A few years ago I wrote in an essay that business processes arrive in the modern age only when they have a system of record. This first started with accounting (centuries ago), which led (much more) recently to the back office and manufacturing with MRP, and then eventually ERP. The same occurred again with sales, beginning with contact managers before moving to sales force automation, and finally customer relationship management (CRM).
I’m often asked about Buy, Build or Partner (BBP), and specifically, how to best fit it into the ever-growing list of product management duties. I call it a necessary evil, as almost each and every single product manager has to contend with it for better or worse.
Some product managers will look at this title and ask, “So what does this have to do with product managers and our roles?” Read on and find out why your role and actions can impact a successful channel program and increase the your product adoption.
Product managers often place the cart before the horse. We love to think about the product, the features, how “cool” the UI is, and how we can make the product better.
Steve Ballmer was once quoted saying, “The lifeblood of our business is that R&D spend. There's nothing that flows through a pipe or down a wire or anything else. We have to continuously create new innovation that lets people do something they didn't think they could do the day before.”
I recently worked with a great product management organization—great in the eyes of the management team that assembled them, at least.
This inbound team of heavily technical product managers was responsible for the 2-3 year product roadmap for the company. As a result, their main constituents were the entire engineering community and, more specifically, the software and hardware architects interspersed through that community.
“Roadmap” is the most overused word in product management because everyone asks for one. Every stakeholder wants a roadmap because it addresses different needs for different people. Executives want to know the strategy, sales want to know the timeline, and what no one seems to realize is that a roadmap doesn’t solve a problem or deliver a requirement.
Although some may believe peer review is a practice reserved for academic or scientific communities, I believe it is a valuable tool in product management.
Peer review is about quality—a structured approach to understanding whether or not your ideas fall into the category of worthwhile, meaningful or correct, and the benefit of colleagues evaluating product requirements and definitions.
As product managers, we interface with a handful or even hundreds of programs, apps and tools to manage our work every day, so we’d like to recommend our Top 5 tools every product manager should have in their arsenal. I’m hopeful this topic will generate interest and discussion and turn into an ongoing series of posts and friendly debates.
Your challenge, if you choose to accept it: Have a (good) idea, pitch it, obtain approval, form a team, build a minimum viable product, present it and sell it. All resources are provided and paid for. No talk; all action. The catch? You have 54 hours.
You may remember the last time, I posted on selecting product management frameworks the big questions were which is the right one, how to implement a black and white concept in your team and what are the keys to getting a return on the investment?
Last time we determined that Product Management Frameworks can’t be implemented in in black and white; your team has been in place for years there are pre-existing processes that are not easy to change.