Talk:Product manager

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Certifications[edit]

To 84.109.26.153: Is there a reason why you'd prefer that certifications were not mentioned on this page? I'd be open to removing them, just wanted to know your reasons. Poweroid 20:28, 21 November 2006 (UTC)[reply]

EL housekeeping[edit]

I've removed the 3 external links that were here. 1 was a personal blog, 1 a spammed link, and the third a promotional link for a consulting service. --AbsolutDan ^(talk) 00:00, 22 November 2006 (UTC)[reply]

Moved from article[edit]

It looks like there may be some useful content here, but it needs to work to be incorporated with the existing article.

Main duties and responsibilities include but are not limited to:
- analysing company's product portfolio performance and market trends - defining new products and gathering product requirements - working across all functions to bring a product to launch - bringing new products to market - defining national and regional product range in the marketing mix - negotiating with key partners and customers - promoting the product internally across all functions - promoting the product externally with press, customers, and partners - leading and training teams to ensure execution towards product objectives
- product portfolio management

--Ronz 23:45, 26 January 2007 (UTC)[reply]

Turns out that this is a copyright violation [1]. --Ronz 18:27, 27 January 2007 (UTC)[reply]

Product managers in Packaged Goods[edit]

Product managers have a long history of responsibiltiy in Packaged Goods companies such as Proctor and Gamble, Nestle, Kraft, and Lever Brothers. It would be helpful to have a good description of this role here in Wikipedia.

I found a good reference on Good Product Managers here: http://www.goodproductmanager.com/

The Product Owner is NOT always a Product Manager[edit]

"In a Scrum environment, a Product Manager is also referred to as the Product Owner, and usually has the main role of representing the product to the customer. Some of the responsibilities of the Product Owner include marketing of the product and analysis of the competition."

This statement in the article is factually incorrect and simply the opinion of a single person. The opinion of the wider community is that while there is some overlap in the roles, they are significantly different and are likely to be filled by different people.

Robert "Bob" Galen present a far more rigorous discussion; in his book "Scrum Product Ownership: Balancing Value From the Inside Out" he says the following:

"I’ve been in quite a few situations where I became frustrated with my Product Owners not taking adequate time with their teams. Until just recently, I thought it was mostly a choice they were making. Sure, they had a few outwardly focused tasks and needed to communicate with many types of customers, but certainly they had more time for their teams! I mean really, how much more was there for them to do?

I’ve also been studying the role of the Product Manager as it relates to the Product Owner. There’s a wonderful group called Pragmatic Marketing that offers training, consulting and guidance for the profession of Product Marketing, as well as, other aspects of more technical marketing. They’ve devised a model entitled the Pragmatic Marketing Framework that illustrates all of the aspects and activities of Marketing Product Management.

What’s interesting is that the role of Product Owner only covers about 8-10 of the total 37 responsible areas of operation for the Product Management role. Many of these additional responsibility areas focus on company leadership driven areas, such as strategic product alignment. Imagine you’re a Product Owner / Product Manager and you inform the CEO that you can’t cover the strategic market analysis he needs for the board because your agile teams need you to work on the Backlog. Which one do you think should get your attention?

No wonder we have tension in the agile community where we have Product Owners who are struggling to balance their roles against organizational Product Management expectations.

I now have a newfound respect for the level of the Product Manager and Owner and, in most cases, recommend that they create a healthy, collaborative group to fill in all aspects of these roles as required. Because no good comes from a Great Product Owner who becomes a fired or burned-out Product Owner!"

Quite simply, it is a Product Owner myth to say that it is always the Product Manager.

Carl.schutte (talk) 06:29, 23 June 2011 (UTC)[reply]