As a Product Manager, you are the center of activity for everything involving the product(s) you are responsible for. Depending on your organization the scope will vary.
However one thing is consistent: You have to balance new feature requests, time to market, and finite development resources.
In general, most people and organizations understand what a project manager’s role is. However the product manager’s role can vary wildly from one organization, from one industry, to the next. The role also varies by size of an organization.
JT shares his perspective, in a format suitable for use during casual discussion.
A frequent discussion in product management circles is: Who owns product prices at the time of sale? When Sales is negotiating a deal, and it’s time to look at making pricing adjustments, who makes, who owns, the decision? Early on, before the first product ‘unit’ is ever sold, a price model is developed. This is a core function of product management and a component of the business model. Making 10…
A Big Time Suck, or No? Pouring tons of effort in, getting little out, is perceived as a, ‘time suck.’ Social’s not a sprint, it’s a marathon, and you need to have a plan.
Product Managers need to define, own, and communicate the dream they have for their product(s). The process they go through in developing the dream, can be referred to as Visioning.
The question then is: how often should you go through the process?