ASIS&T IA Summit Pre-Conference So, you want to be a product manager… March 22, 2007 Chris Baum...
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Transcript of ASIS&T IA Summit Pre-Conference So, you want to be a product manager… March 22, 2007 Chris Baum...
![Page 1: ASIS&T IA Summit Pre-Conference So, you want to be a product manager… March 22, 2007 Chris Baum and Jeff Lash.](https://reader036.fdocuments.us/reader036/viewer/2022081519/56649e7e5503460f94b81417/html5/thumbnails/1.jpg)
ASIS&T IA Summit Pre-ConferenceSo, you want to be a product
manager…
March 22, 2007Chris Baum and Jeff Lash
![Page 2: ASIS&T IA Summit Pre-Conference So, you want to be a product manager… March 22, 2007 Chris Baum and Jeff Lash.](https://reader036.fdocuments.us/reader036/viewer/2022081519/56649e7e5503460f94b81417/html5/thumbnails/2.jpg)
Agenda►Housekeeping►Welcome & introductions►Introduction to Product Management►Living the Business Context
(break)►Transferring Your Skills
(break)►Your Life as a Product Manager►Wrap-up
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Housekeeping►Mobile phones off please!►This is a workshop, not a lecture►Slides will be posted online►Follow-ups after the workshop are
welcome
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Welcome►Introduce yourself, including–Who you are–What your current role is–Why you’re here
►In pairs / groups– Share one quality of a good product manager
you’ve worked with…–… and one quality of a bad one
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Qualities of good product managers
(As mentioned by attendees)
► Leadership► Focused on metrics► Collaboration► Knowledge of roles► Expertise► Long-term vision► Negotiation/influence► planning
► Clarify goals► Respect expertise of
others► Getting the right
resources► Knowledge of market► communication
![Page 6: ASIS&T IA Summit Pre-Conference So, you want to be a product manager… March 22, 2007 Chris Baum and Jeff Lash.](https://reader036.fdocuments.us/reader036/viewer/2022081519/56649e7e5503460f94b81417/html5/thumbnails/6.jpg)
Qualities of bad product managers
(As mentioned by attendees)
► “Owning” products / dictatorship
► Throwing you under the bus
► Not respecting others► Micromanaging► Poor requirements /
shifting requirements► Bad management /
confidence in
► Lack of understanding of tradeoffs between scope, resources, time
► No vision► Too involved in details► Irrational► Unwilling to make
decisions► Defining team roles
improperly► Too process-oriented,
not enough delivery
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Introduction to Product Management
►Product Management overview–What is PM and why is it important?–What do PMs do?– How can you be a good PM?–What would a manifesto for PM look like?
►Transitioning from UXPM–Why are UXers interested in becoming PMs?–What are the similarities / differences?–Why is there confusion and conflict?–What will / won’t you do as a PM?–Why can UXers make great PMs?
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Introduction to Product Management
Or: No authority and all of the responsibility… where do I
sign up?!
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If product management is
http://en.wikipedia.org/wiki/Image:DVader.jpeg
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… then we’re all
http://en.wikipedia.org/wiki/Image:Stormtrooper.jpg
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What is a product manager?►Responsible for overall success of the
product►Includes requirements and design, but
also marketing, pricing, technical aspects, portfolio, etc.
►“President” of the product
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The Role of a Product Manager“The role of a product manager is full of
opportunities to find passion for the product today, its future roadmap, sales strategies, finding and growing a sales champion, and working with and supporting service. In short, the best product managers I’ve worked with have a passion for their products and their success.”
Source: Surviving Product Management; Louis Columbushttp://www.awprofessional.com/articles/article.asp?p=453996&rl=1
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Why is product management important?
►Ships have captains►Textbooks have editors►Apartment buildings have landlords►Sports teams have coaches
►Products need managers
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PM is increasingly important►Increasing number of new products►Increasingly competitive marketplace
means increased need for new and innovative products and people to manage them
►Online products need regular maintenance, updating, and enhancements
►Technology products are not a technology problem
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Traits of good product managers
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Curiosity“The best product
managers have an inherent curiosity and passion not just for the technologies in their products, but most importantly, how they align with users’ needs today and in the future.”
curiosity: Uploaded to flickr by Emilio del Pradohttp://flickr.com/photos/emiliodelprado/225161313/
Source: Surviving Product Management; Louis Columbushttp://www.awprofessional.com/articles/article.asp?p=453996&seqNum=5&rl=1
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Curiosity
CuriosityPoster: Uploaded to flickr by iTopherhttp://flickr.com/photos/74655092@N00/142836427/
“The #1 trait I look for in people who would make good Product Managers is an extreme sense of curiosity. Curious people are wonderful - they ask the most powerful question in the World: “why?” Curious people read a lot and tend to self-teach valuable skills. Most importantly, curious people aren’t satisfied with what people tell them, they stay awake at night wondering what they’re missing and love the process of discovery. Some skills can be taught; curiosity is a character trait.”
Source: The Most Important Trait a Product Manager Needshttp://www.productbeautiful.com/2007/01/22/the-most-important-trait-a-product-manager-needs/
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Leadership“If you want to be a good product manager, learn
to lead without authority.”
curiosity: Uploaded to flickr by Beneath_B1ue_Skieshttp://flickr.com/photos/beneath_blue_skies/343096431/
Source: Understanding leadership and authority; Jeff Lashhttp://www.goodproductmanager.com/2007/01/10/understanding-leadership-and-authority/
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Communication
Source: Seven Traits of Successful Product Managers; Michael Shrivathsanhttp://michael.hightechproductmanagement.com/2006/12/seven_traits_of_successful_pro.html
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Communication
ProductManager
Engineering Design
Finance
Legal
Project Management
Sales
Marketing
Customers
Investors
IndustryAnalysts
Manager
Executives
Other PMs
CustomerService
Partners
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Adaptability
DSC01884; Uploaded to flickr by Atari, Gracinha & Marco http://flickr.com/photos/gracinhamarco/95623563/
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Adaptability
“Be willing to do whatever it takes.
… I know of many cases where the
product manager needed to help out with deliverables for customer support, sales training, technical writing, QA, engineering, and marketing. You may need to just do it.”
Source: Thriving in Large Companies; Silicon Valley Product Grouphttp://www.svproduct.com/SVPG/BLOG/58923D38-9EE2-4C5C-BA1D-7B1482D3E03B.html
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Decision Making►Product managers do not make
recommendations, they make decisions.
“If you like making recommendations or have difficulty making decisions, you’re probably not cut out to be a product manager.” Source: Transitioning from User Experience to Product Management, Part 2; Jeff Lash
and Chris Baumhttp://www.boxesandarrows.com/view/transitioning-from26
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Facilitating Change
We Must Be The Change We Wish To See in The World; Uploaded to flickr by kk+ http://flickr.com/photos/kk/17416513/
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Tenacity
“Do have a wellspring of spiritual energy to call on to surmount any obstacle.”
Source: The Unexpurgated Stewart Butterfield; Erick Schonfeld interview with Stewart Butterfield http://blogs.business2.com/business2blog/2006/12/the_unexpurgate.html
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Persuasiveness
“In our system leadership is by consent, not command. To lead, a president must persuade.”
Source: Rumsfeld's Rules; Donald Rumsfeldhttp://www.opinionjournal.com/wsj/?id=85000505
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Market focus
irony; Uploaded to flickr by mrpattersonsir http://flickr.com/photos/mrpattersonsir/30325860/
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Market focus vs. customer focus
►Customer focus– Responding to expressed customer needs– Identifying unmet and unarticulated needs– Predicting future customer needs
►Market focus– Evaluating expressed, unarticulated, and
future needs– Understanding competitive landscape– Identifying social, technological, political,
market trends and opportunities– Aligned strategically with corporate objectives
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What would a manifesto for product management look like?
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Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
http://www.agilemanifesto.org/
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Manifesto for Product Management
We are uncovering better ways of managing products by doing it and helping others do it.
Through this work we have come to value:
End results and KPIs over processes and methodsWhat the product should do over how it should
do it
Focusing on the market over following your gut Adaptation and innovation over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
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Why are UX professionals interested
in Product Management?
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Interest in Product Management
►Desire to shape the entire experience►Want to make decisions, not
recommendations►Frustrated working with bad product
managers►Looking for the next step in their career
►Product Management is in many ways similar to User Experience
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PM vs. UX► Understand customer
needs
► Determine product features and characteristics to meet those needs
► Relentlessly customer-focused
► Understand customer needs
► Determine product features and characteristics to meet those needs
► Relentlessly customer-focused
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When I describe what I do to people who have not encountered the term “interaction design” before, I say first that “I look at users’ needs, figure out what kind of product best addresses them, and create a behavior specification for that product which the development team then uses as requirements to drive their work.”
Often people say, “In my organization, we call that a ‘product manager.’”
Source: Where do product managers fit?; Jonathan Kormanhttp://www.cooper.com/content/insights/newsletters/2004_issue03/Where_do_product_managers_fit.asp
Where do product managers fit?
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So what’s the difference?
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ResponsibilityPM
► Overall success► Financial targets:
profit and loss
► “What the product should do”
UX
► User experience► Should be concerned
about overall success, but usually not “responsible” for it
► “How the product should do it”
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FocusPM
► A little of everything
► Focus on areas that need attention; may shift
UX
► User experience
► Should be concerned with other components, but concentrates on user experience aspects
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StrategicTactical
SingleDiscipline
MultipleDisciplines
Product Manager
CEO
C-level functional managers (e.g. CFO, CTO)
UI DesignerSoftware Architect
UCD Manager
Software Developer
Business Analyst
Project Manager
User Researcher
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ReliancePM
► Rely on others
► Responsible for all of the pieces coming together
UX
► Not as reliant on others; have more control over their own deliverables
► Responsible for own area
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Why the confusion + conflict?►Resources– Often the appropriate resources are not available
for research, design, and documentation, so Product Managers fill the role
►Skills–Many product manages have (or think they have)
the skills to complete these tasks to some degree
►Control– Product Managers are ultimately accountable to
the success of the product, while others often are not
–Misplaced accountability can lead to micromanaging
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How it should work►Product Managers– Responsible for overall success of the product– Includes requirements and design, but also
marketing, pricing, technical aspects, portfolio, etc.
– “President” of the product
►User Experience Practitioners– Responsible for ensuring product is designed to
meet users needs and be easy to use – Objective advocate for user needs and good
design–Member of the product “Cabinet” (along with
Marketing, Sales, Development, etc.)
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Source: Putting people together to create new products; Jonathan Kormanhttp://www.cooper.com/newsletters/2001_09/putting_people_together_to_create_new_products.htm
Striking a balance
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What you’ll get to do►Focus product strategy on customer and
end user needs►Help ensure user focus throughout entire
product – not just the design, but communications, policies – the entire “customer experience”
►Work with marketing, sales, and other stakeholders to effectively communicate unique benefits of your product
►Have opportunity to provide input on strategies for other products within the organization
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What you’ll have to do►Attempt to influence and coordinate
people over whom you have no actual (read: org chart) power
►Mediate disputes between stakeholders►Make and justify tough decisions, which
invariably will upset many key allies►Communicate with upper management
and be accountable for product decisions
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What you won’t get to do►Pore over the details of a design►Make recommendations►Pass the buck►Blend in to the scenery►Answer with “It depends…”►Be the single expert for one specific area
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T-Shaped people
TechnologyMarketing UX /Design
Sales Finance
Good product managers are T-shaped people.
“To innovate … a product and business opportunity, we have to secure insights into both by having an observant and empathetic view of the world. Only T-shaped people, who have well rounded personalities and broad interests, can obtain such viewpoints. Sophisticated engineers who do not understand the market and customers will never produce products, which have a shot at becoming a grand slam.”
Source: ‘T-Shaped’ Thought Key to Innovation; Lee Jeong-baehttp://times.hankooki.com/lpage/200701/kt2007012118072168040.htm
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Introduction to Product Management
To Be Continued…