user stories…
    Field input,
    Market feedback
    Mktg & Sales
    Markets & Customers
    software
    Segmentation, messages, benefits/features, pricing, qualification, demos…
  • 8. Product Mgmt Planning Horizons
    many years
    Exec
    Strategy
    years
    Portfolio
    many mons
    Prod
    Mgr
    Product
    2-9 mon
    Release
    Dev
    Team
    Sprint
    2 wk
    Daily
  • 9. Pragmatic Marketing® Framework
    Dir, Prod Strategy
    Prod Mktg Mgr
    Tech Prod Mgr
    BusinessPlan
    MarketingPlan
    Positioning
    Pricing
    Market Problems
    Customer Acquisition
    BuyingProcess
    Market Definition
    Buy, Build or Partner
    Win/Loss Analysis
    Customer Retention
    Buyer Personas
    Distribution Strategy
    Product Profitability
    Distinctive Competence
    Program Effectiveness
    UserPersonas
    Product Portfolio
    Business
    Market
    Programs
    Planning
    Strategy
    Support
    Readiness
    Business
    Market
    Programs
    Planning
    Strategy
    Support
    Readiness
    Innovation
    Competitive Landscape
    LaunchPlan
    Require- ments
    Product Roadmap
    Presentations & Demos
    SalesProcess
    Technology Assessment
    Thought Leadership
    UseScenarios
    “Special”Calls
    Collateral
    Lead Generation
    Status Dashboard
    EventSupport
    SalesTools
    Referrals & References
    ChannelSupport
    Channel Training
    © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
  • 10. Nature of Product Role
    No natural sequence for Product Mgmt
    Must work all aspects in parallel
    Entire planning onion
    Intensely interrupt-driven
    Bottoms-up shapes top-down, top-down shapes bottoms-up
    Product Management must provide strategy, judgment and integration as well as execution
  • 11. Good product managers drive customer-relevant decisions (choices) despite uncertainty and contradictory goals
  • 12. Market Failure Modes for Product Mgrs
    Inward-looking failure modes
    Weak onreal-world value: pricing, packaging, upgrades, servicemodels,discounting, competitive dynamics
    Disconnected from cross-functional teams (Marketing, Sales, Support…)
    Trading off company-wide product strategy for product-level features
    Generalizing from too few customers
    Belief in rational users and accurate ROI
  • 13. “How Hard Could It Be?”
    Imagine that I create a two-day seminar for “Senior Enterprise Software Architects”
    Anyone can enroll
    We talk about enterprise architecture
    All attendees get a “Senior Enterprise Software Architect” certificate
    Are they senior architects?
  • 14. Agenda
    14
    Participants: your good and bad experiences with product management
    What does a product manager do, anyway?
    Product vs. Project/Program Management
    7 ways to help your product manager
  • 15. Product, Project, Program?
    Disclaimer
    No role/title consistency
    Execs create organizations
    Unclear division of labor
    Each tech company uniquely dysfunctional
    Good teams make things work regardless of titles or roles
  • 16. In My Opinion…
    Product Management: more outward-facing market-visible decisions
    What FEATURES are market segments demanding?
    WHICH must-ship feature will we drop first?
    SALES impact of slipped dates? Commitments?
    How are we POSITIONED and PRICED versus competitors?
    Project/Program Management: more inward-facing resource allocation decisions
    HOW should we get this done? WHO works on what?
    WHEN will it actually ship?
    Have we defined and met QUALITY goals?
    What outside RESOURCES could speed things up?
  • 17. It’s About Customer Realities
    Product managers stay in touch by…
    Helping close deals
    Trading off conflictingcommitments
    Intervening with complex customer problems
    Sweating price/volume forecasts
    Anchoring opinions with lots of first person customer/field input
    Source:
    Pragmatic Marketing
  • 18. One Problem, Two Viewpoints
    Two sides of the problem:
    Product Managers tasked with what to build (and when)
    Not-so-secretly worries about delivery, quality, completeness
    Project/Program Managers tasked with how to deliver
    Not-so-secretly worries about market success
  • 19. Agenda
    19
    Participants: your good and bad experiences with product management
    What does a product manager do, anyway?
    Product vs. Project/Program Management
    7 ways to help product managers
  • 20. 7 Good Ways to Help Product Mgrs
    Push for explicit decisions and trade-offs
    Ask about use cases and customer problems
    Don’t demand uber-technical product managers
    Not every sub-feature gets its own ROI
    Expect product managers to translate features into customer-relevant benefits
    Ask about forecasts, shipments and revenue
    Channel your inner Product Manager
  • 21. Contact Information
    +1-650-315-7394
    rich@mironov.com
    www.mironov.com
    @RichMironov
    www.linkedin.com/in/richmironov
  • 22. Product Management Essentials for Project and Program Managers
    Rich MironovOctober 6, 2011