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<p>Good Product Manager/Bad Product Manager
Good product managers know the market, the product, the product line and the
competition extremely well and operate from a strong basis of knowledge and
confidence. A good product manager is the CEO of the product. A good product
manager takes full responsibility and measures themselves in terms of the
success of the product. The are responsible for right product/right time and all
that entails. A good product manager knows the context going in (the company,
our revenue funding, competition, etc.), and they take responsibility for devising
and executing a winning plan (no excuses).
Bad product managers have lots of excuses. Not enough funding, the
engineering manager is an idiot, Microsoft has 10 times as many engineers
working on it, I'm overworked, I don't get enough direction. Barksdale doesn't
make these kinds of excuses and neither should the CEO of a product.
Good product managers don't get all of their time sucked up by the various
organizations that must work together to deliver right product right time. They
don't take all the product team minutes, they don't project manage the various
functions, they are not gophers for engineering. They are not part of the product
team; they manage the product team. Engineering teams don't consider Good
Product Managers a "marketing resource." Good product managers are the
marketing counterpart of the engineering manager. Good product managers
crisply define the target, the "what" (as opposed to the how) and manage the
delivery of the "what." Bad product managers feel best about themselves when
they figure out "how". Good product managers communicate crisply to
engineering in writing as well as verbally. Good product managers don't give
direction informally. Good product managers gather information informally.
Good product managers create leveragable collateral, FAQs, presentations,
white papers. Bad product managers complain that they spend all day answering
questions for the sales force and are