expertise in product management

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<p>expertise in product management beyond the tac t ica l ro le by Steve Johnson, the tech industry’s product management storyteller Expertise in product management: beyond the tactical role © 2013 Under 10 Templates LLC Please feel free to post this e-book on your blog or email it to whomever you believe would benefit from reading it. Licensed under Creative Commons Attribution. [130309] - i - Chapter 1 Product managers are overwhelmed with too many responsibilities that require too many areas of expertise. How do product leaders organize product management for the best results? Beyond the tactical role Source: http://www.flickr.com/photos/philgerb/532663899/ Some say that product management is a business function while others say it ’s primarily technical. Wikipedia defines product management as “the combination of product development and product marketing.” The agile community says product management represents the business and the market to the product team. Some teams use product management and product marketing to mean the same thing; others say they’re very different. At a consumer software company, the marketing team contacted the product manager, asking for screen images of the current release. (Remember, this is a consumer product.) The product manager suggested the marketing team take their own damn screen shots, thank you very much, but the marketers complained, “Oh, we don’t know how to use the product.” (Really? The marketing team doesn’t know the product? The product was designed for consumers. In fact, the majority of users are school-age consumers. Yet the marketing folks can’t use it? Sounds to me like they need to hire some new marketers.) At another software company, the product manager was writing product specifications, running beta programs, and acting as project manager. She was too busy with the development team to spend any time with the rest of the company. So new product releases were announced to the company like this: “The new build goes li