ProductCamp Boston, April 2011 ****************** No more superheroes - How to create an effective and scalable product management organization

1. No more Superheroes!How to create an Effective and Scalable Product Management OrganizationSaeed KhanTwitter: @saeedwkhan, @onpmwww.OnProductManagement.net Copyright © Saeed Khan 2011

2. It’s time to change how we think about Product Managers! No more Rock Stars No more Superheroes Copyright © Saeed Khan 2010

4. Why?

5. It’s good for our egos, but… it’s bad for our profession

6. Hiring the first PM Highly visible position Technical Strength Business Acumen Strategic Thinker Tactical Executioner Marketing Guru Etc. Etc.

7. How successful could this person be?

8. But how do you scale the organization? ?

9. Like this?

10. Is this even possible? Can you even hire a team like this? Is the whole greater than the sum of the parts? Is this really how any team scales?

11. One other factor to consider…

12. Some real world problems for Product Management organizations

13. Is this a problem? Long term planning vs. short term tactics Getting out of firefighting mode

14. Is this a problem? How to work in an Agile environment? Is the Product Manager the Product Owner?

15. Is this a problem? How to work with Marketing? Why don’t they just “get it”?

16. Is this a problem? Just getting outside the building! How do I gain market authority when I’m stuck at my desk?

17. And finally… Truly managing the product across the product lifecycle

19. So what’s the solution?

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

26. Key Product Management Skills Marketing Strategy Forecasting Roadmaps Communication Pricing Partnerships Technology Planning Selling Management Copyright © Saeed Khan 2010

27. Cross-Functional Responsibilities

28. Sr. Mgmt Presales Engineering Support Sales Marketing Market Technical Business Product Segmenting the roles Product Manager

29. Sr. Mgmt Presales Engineering Support Sales Marketing Market Technical Business Product Some are more technically focused

30. Sr. Mgmt Presales Engineering Support Sales Marketing Market Technical Business Product Some are more business focused

31. Sr. Mgmt Presales Engineering Support Sales Marketing Market Technical Business Product How should the roles be segmented

32. Sr. Mgmt Presales Engineering Support Sales Marketing Market Technical Product Manager Business Product Product Manager is business focused TechnicalProduct Manager

33. Sr. Mgmt Presales Engineering Support Sales Marketing Market Technical Product Manager Business Product Marketing Manager TechnicalProduct Manager Product Product Marketing can be added

34. Sr. Mgmt Presales Engineering Support Sales Marketing Market Solution Specialist Technical Product Manager Business Product Marketing Manager TechnicalProduct Manager Product Solution Specialist adds product depth

37. And the real reason you came to listen!

38. No more Superheroes!How to create an Effective and Scalable Product Management OrganizationSaeed Khanwww.OnProductManagement.netTwitter: @saeedwkhan, @onpm Copyright © Saeed Khan 2011