Entries Tagged 'Product Management' ↓

I tend to not talk too much about requirements, but this was one simple activity that helped us articulate and justify some of our non-functional requirements. Last month I asked our web admin to dump the Google Analytics results for the past six months – specifically with the context of browsers, operating systems, screen colours, screen resolutions, flash and java trends. You can drill into the high-level results and find specifics as well.

We are a smaller company, and it was easier to acquire this information. And of course, for us it is easy to sell the idea that our users are the same people visiting our web site. You may have other means, but this sure can help defeat the motion to support Safari or a crazy screen resolution.

As product managers, telling your story in a way that resonates and is compelling is a constant challenge. Simon Sinek gives a great presentation “How great leaders inspire action” that you should watch.

Here is the link: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

The Toronto Product Management Association (TPMA) and RedCanary.ca have joined forces to run their 2nd annual salary survey for the local Product Management community. Our objective is to provide you with information about compensation, as well as the most common responsibilities for product managers and other marketing professionals in the Southern Ontario area.

http://www.redcanary.ca/?p=13674

I did a reference call last week for a former colleague who is changing jobs. One of the questions asked of me was: “What motivates him?”. I had no idea. I know what motivates me. Money! All kidding aside, as cross-functional collaborators and influential leaders, what motivates your colleagues? And how can you use that in your day-to-day dealings? Or can you?

I would be remiss if I didn’t state, if you cannot answer this question for yourself, you are probably owed a little self-reflection time.

As per usual in product management one is consumed in thought with pricing. Defending. Setting. Reviewing. Rinse. Wash. Repeat. The biggest challenge of all-things-pricing is determining the price of a new product. Armed with the mantra “value determines price that determines cost”, the task becomes how do you determine value. While I am sure there are dozens of methods with some more scientific than others. This method struck a chord wth me. First have your potential customers review your product either by live demo, actual usage or concept testing. Then have an open discussion about the various use scenarios and benefits. Finally the age old question: how much do think this is this worth? You’ll have to navigate through the “should be free” jokes and “budget constraint” stories and you’ll likely need a seed value for those that truly have no idea. My experiences so far, customers love this conversation. Insight into your innovation, ability to contribute and shape that and the creative process of seeing something for the first time and trying to apply it to their work processes.

For a longer narrative and a refresher “tune” into your handy copy of a Tuned In, chapter 6 “Quantify the Impact”.

One of the attributes I look for in a product manager is someone with a strong presence.

This is someone who can be a central figure in a meeting, without overbearing. This is someone who is able to articulate ideas convincingly, with enthusiasm. This is someone who can naturally lead, without authority. This is someone who can contribute positively, while moving forward. This is someone who is confident, with valid reasons. This is someone who is respected. This is someone who is empathetic.

This is NOT someone who is arrogant.

I would expect the challenge for the person with this attribute is to maintain it and not let it slide into someone who is just arrogant.

It was a fun conversation on Tuesday. How can you distinguish between a Senior Product Manager and a Product Manager? There was a side-hall conversation on the topic with some Twitter people too.

First conclusion, it is not based on experience. Experience might lead to it, but you are not a senior product manager because you have been a product manager for X years.

Second conclusion, it requires a broader vision. Someone who is capable of thinking about “the many” versus “the one”.

The third variable (note, not conclusion) is that a senior product manager is “more strategic”. I really struggle with that. If you are strategic, can you be more strategic? Does having more responsibility make one more strategic? Not sure. Seems like I am applying the same concepts to a broader set and not sure that makes me more strategic. However, it ties back to the second conclusion and that would make one senior.

More food for thought.

How do you distinguish between a Senior Product Manager and a Product Manager?

Is it strictly in experience?
Is it responsibility? If so, which responsibilities?
Other factors?

My gut tells me it is just experience, but then how do you know someone has had the right experience to qualify for or graduate to a Product Manager?

My head tells me it is the way someone thinks, but then how do you know someone has the right brain patterns for Senior Product Manager?

Comments?