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Product vs Program/Project Management

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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 IEEE-TMC local meeting

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Product vs Program/Project Management

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

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