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.
20. Stop talking about the Product Manager Start talking about Product Management
21. It’s not part of Marketing It’s not part of Engineering
22. Product Management should be a department in your company with differentiated roles DEFINED and STAFFED for overall success (just like every other department)
23. 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.
24. What are those Product Management roles and how can they be defined?
25. 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