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PMI-SV: ProDUCT Mgmt Basics for ProJECT Mgrs

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Basics of proDUCT management, presented to PMI-SV for proJECT and proGRAM managers. How are these the same? different? #prodmgmt is responsible for commercial success, while project mgmt marshalls resources and schedules and staff

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PMI-SV: ProDUCT Mgmt Basics for ProJECT Mgrs

  1. 1. ProDUCT Management Essentials for ProJECT and ProGRAM Managers Rich Mironov June 18, 20121 www.mironov.com
  2. 2. About Rich Mironov Veteran product manager/exec/strategist  Organizing product organizations  Business models, pricing, agile  “What do customers want?” 6 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 conference 2 www.mironov.com
  3. 3. Agenda Backlog of questions / issues from the front lines What does a product manager do, anyway? Product vs. Project/Program Management 7 ways to help your product manager 3 www.mironov.com 3
  4. 4. Backlog of Questions and Issues4 from the Front Lines www.mironov.com
  5. 5. Agenda Backlog of questions / issues from the front lines What does a product manager do, anyway? Product vs. Project/Program Management 7 ways to help your product manager 5 www.mironov.com 5
  6. 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 6 www.mironov.com
  7. 7. What Does a Product Manager Do? budgets, staff, strategy, forecasts, commitments, roadmaps, targets competitive intelligence Executivesmarket information, priorities,requirements, roadmaps, MRDs, Field input,personas, user stories… Product Market feedback Management Mktg & Markets & Development Sales Customers software Segmentation, messages, benefits/features, pricing, qualification, demos… 7 www.mironov.com
  8. 8. Product Mgmt Planning Horizons many years Strategy years Exec Portfolio many mons Product Prod Release 2-9 mon Mgr Sprint 2 wk Dev Team Daily8 www.mironov.com
  9. 9. Pragmatic Marketing® Framework Dir, Prod Strategy Prod Mktg Mgr Business Marketing Positioning Plan Plan Market Market Buying Customer Pricing Problems Definition Process Acquisition Win/Loss Distribution Buy, Build Buyer Customer Analysis Strategy or Partner Personas Retention Distinctive Product Product User Program Competence Portfolio Profitability Personas Effectiveness Market Strategy Business Planning Programs Readiness Support Competitive Product Require- Launch Sales Presentations Innovation Landscape Roadmap ments Plan Process & Demos Technology Use Thought “Special” Collateral Assessment Scenarios Leadership Calls Status Lead Sales Event Dashboard Generation Tools Support Tech Prod Mgr Referrals & Channel Channel References Training Support9 www.mironov.com © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
  10. 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 10 www.mironov.com
  11. 11. Good product managers drive customer-relevant decisions (choices) despite uncertainty and contradictory goals11 www.mironov.com
  12. 12. 12 www.mironov.com
  13. 13. Market Failure Modes for Product MgrsInward-looking failure modes Weak on real-world value: pricing, packaging, upgrades, service models, discounting, competitive dynamics Disconnected from cross-functional teams (Marketing, Sales, Support…) Trading off company-wide product strategy for product-level features Belief in rational users and accurate ROI Generalizing from too few customers 13 www.mironov.com
  14. 14. “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 www.mironov.com
  15. 15. Agenda Backlog of questions / issues from the front lines What does a product manager do, anyway? Product vs. Project/Program Management 7 ways to help your product manager 15 www.mironov.com 15
  16. 16. Product, Project, Program?Disclaimer No role/title consistency Execs create novel organizations Unclear division of labor Each tech company is uniquely dysfunctional Good teams make things work in spite of titles and roles 16 www.mironov.com
  17. 17. 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 www.mironov.com
  18. 18. One Problem, Two ViewpointsTwo sides of the problem: Project/Program Managers tasked with how to deliver  Not-so-secretly worry about market success Product Managers tasked with what to build (and when)  Not-so-secretly worry about delivery, quality, completeness 18 www.mironov.com
  19. 19. Understanding Customer RealitiesProduct managers track the market by… Helping close deals Trading off conflicting commitments Intervening with complex customer problems Sweating price/volume forecasts Anchoring opinions with lots of Source: Pragmatic Marketing first person customer/field input 19 www.mironov.com
  20. 20. Agenda Backlog of questions / issues from the front lines What does a product manager do, anyway? Product vs. Project/Program Management 7 ways to help product managers 20 www.mironov.com 20
  21. 21. 7 Good Ways to Help Product Mgrs1. Push for explicit decisions and trade-offs2. Ask about use cases and customer problems3. Don’t demand uber-technical product managers4. Not every sub-feature gets its own ROI5. Expect product managers to translate features into customer-relevant benefits6. Ask about forecasts, shipments and revenue7. Channel your inner Product Manager 21 www.mironov.com
  22. 22. Contact Information +1-650-315-7394 rich@mironov.com www.mironov.com @RichMironov www.linkedin.com/in/richmironov22 www.mironov.com
  23. 23. ProDUCT Management Essentials for ProJECT and ProGRAM Managers Rich Mironov June 18, 201223 www.mironov.com

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