Starter slides for a highly collaborative discussion at Product Camp Silicon Valley 2015. We used slides #3 and 4, then opened it up for suggestions about what Directors do (#7) and ways to signal that you'd like to be promoted to be one (#8).
2. • Veteran product manager/exec/strategist
• Business models, pricing, agile
• Organizing product organizations
• 6 startups, including as CEO/founder
• “The Art of Product Management”
• Organized first Product Camp
ABOUT RICH
3. CLICK
TO
EDIT
MASTE
R TITLE
market information, priorities,
requirements, roadmaps, epics,
user stories, backlogs,
personas, MRDs…
product
bits
strategy, forecasts,
commitments, roadmaps,
competitive intelligence
budgets, staff,
targets
Field input,
Market feedback
Segmentation, messages,
benefits/features, pricing,
qualification, demos…
Markets &
CustomersDevelopment
Marketing
& Sales
Executives
Product
Management
WHAT DOES A PRODUCT MANAGER
DO?
W W W . M I R O N O V . C O M
4. • PM role is different from Director PM and VP PM
• The promotion funnel is narrow
• Not an entitlement
• Not (just) by being the
best at your current job
• Do you want that next job?
• Can you demonstrate skills/scope
beyond your current role?
ROLES AND PROMOTIONS
5. MYTHICAL PM ORGANIZATION
Dir PM Dir PM
Pricing
Analyst
Sr PM
PM/PO
Sr PM
Competitive
Analyst
Sr PM
PM
PM/PMM
Product
Owner
Channel/Part
ner PM
VP Products
6. • Knows more about product, market, roadmap,
competition, use cases, personas, trade-offs than
anyone else
• Talks benefits with customers; talks tech with
engineers; talks strategy with execs
• Relentless communicator of the truth
• Timeline: Next 2-4 quarters
• Gets great (individual) products
out the door
PM AS INDIVIDUAL CONTRIBUTOR
7. • Focus on processes, resources and teams
• Cross-functional cooperation and priorities
• PLM-level trends and market input
• Standardization and simplification
• Mentor your replacement
• Scope
• Next 6 quarters
• Broad product strategy and budget
• Keeps the trains running
DIRECTOR OF PRODUCT
MANAGEMENT
10. • Focus on aligning strategy, organization and
products
• Is the company succeeding? Is PM succeeding?
• Company-wide issues and disconnects
• Market success (= revenue!)
• Scope
• 3 year trends
• Thoughtful member of exec team
• How do we build organizational
support to do the right things?
VP PRODUCTS
11. • Organizational levels have different roles
• Decide what you want
• Demonstrate skills one level up
TAKE-AWAYS
11W W W . M I R O N O V . C O M
Strategy
Making product line succeed within portfolio and channels
Competing product suites, adjacent products
People and Organization
Encouraging cross-functional cooperation, helping peers identify talent
Market Sensing
How do we educate Sales and learn what’s working?
1-3 year technical and PL market trends
Processes
Advocacy for process improvements (waterfall agile)
Delegate, avoid settling individual issues
Agility
Re-allocating PMs, focusing attention, shifting roadmaps