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

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It’s time to change how we think about Product Managers!<br />No more Rock Stars No more Superheroes<br />Copyright © Saeed Khan 2010<br />

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Why?<br />

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It’s good for our egos, but…<br /> it’s bad for our profession<br />

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Hiring the first PM<br />Highly visible position<br />Technical Strength<br />Business Acumen<br />Strategic Thinker<br />Tactical Executioner<br />Marketing Guru<br />Etc. Etc. <br />

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How successful could this person be?<br />

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But how do you scale the organization?<br />?<br />

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Like this?<br />

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Is this even possible?<br />Can you even hire a team like this?<br />Is the whole greater than the sum of the parts?<br />Is this really how any team scales?<br />

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One other factor to consider…<br />

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Some real world problems for Product Management organizations<br />

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Is this a problem?<br />Long term planning vs. short term tactics<br />Getting out of firefighting mode<br />

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Is this a problem?<br />How to work in an Agile environment?<br />Is the Product Manager the Product Owner?<br />

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Is this a problem?<br />How to work with Marketing?<br />Why don’t they just “get it”?<br />

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

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And finally…<br /> Truly managing the product across the product lifecycle<br />

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So what’s the solution?<br />

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Stop talking about the Product Manager <br />Start talking about Product Management<br />

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It’s not part of Marketing<br />It’s not part of Engineering<br />

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Product Management should be a department in your company with differentiated roles DEFINED and STAFFED for overall success<br />(just like every other department)<br />

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Specialized Roles for Specific Objectives<br />Engineering<br />Software Engineers<br />Architects<br />Project Managers<br />Development Leads<br />Database Architects<br />User Interaction/Experience<br />Quality Assurance<br /> Etc.<br />Sales<br />Account Managers<br />Named Account Managers<br />Territory Managers<br />Inside Sales Reps<br />Sales Consultants<br />Business Development <br />Direct Response<br /> Etc.<br />

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What are those Product Management roles and how can they be defined?<br />

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The goal of Product Management<br />To deliver measurable business results through product solutions that meet both market needs and company objectives.<br />Don Vendetti - http://wp.me/pXBON-WE<br />

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Key Product Management Skills<br />Marketing<br />Strategy<br />Forecasting<br />Roadmaps<br />Communication<br />Pricing<br />Partnerships<br />Technology<br />Planning<br />Selling<br />Management<br />Copyright © Saeed Khan 2010<br />

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Cross-Functional Responsibilities<br />

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Sr. Mgmt<br /> Presales<br />Engineering<br /> Support<br /> Sales<br />Marketing<br />Market<br />Technical<br />Business<br />Product<br />Segmenting the roles<br />Product Manager<br />

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Sr. Mgmt<br /> Presales<br />Engineering<br /> Support<br /> Sales<br />Marketing<br />Market<br />Technical<br />Business<br />Product<br />Some are more technically focused<br />

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Sr. Mgmt<br /> Presales<br />Engineering<br /> Support<br /> Sales<br />Marketing<br />Market<br />Technical<br />Business<br />Product<br />Some are more business focused<br />

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Sr. Mgmt<br /> Presales<br />Engineering<br /> Support<br /> Sales<br />Marketing<br />Market<br />Technical<br />Business<br />Product<br />How should the roles be segmented<br />

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Sr. Mgmt<br /> Presales<br />Engineering<br /> Support<br /> Sales<br />Marketing<br />Market<br />Technical<br />Product Manager<br />Business<br />Product<br />Product Manager is business focused<br />TechnicalProduct Manager<br />

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Sr. Mgmt<br /> Presales<br />Engineering<br /> Support<br /> Sales<br />Marketing<br />Market<br />Technical<br />Product Manager<br />Business<br />Product Marketing Manager<br />TechnicalProduct Manager<br />Product<br />Product Marketing can be added<br />

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Sr. Mgmt<br /> Presales<br />Engineering<br /> Support<br /> Sales<br />Marketing<br />Market<br />Solution Specialist<br />Technical<br />Product Manager<br />Business<br />Product Marketing Manager<br />TechnicalProduct Manager<br />Product<br />Solution Specialist adds product depth<br />

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A scalable & effective team<br /><ul><li> Other roles UX, BA etc. can be added if needed

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Can scale organization (by adding people) across products or product lines</li></li></ul><li>Product Management Grows with the Company <br /><ul><li> Individuals across groups work together in virtual or physical teams</li></li></ul><li>Product Management problems solved?<br />Balance long term planning vs. short term tactics<br />Ability to work effectively in an Agile environment<br />No barriers to getting out of the building<br />Enabling Marketing so they “get it” <br />Managing across the entire product lifecycle <br />

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And the real reason you came to listen!<br />

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