Project Management is very different than Product Management. Workshop presented at NASSCOM specially for project managers who work in product companies and how they can accelerate their career paths by building customer context, innovation context and business context

1. CHANGING ROLE OF PROJECT MANAGERS
WORKING IN PRODUCT COMPANIES
www.productleadership.com
PROJECT MANAGEMENT TO
PRODUCT MANAGEMENT

2. Most Recently
Global VP Product Management
McAfee, US
CTO Office, NetIQ
Director of Engineering
15 years in Product Industry
Angel Investor
Pinkesh Shah
Faculty, IPL

3. ABOUT THE INSTITUTE
BUSINESS SCHOOL FOR PRODUCT INNOVATORS
PES University
Bangalore, India
SF State University
San Francisco, USA
CMR University
Bangalore, India
Rutgers Center of Innovation
New Jersey, USA
GLOBAL CAMPUSESGLOBAL CLIENTS
KNOWLEDGE PARTNER FOR ORGANIZATIONS IN THEIR TALENT TRANSFORMATION INITIATIVES
IPL PROPERTY – STRICTLY CONFIDENTIAL

4. Agenda
Industry Drivers for the Big Shift
Shift in Mindsets & Skillsets
Defining Product Management
Customer Insighting Exercise
Product Leadership Career ManagementTips

5. OWNERSHIP
TALENT
Technology
Technology, Project
Management but
No PM
LEVEL 1
>20 PLScore
Value
OPTIMIZING
#1 MNCs in India are forced to Innovate
Features
Product Owner,
Tech PM
LEVEL 2
>50 PLScore
Value
CO-CREATING
Products
Product Leaders,
Career Path
LEVEL 3
>90 PLSCORE
Value
PRODUCTIZING
SOURCE:
PRODUCT LEADERSHIP MATURITY MODEL

6. #2 Moving from “USP” to “UVP”
SUBSCRIPTIONS – Vendor Locking to Vendor Engaging
MARKET AGILE – Customers Expect Continuous Innovation
MARKETPLACE – Mall Buying Behavior
SOCIAL/DIGITAL – Pull vs Push Information

7. Changing Principles for
Product Design
Buy vs Easy to Sell
Love to BuyEasy to Sell

8. #3 Customer Experience is the new “Differentiator”
Consumerization of IT
User Experience is becoming more
important than featurism (even for B2B)
“Delight over Amazement”
Acceptable bar on Design and Usability
is now higher

9. #1 MINDSET TRANSITION IS KEY
CLIENT DELIGHT
MARKET DELIGHT

10. JUMP?
Project Management: How High?
Product Management: Why?

11. #2 SKILLSET TRANSITION IS KEY
DELIVERING PROJECT
(PROJECT MANAGEMENT)
DELIVERING DELIGHT
(PRODUCT MANAGEMENT)

12. 12
PRODUCT LEADERSHIP
COMPETENCIES
TECHNICAL PRODUCT MANAGEMENT
(Product Owner)
INBOUND PRODUCT MANAGEMENT
(Product Management)
OUTBOUND PRODUCT MANAGEMENT
(Product Marketing)
CUSTOMER CENTRIC ENGINEERING
MANAGEMENT
(Product Leader)

13. #3 DEVELOP DEEPER CONTEXT
Customer
Buyer vs User
Market Problems
Value
Competiti
ve
Alternatives?
Do more vs Do
Differently
Innovate
Business
How are we making
money?
Monetizing the
Value
Delight

14. DESIGN FOR DELIGHT
Its not a bug, it’s a feature Is anything wrong?Clearly Unusable

15. Can we build
something
that people
want
and be
profitable?
DESIRABILITYFEASIBILITY VIABILITY
ROLE OF A PRODUCT LEADER

16. DESIGN THINKING helps with WHY?
DESIRABILITY
Is there a problem worth solving?
Does anyone want our solution?
FEASIBILITY
Can we actually build it?
Technology? People?
VIABILITY
Can we be profitable?
Is there a market?

17. SKILLS REQUIRED FOR APPLYING DESIGN THINKING
DESIRABILITY
CUSTOMER INSIGHTING
Need Finding
Market Analysis
Customer Validation
Lean Thinking
Prototyping & MVP
FEASIBILITY
PRODUCT PLANNING
Personas
Architecture
UX & Design
Requirements, Stories
Prioritization
Product Roadmaps
VIABILITY
MARKET EXECUTION
Target Market Segmentation
Product/Market Growth
Go to Market
Sales Enablement
Customer Acquisition &
Retention
Product Profitability

18. Defining the Product Manager
• Customer
Value
Modeling
Understanding
Value
• Define
products
Creating
Value • Value
based
Pricing
Capturing
Value
• Positioning
Value Prop
Communicating
Value
• Value
Channels
Network
Delivering
Value
Productizing = Value Management
Product Manager is the orchestrator of this process but
everybody needs to be involved in productizing process!

19. Choosing to
Build
Building
Profitably
Building it
right
Marketing it
right
Selling
effectively
PRODUCT MANAGEMENT COMPETENCIES
Customer
Insights
Validation
Target Market
Sizing
Product
Strategy
Win/Loss
Analysis
Competitive
Analysis
Pricing &
Packaging
Buy/Build/
Partner
Requirements
Routes to
market
Collaterals &
Sales Tools
User
Experience
Design
Personas &
Scenarios
Portfolio
Management
Marketing
Plan
Launch Plan
Customer
Acquisition
Lead
Generation&
PreSales
Channel &
Sales Training
Evangelism
Thought
Leadership
Performance
Analysis
Business
Model & Plan
Product
Roadmap
Product
Positioning
Customer
Relationship
Mgmt
Market
Analysis
Strategic
Planning
Product
Planning
Go To
Market
Sales
Enablement

20. Phases of “Productizing” : Interlock
Conceive Plan Develop Qualify Launch Deliver
Market
Analysis
Choosing
to Build
Strategic
Planning
Building
Profitably
Product
Planning
Building it
right
Go To
Market
Marketing
it right
Enabling
Selling,
Operationalizing
Understand
the Problem
Needs/
Wants
Feasibility
Competition
Business
Plan - P&L
Strategic
Roadmap
Market
Requirement
Requirements
Testing
User
Acceptance
Feedback
control
Compelling
Value
Proposition
Messaging &
Comm.
Channels
Creating
Awareness &
Demand
Transition to
Operations
Sales &
Channel
Setup
Product
Mgr
BA
Product
Mgr
BA
BA,
Project Mgr
BA,
Project Mgr,
PM
Prod Mgr,
Prod Mktg
Mgr
BA, Proj Mgr
Prod Mgr, PMM
Understand
the Problem
Needs/
Wants
Feasibility
Competition
Business
Plan - P&L
Strategic
Roadmap
Market
Requirement
Understand
the Problem
Needs/
Wants
Feasibility
Competition
Business
Plan - P&L
Strategic
Roadmap
Market
Requirement
Requirements
Testing
User
Acceptance
Feedback
control
Understand
the Problem
Needs/
Wants
Feasibility
Competition
Business
Plan - P&L
Strategic
Roadmap
Market
Requirement
Compelling
Value
Proposition
Messaging &
Comm.
Channels
Creating
Awareness &
Demand
Requirements
Testing
User
Acceptance
Feedback
control
Product
Requirement,
Definitions,
Prioritizations
Change
Control
Project
Execution
Understand
the Problem
Needs/
Wants
Feasibility
Competition
Business Plan
- P&L
Strategic
Roadmap
Market
Requirement

21. PRODUCT MANAGEMENT
COMPETENCIES
DESIRABILITY
FEASIBILITY VIABILITY

22. #2 BUILD THE PRODUCT LEADERS CAREER LADDER
70% PMs felt that their company/HR doesn’t understand the
PM Career Path

23. Business
Analyst,
Project
Mgr,
APM/
TPM
PM
Sr. PM
Group PM
Director
PM
VP PM
SVP/GM
TYPICAL CAREER PATH LADDER & TRIGGERS
Product
Module
Owner
Product
Features
Owner
Product
Business
Owner
Product
Line
Owner
Portfolio
Owner
Product
BU
Owner
CEO

24. #3 DEPLOY THE RIGHT RESOURCE
NEW V/S EXISTING PRODUCT - ITS DIFFERENT!
Can I find water in my tap?
(Leveraging Corporate Resources)
Can I find water?
(First 100 Customers)

25. MANAGE THE BIG SHIPGET SH!T DONE
20%
40%
40%
NEW INITIATIVE
Leadership Functional Domain
50%
30%
20%
FLAGSHIP
Leadership Functional Domain
#3 WHAT HIRING MANAGERS ARE LOOKING FOR?
NEW V/S EXISTING PRODUCT - ITS DIFFERENT!

26. Annual Baseline Research for
Product Management in India
71% of Product Managers spend time in
Requirements Management
85% of the Product Managers come from a
Technical/Engineering background
Median Salary for a PM is 34 Lakhs INR (2
years of experience)
46 different titles found for the role
Source: 2nd Annual Baseline Research 2015, Institute of
Product Leadership

27. 3 TIPS TO GET STARTED
INVEST IN A TALENT TRANSFORMATION PROGRAM THAT
HELPS GIVE YOU RELEVANT SKILLS TO ACCELERATE.
DEVELOP VOICE OF CUSTOMER CHANNELS WHERE
EMPLOYEES CAN NATURALLY IMMERSE AND CONNECT.
SUPPORT, PRODUCT RELEASES, SALES TRAININGS,
EXTERNAL EVENTS ETC.
RESKILL
IMMERSE
MANDATE STRONGER INTERLOCK FOR EMPLOYEES WITH
THEIR CROSS FUNCTIONAL BUSINESS COUNTERPARTS AT
HQ & CUSTOMER BOARDS
INTERLOCK

28. KNOWLEDGE PARTNER FOR PRODUCT ORGANIZATIONS
www.productleadership.com
Engineering Leader to Product Leader
Pinkesh Shah
pshah@ipl.edu.in

29. Product Leader
understands and is actively
involved in the entire
productizing process and
makes functional decisions
contextually.

30. Who is our product for? Why do they need it? Why do they prefer us?