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Product Management Job Design


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Purpose and integration of Product Management in a (software product development) company.

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Product Management Job Design

  1. 1. Product Management » Job Design « Raphael Bossek, Head of Product Management Last updated 1/23/2017 General Understanding Classification Self-Perception
  2. 2. How would I describe PM to my grandma… Source: © Tracy Barrell (2010),; Raphael Bossek 2
  3. 3. - Product Management as a Profession General Understanding The History Management in General Effective Management
  4. 4. Modern product management started in 1931 with a memo written by Neil H. McElroy at Procter & Gamble. It started as a justification to hire more people but became a cornerstone in modern thinking about brand management and ultimately product management. What he laid out in his 800 word memo was a simple and concise description of “Brand Men” and their absolute responsibility for a brand – from tracking sales to managing the product, advertising and promotions. Uniquely he outlined that the way to do this was through thorough field testing and client interaction. They interpreted the Brand Man ethos as putting decision making as close as possible to the customer, and making the product manager the voice of the customer internally. The History of Product Management Source:; Raphael Bossek 4
  5. 5. " Management is the profession of achieving or bringing about results. Key measures of success are the fulfillment of objectives and the completion of tasks. Its application becomes necessary, useful, and even urgent when results are not achieved automatically—when real effort is required. Management in General Source: Malik, Fredmund F. (2015): Managing Performing Living: Effective Management for a New World, p.74 Raphael Bossek 5
  6. 6. Tasks Tools  Providing Objectives  Organizing  Making Decisions  Supervising  Developing and Promoting People  Meetings  Reports  Job Design and Assignment Control  Personal Working Methods  Budgets and Budgeting  Performance Evaluations  Systematic „Waste Disposal“ – Renewing the System Effective Management Source: Malik, Fredmund F. (2015): Managing Performing Living: Effective Management for a New World, pp.151 Raphael Bossek 6
  7. 7. - Job Design (and Assignment Control) Classification Key Activities Model Compilation Differences
  8. 8. " An assignment is a key task that has top priority in a position for the upcoming period. A job is a set of tasks that have been bundled according to organizational aspects. At any given time, these tasks can be assumed to have to be done for an unlimited period of time (until the job itself has to be changed). They are not linked to any specific priorities. Priorities can only be set for a specific and current situation, never in general terms. The Difference Between Job and Assignment Source: Malik, Fredmund F. (2015): Managing Performing Living: Effective Management for a New World, p.273 Raphael Bossek 8
  9. 9. Evaluating the Core Competencies Source: Haines, Steven (2012): Managing product management, p.48 Raphael Bossek 9
  10. 10. Five General Elements That Make Up the Product Manager Job Source: Haines, Steven (2012): Managing product management, p.126 Raphael Bossek 10
  11. 11. Product Management Process Mind Map Source: Haines, Steven (2012): Managing product management, p.89 Raphael Bossek 11
  12. 12. From UX/Tech/Business to Communication/Organization/Execution Source: LeMay, Matt (2016): A New Skill Model for Product Managers, Raphael Bossek 12
  13. 13. From UX/Tech/Business to Communication/Organization/Execution Source: Schmidt, Dan (2014): The Product Management Triangle,; LeMay, Matt (2016): A New Skill Model for Product Managers, Raphael Bossek 13
  14. 14. Product Focus© Product Activities Framework Source: Product Focus© Product Activities Framework, Raphael Bossek 14
  15. 15. Roman’s Product Management Framework Source: Pichler, Roman (2015): Roman’s Product Management Framework, Raphael Bossek 15
  16. 16. Source: proProduktmanagement GmbH: Open Product Management Workflow™, Raphael Bossek 16
  17. 17. Source: Johnson, Steve: The Stratetgic Role of Product Management, Raphael Bossek 17
  18. 18. Source: The Pragmatic Marketing Framework, Raphael Bossek 18
  19. 19. Source: SiriusDecisions: The SiriusDecisions Product Marketing and Management Model, management-model-overview/ Raphael Bossek 19
  20. 20. Source: Software Product Management Association (2014), Raphael Bossek 20
  21. 21. *Own thoughts based on Software Product Management Association (2014), Last updated 1/22/2016 Raphael Bossek 21 Technical Documentation* Pricing and Licensing* Product Marketing Manager Technical Product Manager Explanation of Jobs To Be Done* Product Analysis and Competition* Market Analysis and Trends* Message and Media* Omni Channel Interactions* Ecosystem Management and Certification* Product Owner Content Manager Customer Experience Design* Customer Research and Segmentation* Core (Software) Product Manager Modifications based on ISPMA Software Product Reference Framework Version 1.2 Product Change Management* User Stories and Requirements* Release Planning and Prioritization* Opportunity Management and Advertising* Product Launches and Demand Creation*
  22. 22. Source: Trexler, Keith (2010): The Product Management Value Chain, Raphael Bossek 22
  23. 23. Source: Schure, Pamela (2015): Earned influence and authority for product managers, Raphael Bossek 23
  24. 24. The IT-Product Manager Pyramid Source: Herzwurm/Pietsch (2009): Management von IT-Produkten. Geschäftsmodelle, Leitlinien und Werkzeugkasten für softwareintensive Systeme und Dienstleistungen, pp60 Raphael Bossek 24 Business Process Product Operational Scope: Application Maintenance Scope: Application Positioning Scope: Product Definition Scope: Business Development Area of Responsibility Tasks IT-Product Manager Type1 Type2 Type3 Type4 Development Requirements Engineering D K - - Test Management U K K - Development Principal - - - D Change Management U D K K Configuration Management U K K K Project Management Program / Portfolio Management - - U D Project Management - U K - Project Execution U D - - Marketing Strategy Market Field Strategies - U D K Market Stimulation Strategies - U D K Market Parceling Strategies - U D K Market Area Strategies - U D K Market Research U U D K Product Positioning - U K D Sales Concepts & Tools 4P (Product, Price, Place, Promo) U U K D 7P (Physical Facilities,Personnel, Process Management) - U K D Sales Strategies - - U D Potential Assessment& Development - - U D Organization Product Management Process / Process Management U U K D Organizational Structure - - U D Knowledge Management U U K D Professional Services Service & Support D U K - Economic Management Cost-Benefit Considerations - - U D Cost Estimation U U D K Price Definition and Costing - - U D D = doing, U = support, K = coordination
  25. 25. Die IT-Produktmanagement-Pyramide Quelle: Herzwurm, Georg; Pietsch, Wolfram (2009): Management von IT-Produkten, S.60ff Raphael Bossek 25
  26. 26. ‘small p’ Product Owner Product Manager Product Owner vs. Product Manager Source: Mironov, Rich (2014): Product Managers, Agile Product Owners and Building Great Products., p4/p7 Raphael Bossek 26
  27. 27. Source: Muuga, Erkki (2017): Product Manager vs Product Owner, Raphael Bossek 27
  28. 28. Product Management vs. Product Marketing Source: Buscemi, Peter (2012): The Art of Product Marketing, Raphael Bossek 28
  29. 29. Source: 280 Group/Lawley, Brian (2014): Optimal Product Process™ 2.0,, p15 Raphael Bossek 29
  30. 30. Source: Product Manager vs. Product Marketing Manager, Raphael Bossek 30
  31. 31. (Technical) Product Manager Product Marketing Manager Focus on the User Focus on the Buyer Get excited about Solving Problems Get excited about Selling Products Knows what to say about the product Knows how best to communicate the messages to the market Works closely with Development Works closely with Sales / MarComms Try to develop a single product that can work across all markets Focus on specific market segments (e.g. customers, competitors, legal) Reads up on the latest Technology Trends Reads about Sales Optimization KPI is Costs KPI is Revenue Together Responsible for Gross Margin Source: brainmates (2013): Product Management Roles - Briefly Explained,, pp.5; Product Management Journal. Product Marketing (14). Raphael Bossek 31
  32. 32. Areas Technology expertise Technology expertise is about how the product works. From their daily interactions, product managers pick up a deep understanding of product and technical capabilities; they achieve this by playing with the product, by discussing it with customers and developers, by reading and reading and reading. For a technology expert, the product almost becomes their personal hobby. They think of themselves as product experts. Typical titles: product manager, product owner, technical product manager, business analyst Four types of skills for product managers Source: Johnson, Steve (2014): Expertise in Product Management,, pp7 Raphael Bossek 32
  33. 33. Areas Market expertise Market expertise is a focus on geographic or vertical markets, either by country or by industry. They know how business is done in that market. They know the major players, and the jargon or colloquialisms of the market. Market experts define themselves by the market they serve: “I’m a banker” or “I support BRIC.” Typical titles: industry manager, product marketing manager, field marketing manager Four types of skills for product managers Source: Johnson, Steve (2014): Expertise in Product Management,, pp7 Raphael Bossek 33
  34. 34. Areas Domain expertise Domain expertise is about the discipline your product supports, such as security, fraud detection, or education. Domain experts know (and often define) the standards for the discipline and can explain the latest thinking in that area. They understand the problems that your product endeavors to solve, regardless of the market or industry. And for a domain expert, your product is merely one way of addressing the problems of their specialty. Domain experts define themselves not by the product but by their topic area. Typical titles: product scientist, principal product manager Four types of skills for product managers Source: Johnson, Steve (2014): Expertise in Product Management,, pp7 Raphael Bossek 34
  35. 35. Areas Business expertise Business expertise is where your traditional business leader or MBA graduate brings strength. These experts know the mechanics of business and can apply that knowledge to your product. A business oriented expert knows how to use research to determine product feasibility, can determine how the product generates profit with lots of financial analysis to back it up. Ideally these business skills need to be combined with one of the other skills or provided as a support role for the other areas of expertise. Typical titles: product strategist, product leader, portfolio manager Four types of skills for product managers Source: Johnson, Steve (2014): Expertise in Product Management,, pp7 Raphael Bossek 35
  36. 36. Organizing expertise Source: Johnson, Steve (2014): Expertise in Product Management,, p10 Raphael Bossek 36
  37. 37. - Product Management Manifesto Self-Perception
  38. 38.  I am dedicated to bringing great products to market. Products that delight my customers. Products that are massively profitable for my company.  I am the voice of my customers and represent them in every critical decision that is made.  I believe that Product Management is one of the toughest, yet most rewarding jobs in the world. Though I will face great odds and challenges I refuse to become jaded or negative.  I refuse to settle for mediocrity and I will be tenacious and professional in my approach to getting the best possible results. Excerpt of Product Management Manifesto (1/3) Source: Solomon, Cindy F.: Product Marketing Management Manifesto, Raphael Bossek 38
  39. 39.  I am committed to using the best methodologies, tools, templates and techniques available to be more efficient and effective at my job.  I have a strong vision for my products and develop winning strategies that align with my company’s goals and ensure that our investments of time, money and energy are well‐spent.  I am an expert in all areas regarding my products: customers, the market, technology, competition, channels, press, analysts, trends and anything else that must be taken into account in order to win. Excerpt of Product Management Manifesto (2/3) Source: Solomon, Cindy F.: Product Marketing Management Manifesto, Raphael Bossek 39
  40. 40.  I am a leader. I develop strong alliances with everyone that I need to in order to ensure the success of my product. This includes sales people, engineers, support, customers, channel and business partners, management, the Board of Directors and anyone else necessary.  Though I have all of the responsibility, it is highly likely I have little or no formal authority. Therefore I will do whatever it takes to persuade others to do what is right for customers and my company.  I have a plan for my career and I will further my professional status by attending training courses, becoming certified and reading books, blogs and newsletters to learn best practices. Excerpt of Product Management Manifesto (3/3) Source: Solomon, Cindy F.: Product Marketing Management Manifesto, Raphael Bossek 40
  41. 41. /raphael.bossek /RaphaelBossek /RaphaelBossek /Raphael_Bossek /raphaelbossek /+RaphaelBossek /RaphaelBossek +49 (151) 59 177 535