![]() ![]() Once you have a vision, you have to spread the word in your business. You need to know everything about your market and your customer, and then mix all that information with a healthy dose of creativity to define a vision for your product. You have to assimilate huge amounts of information-feedback from clients, quantitative data from your web analytics, research reports, market trends and statistics. ![]() This requires you to research, research, and research some more your market, your customer, and the problem they have that you’re trying to solve. It starts with setting a vision for the product. Why do you need this breadth of skills? Because the role itself is incredibly broad and varied and you’ll be using them every day. Again this doesn’t mean being a pixel pusher but you do need to be out there testing the product, talking to users and getting that feedback first hand- especially in a start-up. Last but not least the Product Manager is the voice of the user inside the business and must be passionate about the user experience. This is even more important in an Agile world where Product Managers spend more time daily with the development team than with anyone else inside the business. However, understanding the technology stack and level of effort involved is crucial to making the right decisions. This doesn’t mean a Product Manager needs to sit down and code. There’s no point defining what to build if you don’t know how it will get built. Sorry, this does mean that you are a suit-but you don’t have to wear one. Product Managers should be obsessed with optimising a product to achieve the business goals while maximising return on investment. ![]() Product Management is above all else a business function, focused on maximising business value from a product. A good product manager must be experienced in at least one, passionate about all three, and conversant with practitioners in all. Similarly, I’ve always defined product management as the intersection between business, technology, and user experience (hint – only a product manager would define themselves in a Venn diagram). In his book Inspired, Marty Cagan describes the job of the product manager as “to discover a product that is valuable, usable and feasible”. What do they do? Where do they come from? How do you get into product management? Why do they like sharpies so much? © Martin Eriksson, 2011 I often get asked what a product manager is. ![]()
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